Latest news with #strategicthinking
News.com.au
21-07-2025
- Business
- News.com.au
Argonaut Algorithm: Copper's a long-term theme for fundie David Franklyn
Argonaut Funds Management's David Franklyn joins Stockhead to share investing secrets from the high-conviction resource sector investing fund, including his junior stock pick of the month. When looking for inspiration as an investor it can pay to study the performance and philosophies of some of the masters. One whose work springs to mind for Argonaut's David Franklyn is Stanley Druckenmiller, a billionaire hedge fund manager whose legacy spans both sides of the political spectrum in the US. Druckenmiller worked with George Soros to bet against the British Pound in the 1990s and mentored current Republican Treasury Secretary Scott Bessent at the same firm. An interview recorded last year between Druckenmiller and Norges Bank CEO Nicolai Tangen has Franklyn thinking about the famous investor – reputed to have never had a down year – and his bias towards long-term strategic thinking. "He's looking at the key themes that are impacting the market and trying to identify those and then the other, I think, key point is he looks 12 to 24 months out," Franklyn said. "He's not really focused on what's happening today, but he's looking forward to say how is the world going to look in 12 or 24 months and how do I position my portfolio for that." That's where Franklyn is taking inspiration through a resources investing lens. Recent movements in the US under President Donald Trump have Franklyn thinking critical minerals and copper will be key themes to focus on in the years ahead, exemplified in the rare earths supply deal signed by the Department of Defense with MP Materials and the threat of a 50% tariff on copper not refined in the US. Copper is the key theme, where Argonaut likes the longer term view. "I think the outlook for critical minerals, and I think copper is really a key one there, is very good if you look through the noise of what's happening globally and the discussions around tariffs. "A lot of the copper stocks are kind of on hold because people can't really see what the implications are. "But if you look at copper dynamics, on the supply side you've got constraints. Most of the world's copper comes out of Chile, Peru and the DRC, countries that aren't particularly reliable as far as their annual production. "And then on the other side you've got demand really strong and driven by a broad range of demand drivers. That comes from energy transition to the electrification of everything, data centres, increasing demand from China. "There's a whole range of key drivers there on the demand side. It's a big market, it's hard to manipulate which is a positive in this day and age. So we're very bullish on that." Copper bull run The tariffs announced by US President Donald Trump were generally viewed as negative for non-US based copper stocks, with prices in the US domestic market opening up a wide arbitrage against the LME benchmark. So why is the intense focus on the red metal potentially a good signal for long term investment in copper miners? "If you stand back and you say, what is this all about? It's that copper is a critical metal and increasingly required," Franklyn said. "While the US has copper resources, it's been very hard to get new projects up and running. And they do very little of their own refining or processing. " I think ultimately what it's all about is to make sure they're in control of the refining and processing and then obviously give their domestic projects fast tracking so they can bring new projects on at a quicker pace. "But even in having said that, bringing new projects online is a long, slow process. It's still going to take time, so I don't think it's really going to have a material impact on the supply-demand dynamic for quite some time." So where does Argonaut see the best opportunity in ASX copper? Argonaut's stock pick of the month There aren't many copper growth stocks on the ASX, with a dearth of options leaving most of the big players looking pricy. " Sandfire Resources (ASX:SFR) has done very well, but it's probably fairly priced relative to its global peers. You've got MAC Copper (ASX:MAC) disappearing under takeover from Harmony," Franklyn said. But one that does stick out for Franklyn is FireFly Metals (ASX:FFM). It owns the Green Bay copper and gold project in Newfoundland and the Pickle Crow in Ontario, both in Canada. The real focus is Green Bay, which includes 24.4Mt of measured and indicated resources for 460,000t copper equivalent and 34.5Mt of inferred at 2% for 690,000t CuEq, the vast bulk of that at the Ming mine. Led by Steve Parsons of Bellevue Gold fame, Firefly is currently running at a $760m market cap. "They've just done a capital raise in the last month or so, raised $95 million bucks in Australia and another $10 million from retail shareholders. That's going to leave them with about $135 million in cash, that will fund a major drilling campaign to boost their resource," Franklyn said. "So I think the fourth quarter of this year you'll see a resource upgrade and they'll move into some feasibility studies next year. "They've already got a pretty decent sized resource, they've also got a lot of infrastructure already on site and and some of the improvements that are required. So I think that's a real standout." Argonaut Funds Management is a high conviction resource sector investor managing the Argonaut Natural Resources Fund and the Argonaut Global Gold Fund. David Franklyn is the Fund Manager for the Argonaut Natural Resources Fund. The views, information, or opinions expressed in this article are solely those of the interviewee and do not represent the views of Stockhead. Stockhead does not provide, endorse or otherwise assume responsibility for any financial product advice contained in this article.
UAE Moments
10-07-2025
- Business
- UAE Moments
♏ Scorpio Daily Horoscope for July 10, 2025
Love & Connections Your intuition is dialed in—listen to what your heart and gut tell you in personal conversations. Opening up can deepen bonds. Career & Goals Strategic thinking is your asset. Trust your insights to navigate work challenges—but don't go it alone. Clear communication can boost outcomes. Finance & Wealth Stay cautious around shared or joint finances. Avoid risky investments now—use your investigative mind to assess details. Health & Balance Today favors mental stillness. A short pause or reflective break helps maintain your energy reservoir. Other Highlights A reveal or insight might change your view—trust your gut reactions. Sometimes silence speaks volumes, and you're ready to listen.
Entrepreneur
08-07-2025
- Business
- Entrepreneur
The One Trait That Separates Great Leaders From Everyone Else
Here's why this mindset is an entrepreneur's superpower for leadership excellence. Opinions expressed by Entrepreneur contributors are their own. One trait consistently separates those who thrive from those who stall: a growth mindset. At its core, this mindset is less about raw intelligence or flawless execution and more about adaptability, resilience and the ability to transform setbacks into strategic stepping stones. Growth-oriented leaders don't see failure as defeat — they see it as data. They understand that success isn't about having all the answers, but about asking better questions, staying curious and acting with courage even before they feel fully ready. Related: 5 Entrepreneurial Mindsets That Drive Success Growth requires discomfort In my experience, meaningful growth begins the moment you step outside your comfort zone. It's not about waiting for perfect conditions — it's about being willing to step into the fire, learn, adapt and evolve. The leaders who rise aren't the ones who avoid risk, but those who are willing to fail forward, turning missteps into momentum. Strategic thinking, resilience and problem-solving are forged in uncertainty. The ability to spot opportunity in foggy conditions — and act on it — is a hallmark of growth-minded leadership. When done right, each failure becomes a rehearsal for future success. Growth mindset in leadership The most successful leaders don't start with all the answers. They lead with better questions: How can we improve this? What haven't we considered? Where is the opportunity hidden within this obstacle? This intellectual humility drives both personal and organizational evolution. A growth mindset equips leaders to adapt in volatile markets — not just by being clever, but by being willing to evolve. In a world that demands reinvention, standing still is riskier than failure. Growth mindset in the workplace This mindset doesn't just benefit top executives — it transforms entire organizations. When companies promote growth thinking across all levels, they build cultures that value curiosity over perfection, learning over blame and potential over fixed roles. Employees with a growth mindset don't view problems as roadblocks — they see them as invitations to innovate. They're more receptive to feedback, more collaborative and more likely to take initiative. This leads to higher performance, deeper engagement and a more resilient organization. When setbacks occur, these teams ask: What can we learn? How can we do better next time? What does this make possible? The answers fuel continuous improvement and stronger collaboration. Growth is the new competitive advantage In industries where talent and technology are often evenly matched, mindset becomes the ultimate differentiator. Organizations that embrace change, foster adaptability and invest in growth thinking outperform those that cling to legacy thinking or ego-driven leadership. Importantly, a growth mindset doesn't discard strategy or planning. Instead, it sharpens them. It helps leaders balance ambition with discipline, grounding their decisions in both vision and reality. Willingness over readiness Every great career pivot, business turnaround or entrepreneurial success story has a common denominator: someone chose to grow. They didn't wait to be ready — they moved forward anyway. Readiness is often an illusion. The people who succeed are those who are willing to take the first step, challenge their assumptions, and keep going even when the outcome is uncertain. That's real growth — progress through discomfort. The danger isn't in failure — it's in staying stuck. When you believe you can grow and take action accordingly, you position yourself to succeed in ways you never imagined. Small shifts, big results You don't need a radical overhaul to start thinking with a growth mindset. It begins with small internal shifts: Replace "What's wrong?" with "What's possible?" Use feedback as fuel — not a threat Choose curiosity over criticism Trade perfection for progress These micro-adjustments unlock major results over time. One new perspective. One brave question. One action taken before you're "ready." That's how transformation begins. Mindset as a strategic asset The right mindset isn't a soft skill — it's a strategic advantage. Leaders and teams who embrace growth thinking don't just adapt to change — they create it. They turn feedback into fuel, pressure into performance and uncertainty into innovation. In a business environment that rewards agility and continuous learning, the most valuable asset you can develop isn't just a product, process or pitch. It's a mindset committed to learning, evolving and leading through change. Related: What Separates a Great Leader From a Good One? Final word: choose growth Every challenge holds within it the potential for transformation — but only if you're willing to lean in. Growth isn't comfortable. It's not always convenient. But it is always worth it. Don't wait for the conditions to be perfect. Choose to grow — especially when it's hard. That's when the real breakthroughs happen. Join top CEOs, founders and operators at the Level Up conference to unlock strategies for scaling your business, boosting revenue and building sustainable success.
Fast Company
02-07-2025
- Business
- Fast Company
Are you too reliable to be promotable?
James wanted to reach the senior VP or CTO level, but feedback was clear: He was viewed as a working manager, not a leader of leaders. His identity as the expert got him only so far. Now it was the very thing limiting his advancement. James was a recognized expert at his medical tech firm: one of its first employees and instrumental in building its core software platform. Over 16 years, his deep expertise and calm problem-solving skills earned him the role of vice president of technology. Known for his composure in crisis and passion for learning, James was admired for his reliability, humility, and ability to 'sit with messy problems' until real solutions emerged. He always 'showed up' and could be counted on to fix what was broken. But this exact reputation was beginning to hold him back. Because he was so competent and quick to step in, James stayed in the weeds, solving issues rather than shaping future vision. Despite his VP title, his role remained execution-heavy. James's story is a familiar one. High-performing employees are often burdened with additional work without corresponding recognition or advancement opportunities, which is also known as a ' quiet promotion.' I've seen it with many of my clients. Being too good at your job can trap you in it—so much so that you end up asking the same frustrating question: 'If I'm so good at my job, why am I not getting promoted?' Here are four ways to rebrand yourself from dependable doer to strategic leader: THE SHIFT FROM EXPERTISE TO INFLUENCE The shift starts with delegation. Many years ago, my boss gave me an opportunity to present to the company's leadership team. When the CEO and leadership team asked questions I couldn't answer, my boss didn't jump in to save me as many would. Later, I learned that she had informed them that I was on a stretch assignment and she would be sitting in as an observer. This is a creative example of delegating a low-stakes task. Oftentimes, people make high-impact mistakes because leaders delegate when the stakes are too high. So, the key to breaking this cycle is to start delegating with low-stakes tasks. Instead of being the one solving every problem, start empowering others to take ownership, and resist the urge to jump in and fix things when they struggle. Invest time in setting direction, shaping strategy, and influencing outcomes. When colleagues come to you for answers, redirect them: 'This is something my direct report now handles. I'll connect you.' It's important that you are no longer the only one with the answers; you're building a team that owns the answers. That's what leaders do. AVOID THE 'HIDDEN GEM' TRAP Many 'hidden gems' are bright, diligent, and high-performing leaders. They are frequently a leadership team's go-to problem solver. They deliver consistently, yet may watch less-competent colleagues get promoted. Avoiding self-promotion for fear they will come across as 'braggy,' they believe their hard work and results should speak for themselves. Unfortunately, those efforts often don't get noticed because their boss is too busy to connect the dots. Doing excellent work isn't enough if no one sees or understands its strategic impact. Proactively align and advocate your work results to company goals and talk about impact in strategic terms. Say things like 'This initiative helps us reduce risk in X,' or 'This supports the CEO's Q3 priority on customer retention.' This approach positions you as a leader who is visible and valuable, making it less about you specifically and more about linking your efforts to how they help the organization. ADVOCATE FOR YOURSELF I coach many high-performing leaders who are brilliant at mentoring others, cheering on peers, and celebrating team wins. However, they rarely apply that same energy to their own advancement. If you'd write a glowing email to recommend a mentee for a project, write one for yourself. If you'd encourage someone to take a stretch role, say yes to your own. Schedule check-ins to talk about your growth, not just your deliverables. Think of self-advocacy not as a performance, but as a responsibility. Your future team needs a seat at the table, and you can't secure it by staying silent. Speak in Future Tense Here's a subtle but powerful shift: Stop talking only about what you've done, and start talking about what you're building. Many professionals unintentionally brand themselves as 'reliable and steady,' but not as 'innovative, visionary, or future-ready.' As organizations endure immense pressure to grow, adapt, or change due to economic or competitive pressures, how are you helping identify and navigate these challenges? Shift your language from past-tense accomplishments to future-focused initiatives. Instead of 'I've always done X,' say 'I'm currently focused on growing our capability in Y,' or 'I'm exploring ways to help our team do Z more efficiently.' This frames you as someone evolving and aligned with what's next, and shows that you're not just proud of what you've done but you're also paying attention to what's next. That's the kind of mindset that makes you promotable. It's important to remember that rebranding yourself at work doesn't happen overnight. It takes intentional effort to stop being seen as the person who always comes through and start being seen as the person who creates the conditions for others to come through. You don't get promoted for being reliable. You get promoted for being visionary, influential, and growth-minded.
Forbes
01-07-2025
- Business
- Forbes
Why Business Minds Are Crucial To Nonprofits
Diving into the world of nonprofits requires a willingness to explore and be curious about where your business expertise can add value. In a society that often separates the business world from the nonprofit, I believe we are missing out on an amazing opportunity to create a bigger positive impact. As someone who has spent over two decades leading within industries such as telecommunications, real estate, healthcare, and education, I have found that my professional experiences are essential for the nonprofit realm. Any business-minded person should ask themselves, 'How can I use my expertise in business to help this nonprofit solve problems more effectively and expand its reach?' The first time I began to understand the power of this partnership was while serving on the board of Kids on the Move (KOTM), a Utah-based nonprofit that provides access to services and resources to children with special needs and developmental delays. This position showed me that strategic thinking can be pivotal in creating foundational change. In those days, private insurance refused to cover applied behavior analysis (ABA) therapy for children diagnosed with autism, leaving parents to bear the heavy financial burden. As an organization, we did our best to lighten the load, funding as many hours of therapy as possible through donations and grants. Unfortunately, grants were scarce, and paired with the incredible need, we knew that was not a sustainable option. Alongside parents and other organizations, we petitioned for state legislation to mandate insurance coverage for ABA therapy. Finally, Medicaid initiated a pilot program to reimburse ABA therapy, and our organization was selected to participate. The model would be a litmus test to see if it was possible to build a framework to bill private insurance to cover ABA therapy. A successful pilot was critical not only for many families to receive desperately needed services but also for ensuring the long-term survival of the autism center. As with any opportunity, there were challenges. Our organization had traditionally operated on a spend-down model reliant on grants and donations, lacking the processes and procedures of a typical startup. Implementing a startup model to be reimbursed by Medicaid for ABA services demanded adaptive strategies—ones I was well equipped with, thanks to my business background. That is when I decided to step back from the board and take up a position as COO at KOTM. This is where the magic happens. Thanks to my startup experience, I understand how to forecast labor cost and expenses, ensure cash flow, and appropriately use all the colors of money to create a solid fiscal foundation. I've found that these skills are often absent in traditional nonprofit structures. Yet nonprofits can use entrepreneurs' skills to adapt to evolving markets, access new resources, and secure diverse funding streams. Imagine the impact if more business talent merged their desire to do good in the world with their expertise. What could we achieve then? It's time to erase the barriers and mindsets that prevent skilled professionals from participating in nonprofit work. Diving into the world of nonprofits requires a willingness to explore and be curious about where your expertise can add value. When I joined the board of KOTM, I stepped into a space filled with educators, healthcare professionals, and parents, and, to be honest, I was unsure if I could actually be of any help. But I saw the amazing work that KOTM was doing, and I saw there was a need, and I wanted to help. Simply showing up and digging in made it clear where I could apply my skills. By contributing my voice, my talents, and my perspectives, I was able to be a part of a team. And this time, our impact wasn't padding packers or improving the bottom line but creating a tangible difference in the lives of thousands of struggling families. If you're considering getting involved with a nonprofit, don't hesitate. Understand that your community needs you. Whether joining boards or volunteering your time, your contribution can transform not only a nonprofit but also an entire industry. Be bold, make the call, and let them know how your expertise can help in a meaningful way.
