Amira Global is celebrating its Members, new and old. Today we shine the spotlight on SensOre. We spoke to Chief Operating Officer Robbie Rowe.
Q1. What would like the Amira community to know about your business?
SensOre Ltd is a new company, formed in late 2019 from a joint venture between two private companies Sasak Minerals and RVF Global Resources that commenced in July 2018. The company aims to become a globally significant, high performing minerals targeting company through the deployment of AI and machine learning technologies, specifically its Discriminant Predictive Targeting® workflow.
SensOre collects, compiles and cleans all available geoscientific information and data in a terrane and places it in a multi-dimensional hypercube or Data Cube. This big data approach allows DPT® analytics to accurately predict new endowment by training the data layers on mineral deposits and occurrences and then generate predicted targets for next generation mineral discovery.
SensOre DPT® discriminant functionality enables new targets to be generated, filtered and selected for drill testing based on econometric parameters including size, footprint, grade and depth.
SensOre’s business model is to partner with the mining industry initially to build highest quality data cubes then deploy DPT® platform as a service to identify and secure interests in new exploration targets. By partnering with companies with existing tenure and identifying new, previously unidentified targets the application of DPT® has potential to deliver a new wave of discoveries in all environments previously considered to be mature or outside of direct detection capabilities.
Q2. What is the problem that, if solved, would make the biggest difference to our industry?
In terms of mineral discovery and long-term sustainability of the mining industry, the major challenge or barrier is to be able to discover new mines at depth or under cover. The cover represents a major barrier for effective mineral discovery as this cover not only conceals the mineral resources from the earth surface, it also ensures that the underlying geological sequences hosting mineral deposits is not observable or directly measurable.
Although the current Modern Exploration toolbox developed and deployed by the industry over the last 80 years is highly effective for discovery in the near surface environment, its capability is reduced under cover or in the deeper environment. Consequently, mineral exploration beneath post mineral cover has increasingly moved to becoming more reliant on our collective predictive capability. If as an industry we are to overcome the depth challenge and locate these new mines, our predictive capability not only needs to be able to identify the location of new concealed mineral systems but allow investment decisions to be informed with an ability to discriminate before we test targets. As such predictive capability needs to be able to discriminate the key economic parameters of endowment, footprint, mineralisation grade and overburden or cover depth.
To increase predictive performance in mineral discovery a change is needed. A move from qualitative and biased targeting using a fraction of data available to a more quantitative, data-based targeting workflow utilising all data available. We are in the midst of this fundamental shift.
Q3. What do you think are the greatest challenges to successful collaboration and how can they be overcome?
Solutions to overcome common and complex problems are often beyond the capability or capacity of individuals or single organisations and are best tackled through collaboration by partners with a common need. Successful collaboration involves commitment to all stages of addressing these problems from initial ideation through solution development, acceptance and adoption. Successful collaboration results in mutual benefit to all partners.
Challenges associated with successful collaboration leading to change are many, the most common being lack of deep-seated commitment and sustained investment from partners to all stages of collaboration leading to loss of focus on delivering on the primary common and agreed objective.
Overcoming these challenges is a function of leadership from the involved partners, (individuals and organisations) by keeping true collaboration as a core behaviour and demonstrating commitment to the primary objective with a focus on agreed outcomes.
“You don’t make progress by standing on the sidelines whimpering and complaining. You make progress by implementing ideas.” Shirley Chisolm
Q4. Innovation has its origins in addressing challenges or leveraging R&D. What are your success stories?
SensOre is a very young company, however, we are already on our way to overcoming some obstacles that have obstructed the switch from qualitative to quantitative prediction in minerals exploration. Working with our technology partners we have developed innovative ways in automated transformation, cleaning and processing of geoscientific information, knowledge and data to maximise value.
At SensOre, innovation involves not only novel and new ways of approach it has to result in demonstrated improvement in performance and value add, Mineral Discovery is not a science project.
Q5. From whom do you draw your greatest inspiration?
Good question. Rather than individuals, I draw inspiration from diverse teams that are successful in overcoming often seemingly insurmountable technical, social or community challenges by pooling ideas. Success comes from accepting the sum is always greater than the individual parts. Often leaders or captains of some of the most successful teams that on receiving the recognition and prize, defer and accept the congratulatory recognition on behalf of the team.
These are inspirational people that can lead by keeping a focus on the primary objective and follow-up appropriate recognition of contributors.