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Q: Tim, you recently transitioned from Director to Chairman. What made this the right moment to take on a larger role?
Having already served on the Board, I have been working with the team to assemble our large land package and understand how the Trident team approaches decision-making.
That perspective matters. When you see a company taking a disciplined, geology-first approach and entering a more active phase of exploration and market engagement, it becomes clearer where you can add value.
Given my decades-long history with Ron Netolitzky and familiarity with the La Ronge Gold Belt, stepping into the Chairman role felt like a natural progression. I have been in discussions with Ron for many years regarding the area and was finally in a position to increase my involvement in helping to execute his vision for the area.
Management’s focus on aggressive exploration and prudent capital allocation, especially for a junior resources company, was also a key reason I became more confident in the team, the company’s ability to execute its growth strategy, and ultimately my decision to take on the Chairman role.
Q: You’ve worked with many management teams over your career. How would you describe Trident’s leadership today?
Strong leadership is essential, particularly for a public company. Exploration success alone is not enough; you also need people who understand capital markets and investor expectations. Jon Wiesblatt and Jordan Trimble bring that balance.
They are young and aggressive, highly motivated, have a solid background in capital markets, and understand that engaging investors responsibly is part of operating in public markets. That complements the solid technical work of the geological team and helps ensure that the company can advance its projects while maintaining credibility with shareholders.
Q: How do you view Trident’s overall project focus for someone encountering the company for the first time?
What Trident has managed to assemble regionally is quite extraordinary. This is not a single-asset story. The company controls roughly 120,000 hectares of prospective gold and copper ground in Saskatchewan, located within the historic La Ronge Gold Belt; an area with past production, established infrastructure and access to milling. That kind of scale is increasingly difficult to replicate today.
From a geological standpoint, the land package sits near the intersection of multiple major lithostructural domains, which is exactly where you expect large mineral systems to develop. Importantly, Trident is not starting from zero.
Across the portfolio, there are existing mineral resources in five known deposits totaling approximately 0.9 million ounces of gold in the Indicated category and 1.1 million ounces Inferred, along with over 200 million pounds of copper, based on historical estimates. That provides a solid foundation.
Q: Within that broader portfolio, what stands out as the near-term priority?
In the near term, the focus is on the Contact Lake Gold Project, which is a compelling asset within the portfolio.
Contact Lake is a past-producing gold mine, operated between 1994 and 1998, during which approximately 198,000 ounces of gold were produced at an average grade of 6.16 g/t Au, with simple metallurgy and recoveries of about 95 percent. The mine closed when gold prices were near US $300 per ounce, not because the system was exhausted, but because of an economic framework which has since changed dramatically.
More recently, the company completed a 6,838-metre drill program in the fall of 2025 designed to test targets beyond the footprint of the historical underground workings. Results have consistently confirmed strong gold mineralization outside previously mined areas, underling the potential for a significant increase in gold resources nearby.
Earlier highlights included drill hole CL25003, which intersected 7.03 g/t Au over 43.25 metres, including 30.06 g/t Au over 9.25 metres. Additional results released this week continue that pattern, with multiple holes returning high-grade gold over meaningful widths, reinforcing the view that Contact Lake hosts a much larger and still underexplored mineralized system when evaluated using modern exploration techniques.
Q: How does the rest of the portfolio fit into the strategy?
While Contact Lake is the near-term focus, the broader portfolio provides important optionality. Projects such as Preview North and South, North Lake, Greywacke, Reindeer Lake, and Knife Lake remain significantly underexplored by modern standards, much like the broader La Ronge Gold Belt itself.
That allows the company to compare results across projects and allocate capital where it makes the most sense, rather than being forced into decisions by a single asset.
Q: Saskatchewan is best known for potash and uranium. How do you see its role evolving for precious metals?
Saskatchewan’s reputation for potash and uranium is well earned, but precious metals have not historically been front and center. That’s more a matter of perception than geology. The gold potential has always been there.
The La Ronge Gold Belt lies within a greenstone belt not unlike that of other major gold mining areas of Canada, yet has seen a fraction of the exploration activity.
What’s changing is the application of modern exploration methods, improved geological understanding, and a stable, pragmatic provincial government which clearly supports industry. That combination can shift how Saskatchewan is viewed by precious metals investors.
Q: How do current precious metals fundamentals factor into Trident’s outlook?
The broader fundamentals for gold remain supportive. Sustained gold prices, geopolitical uncertainty, and ongoing concerns around currencies continue to reinforce gold’s role in portfolios. When those conditions persist, capital gradually finds its way back into the junior sector.
Q: As Chairman, what role do you see yourself playing in building long-term confidence?
My role is to provide oversight, perspective, and consistency. Having been involved with many public companies over the years, including Copper Canyon Resources, Taiga Gold and recently Eagle Royalties, all of which were acquired by third-parties, I’ve seen how patient, methodical and consistent work practices ultimately create value. That’s the tone I want to help reinforce at Trident.
Trident is at a point where its regional scale, technical understanding, leadership, and market environment are beginning to align. If the company continues to execute in a disciplined way, I believe that alignment can translate into meaningful progress and increased confidence from shareholders.
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