NORTH ARROW UPDATES EXPLORATION OF KRAAIPAN GOLD PROJECT, BOTSWANA
Trading Symbol - TSXV: NAR
VANCOUVER, BC , Feb. 27, 2025 /CNW/ - North Arrow Minerals Inc. (TSXV: NAR) ("North Arrow" or the "Company") is pleased to provide an update on its ongoing exploration activities at the Kraaipan Gold Project, Botswana . The Kraaipan Project comprises a large land package covering 724 km 2 of mostly underexplored, Archean greenstone terrain, referred to as the Kraaipan Greenstone Belt ("KGB"). The KGB straddles the Botswana – South Africa border and is prospective for the discovery of both gold and base metal deposits, however, in Botswana , it has undergone limited historical exploration owing to a generally thin (< 40m ) overburden cover of Kalahari sands and gravels that hinder the effectiveness of traditional exploration approaches using geological mapping, prospecting and geochemical sampling. The South African portion of the KGB is better exposed and explored and is host to numerous mineral occurrences including Harmony Gold's multi-million-ounce Kalgold mine, which has operated continuously since the mid-1990's and is located approximately 40km south of the Kraaipan Project.
Ken Armstrong , President and CEO of North Arrow, stated, "A key part of North Arrow's approach to evaluating the gold potential of the Kraaipan Project beneath the Kalahari sand cover is to rapidly identify and test priority targets utilizing very high-resolution Remote Mapper UAV magnetic surveys and a newly optimized reverse-circulation (RC) drilling platform. To date, approximately 80% of the project area has been surveyed using Remote Mapper and detailed structural mapping of exposed banded iron formation (BIF) outcrops is underway. The magnetic surveys are expected to be completed in April and will be used along with the structural analysis to identify important bedrock and structural features beneath the Kalahari overburden. In conjunction with geochemical data from previous soil surveys and limited drilling, priority targets will be identified and tested as part of a three-month RC drilling program anticipated to start in May. RC drilling will focus on collection of geochemical samples from the base of the overburden and the underlying bedrock to enable a rapid, cost-effective regional assessment of the land package in support of developing hard rock drilling targets. North Arrow is fully funded to complete this work program and, in collaboration with our partner Rockman Resources, continues to evaluate additional opportunities and exploration techniques to systematically explore beneath Kalahari cover within the project area, and elsewhere in Botswana ."
Remote Mapper magnetic surveys – The Remote Mapper UAV system has collected over 21,000 line kilometres of high quality magnetic data within the Kraaipan Project area. Surveys are being conducted at 25m line spacing and 30m height above surface. Surveys of the remaining 20% of the KGB within the project area are expected to be completed in April. For more background on Remote Mapper, see Ken Armstrong's recent conversation with Bruce Johnson, one of the designers of the platform.
Structural and bedrock mapping – A series of BIF outcrops in the southern part of the project area were the focus of limited past exploration of the KGB in Botswana , including rotary air blast drilling in the 1990's that identified sporadic, near surface gold mineralisation including 21m grading 1g/t Au, 9m grading 1.6 g/t Au and 3m grading 5.1 g/t Au. These iron formation outcrops are currently being mapped to help correlate areas of structural and stratigraphic complexity and alteration with the new Remote Mapper data. These correlations will increase confidence in Remote Mapper targets generated in areas beneath Kalahari cover and lacking outcrop exposures.
RC Drilling program – A three-month RC drilling program is expected to start in May, testing targets identified from the Remote Mapper surveys and the structural and bedrock mapping interpretations. Drilling will focus on collection of geochemical samples from the base of the Kalahari overburden and underlying bedrock in order to identify new zones of gold mineralisation and associated alteration. An optimized RC drilling platform, designed to minimize the time spent handling materials and moving between holes, will be used and, depending on depth of sand and the distance between drill holes and target areas, is expected to allow for drilling of 3 to 5 holes per day. The goal of the RC sampling program is to identify gold showings for follow up bedrock RC and diamond (core) drilling in the second half of 2025 and in 2026.
About the Kraaipan Gold Project, Botswana
The Kraaipan Gold Project is comprised of three mineral concessions covering the 60 km strike extent of the Kraaipan Greenstone Belt in Botswana . The KGB is a highly prospective Archean greenstone belt that straddles the Botswana - South Africa border, with proven mineral endowment including Harmony Gold's multi-million-ounce Kalgold mine in South Africa , approximately 40 km south of the Project. Past exploration of the northern extent of the KGB has been challenged by the presence of Kalahari overburden, impacting approximately 80% of the KGB within Botswana . The Kalahari overburden comprises unconsolidated sand as well as gravel, silcrete, calcrete and minor clay-rich horizons. While laterally extensive, this cover material is typically less than 20m over much of the Project but can locally reach depths of up to 70m . Limited past exploration of the KGB in Botswana has identified local gold mineralisation in shallow drilling of exposed banded iron formation (BIF) targets. A focus of new exploration is to identify BIF-related gold mineralisation beneath the sand cover. To do this, North Arrow is working with Rockman Resources Limited's highly experienced Botswana -based exploration team, who are capable of deploying cost-effective proprietary exploration solutions including UAV geophysics, truck-mounted drilling and, potentially deep machine learning technologies to rapidly advance the Project.
North Arrow is currently working to earn a 60% interest in the Project by investing US$5 million by June 30, 2027 , including a firm commitment to invest US$1 million by June 30, 2025 .
About North Arrow Minerals
North Arrow is a Vancouver, BC -based exploration company focused on the evaluation of the Kraaipan Gold Project in Botswana . North Arrow's management, board of directors and advisors have significant successful experience in the global exploration and mining industry. North Arrow continues to maintain its Canadian diamond interests in the Naujaat (NU), Pikoo (SK), and Loki (NWT) Projects. North Arrow's exploration programs are conducted under the direction of Kenneth Armstrong , P.Geo. (NWT/NU, ON), President and CEO of North Arrow and a Qualified Person under NI 43-101.
North Arrow Minerals Inc.
/s/ "Kenneth A. Armstrong"
Kenneth Armstrong
President and CEO
Website: www.northarrowminerals.com
Neither the TSX Venture Exchange nor its Regulation Services Provider accepts responsibility for the adequacy or accuracy of this release.
This news release contains "forward-looking statements" including but not limited to statements with respect to North Arrow's plans, the estimation of a mineral resource and the success of exploration activities. Forward-looking statements, while based on management's best estimates and assumptions, are subject to risks and uncertainties that may cause actual results to be materially different from those expressed or implied by such forward-looking statements, including but not limited to: risks related to the successful integration of acquisitions; risks related to general economic and market conditions; closing of financing; the timing and content of upcoming work programs; actual results of proposed exploration activities; possible variations in mineral resources or grade; failure of plant, equipment or processes to operate as anticipated; accidents, labour disputes, title disputes, claims and limitations on insurance coverage and other risks of the mining industry; changes in national and local government regulation of mining operations, tax rules and regulations. Although North Arrow has attempted to identify important factors that could cause actual results to differ materially from those contained in forward-looking statements, there may be other factors that cause results not to be as anticipated, estimated or intended. There can be no assurance that such statements will prove to be accurate, as actual results and future events could differ materially from those anticipated in such statements. Accordingly, readers should not place undue reliance on forward-looking statements. North Arrow undertakes no obligation or responsibility to update forward-looking statements, except as required by law.
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Patients with a predicted postoperative residual astigmatism greater than 1.0 diopter, with or without a toric lens, may not fully benefit in terms of reducing spectacle wear. Rotation of the TECNIS Odyssey™ Toric II IOL from its intended axis can reduce its astigmatic correction. Misalignment greater than 30° may increase postoperative refractive cylinder. If necessary, lens repositioning should occur as early as possible, prior to lens encapsulation. The lens and delivery system should be discarded if the lens has been folded within the cartridge for more than 10 minutes. Not doing so may result in the lens being stuck in the cartridge. Do not attempt to disassemble, modify, or alter the delivery system or any of its components, as this can significantly affect the function and/or structural integrity of the design. PRECAUTIONS: Interpret results with caution when using autorefractors or wavefront aberrometers that utilize infrared light, or when performing a duochrome test. 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Variability in any of the preoperative measurements can influence patient outcomes and the effectiveness of treating eyes with lower amounts of preoperative corneal astigmatism. The effectiveness of TECNIS Odyssey™ Toric II IOLs in reducing postoperative residual astigmatism in patients with preoperative corneal astigmatism < 1.0 diopter has not been demonstrated. Patients with a predicted postoperative astigmatism greater than 1.0 D may not be suitable candidates for implantation with the TECNIS Odyssey™ IOLs, as they may not obtain the benefits of reduced spectacle wear or improved intermediate and near vision seen in patients with lower predicted postoperative astigmatism. ------------------------------------------------- 1 Data on File. 2024DOF4002 (prospective, multicenter, randomized, three-way-masked clinical study comparing subjects bilaterally implanted with TECNIS Synergy IOL (n=132) vs TECNIS 1-Piece Monofocal IOL (n=131) at 6-months post-op) 2 Data on File. DOF2023CT4051. 3 Data on File. 2024DOF4033 4 Data on File. DOF2019OTH4002 5 Data on File. DOF2023CT4007 6 Data on File. DOF2023CT4023 7 Data on File. 2024DOF4003 8 World report on vision. Geneva: World Health Organization, 2019. Available at: Last accessed: May 2025. 9 What Is Presbyopia – American Academy of Ophthalmology. Access from: 2024REF5075. 11 Data on File. 2024DOF4017 12 Data on File. 2024DOF4027. 13 Data on File. 2024DOF4029. 14 Data on File. 2024DOF4005 15 DOF2023CT4052 16 DOF2020CT4014 Media contact (EMEA): Sarah Smith [email protected] Media contact (NA): Maggie Lorenz [email protected] Investor contact: Sandra Easton [email protected]
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IBM Study: Profit-Driven CMOs See AI as Growth Driver, but Operational Hurdles Slow Them Down
54% of surveyed executives underestimated the operational complexity of translating AI strategies into outcomes. Only 22% of surveyed organizations have established clear guidelines and guardrails for the use of AI in automated decision-making. 64% of CMO respondents are now responsible for profitability, with 58% accountable for revenue growth. ARMONK, N.Y., June 17, 2025 /CNW/ -- A new global study by the IBM (NYSE: IBM) Institute for Business Value reveals that surveyed CMOs widely acknowledge the strategic importance of AI, but face an execution gap – largely due to fragmented systems – as they adapt to a significant role shift. The global study * of 1,800 marketing and sales executives found that while 81% of CMO respondents view AI as a game-changer, 84% report that challenges with rigid, fragmented operations limit their ability to effectively harness the technology. More than half (54%) of respondents admit they underestimated the operational complexity of translating AI strategies into tangible outcomes, and only 17% feel prepared to integrate agentic AI into their processes. According to the study, only 23% of surveyed CMOs feel employees are prepared for the cultural and operational shifts brought by AI agents, and 67% of respondents see reshaping culture for emerging technology as their responsibility. With 64% of surveyed CMOs now responsible for profitability and 58% accountable for revenue growth, the research underscores the need for greater technology integration and improved cross-functional collaboration to drive business performance. In fact, respondents who report internal collaboration challenges experienced slightly lower (12%) revenue growth in 2024 versus their higher performing peers (13%) – a seemingly modest 1-point gap that could represent $140M in potential upside for an average $14B revenue base. "The companies that will dominate the next decade are the ones with the deepest AI integrations. This means starting with AI at the core of the organization and building the right operating model and team on top of that," said Jonathan Adashek, Senior Vice President, Marketing and Communications, IBM."For many CMOs, this means being willing to admit that our current marketing model—no matter how comfortable, how familiar, or how challenging to replace—is not delivering what is needed and actively sabotaging our future." Other key findings include: As CMOs embrace AI strategies, they may be unprepared to deliver results 65% agree AI-literate talent is critical for achieving high priority objectives, yet only 21% of respondents believe they have the talent needed to achieve their goals for the next two years. 22% of surveyed organizations have established clear guidelines and guardrails for the use of AI in automated decision-making, which means roughly 8 out of 10 have work to do to guide employees through a major shift in ways of working. 62% of respondents say the pace of change creates tensions between demand and operations functions. Just under a quarter (24%) of respondents say they have technology platforms supporting consistent cross-functional collaboration, and just 44% have integrated systems for demand planning and fulfillment. 69% of surveyed CMOs acknowledge that new privacy regulations will require them to rethink their data strategy. Operational silos and fragmented technology may be hindering performance Only 28% of surveyed organizations report that the end-to-end customer experience is effectively owned and aligned across functions, which can impact financial performance. Respondents indicate that fully aligning marketing, sales and operations could unlock a 20% increase in their organization's revenue. Surveyed CMOs identify their top data-related challenges as syncing or automating workflows across multiple systems, data fragmentation and having too many tools and platforms to manage. Roughly 7 in 10 (68%) of CMOs surveyed say simplifying technology infrastructure will enhance their operational efficiency and effectiveness. When asked about their greatest challenge over the next three years, cybersecurity and data privacy top the list, followed by technology modernization, forecast accuracy and talent recruiting/retention. To view the full study, visit: *Study Methodology The IBM Institute for Business Value, in cooperation with Oxford Economics, surveyed 1,800 Chief Marketing Officers (CMOs) and Chief Sales Officers (CSOs) across 33 geographies and 24 industries between March and May 2025. For simplicity and audience relevance, findings in this report are attributed to "CMOs," though data are aggregated across these roles and not segmented by title. As such, references to "CMOs" represent the combined insights of these demand leadership roles, unless otherwise specified. Survey topics include executive priorities, growth objectives, customer experience initiatives, technology adoption, collaboration and talent. The IBM Institute for Business Value, IBM's thought leadership think tank, combines global research and performance data with expertise from industry thinkers and leading academics to deliver insights that make business leaders smarter. For more world-class thought leadership, visit: To receive more insights, subscribe to the IdeaWatch newsletter: About IBM IBM is a leading provider of global hybrid cloud and AI, and consulting expertise. We help clients in more than 175 countries capitalize on insights from their data, streamline business processes, reduce costs and gain the competitive edge in their industries. Thousands of government and corporate entities in critical infrastructure areas such as financial services, telecommunications and healthcare rely on IBM's hybrid cloud platform and Red Hat OpenShift to affect their digital transformations quickly, efficiently and securely. IBM's breakthrough innovations in AI, quantum computing, industry-specific cloud solutions and consulting deliver open and flexible options to our clients. All of this is backed by IBM's long-standing commitment to trust, transparency, responsibility, inclusivity and service. Visit for more information. Media Contact Marisa Conway IBM Corporate Communications [email protected] SOURCE IBM
