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To assess a gold project before it produces metal, treat the latest technical report as a dated, assumption-based case—not as proof that construction or production is funded and on schedule. Establish the project’s actual development stage, test the reserve-to-mine-plan and metallurgy chain, rebuild the full capital requirement, verify permits and execution milestones, and then compare the economics only after normalizing assumptions.
The decisive question is whether the evidence has progressed from a modeled project to an executable one. A feasibility study can demonstrate technical feasibility and economic viability under its stated assumptions while detailed engineering, permitting, financing, construction and commissioning remain outstanding.
1. Establish what “before production” really means
Start with the most recent technical report and record its publication date, effective date, study type, ownership, project location and disclosure framework. The effective date matters because resource estimates, costs, permits, prices and schedules can change after a report is issued. A projected first-production date is a model output until current filings show that the required work and funding are in place.
Separate study maturity from physical progress
Do not use “feasibility” as a synonym for “ready to build.” A feasibility study generally provides a detailed mine plan, processing route, capital and operating estimates, and an economic model. It can still recommend additional engineering, permitting or financing before a construction decision. The CK Gold Project’s May 2026 S-K 1300 report is a clear example: it presented feasibility-level mine schedule, recovery, infrastructure and cost estimates, but recommended advancing detailed engineering and permitting before deciding to construct.
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| Evidence to identify | What it establishes | What it does not establish |
|---|---|---|
| Scoping or preliminary economic study | A conceptual development case and major assumptions | Proven reserves, final design, permits or construction funding |
| Pre-feasibility study | A more defined mine, process route, schedule and economic model | That all engineering, approvals and financing are complete |
| Feasibility study | Technical and economic viability under the stated assumptions | A committed construction date or guaranteed first production |
| Detailed engineering and procurement | Conversion of the study into buildable designs, equipment orders and contracts | Successful commissioning or operating performance |
| Construction and commissioning | Physical execution and testing of the facilities | Sustained commercial production until ramp-up is demonstrated |
Build a dated milestone record
For each project, create a timeline with the report date and effective date, board or construction decision, major permits, financing close, detailed-engineering completion, long-lead equipment orders, site works, commissioning and commercial production. Label every item as completed, contractually committed, management guidance, or merely assumed in the study. This prevents a study schedule from being mistaken for a current schedule.
2. Test the technical case as one connected system
A credible project links the mineral reserve to a mine schedule, the schedule to ore delivery, ore delivery to plant throughput and recovery, and the resulting production to infrastructure that can actually be built and operated. Review those links rather than accepting isolated headline figures.
Reconcile resources, reserves and the mine plan
- Identify the reserve classification, estimation date, cutoff grade, modifying factors and reporting standard.
- Check that the mine plan uses the stated reserve and does not quietly rely on material outside the reserve base.
- Review mining method, mine design, sequencing, stripping or development requirements, dilution, mining recovery and ore-loss assumptions.
- Compare the annual and life-of-mine production schedule with the reserve tonnes, grades and planned mine life.
- Look for periods when the schedule depends on unusually high grades, rapid access to new areas or stockpiles that are not yet developed.
The Era Dorada Gold Project S-K 1300 feasibility report dated December 31, 2025, for example, includes mine schedule, mining methods, capital estimates and reserve classification in the same technical case. Those elements should be read together, not as independent marketing statistics.
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Challenge metallurgy and recovery
Confirm what testwork supports the process route and recovery assumptions. Determine whether samples represent the full orebody, whether variability testing covers different grades and rock types, and whether the report identifies limitations or unresolved variability. A recovery percentage without its test conditions, ore domain and scale-up basis is not a reliable production forecast.
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Trace the model from mined tonnes to mill feed, recoverable ounces and payable gold. Check assumptions for throughput, availability, ramp-up, concentrate or doré specifications, refining terms and penalties where disclosed. Ask whether the plant design can handle the hardest, most clay-rich, refractory or otherwise difficult material identified by the geology.
Verify infrastructure and operating practicality
The development plan should include power, water, roads, bridges, communications, tailings and waste facilities, workshops, camps, fuel, reagent supply and a workforce plan. For each item, record capacity, location, construction status, ownership, permitting dependency and schedule interface. A mine schedule that assumes a transmission line, water pipeline or tailings facility without a route, permit and construction plan is not execution-ready.
Check the people and disclosure framework
Verify the report’s Qualified Persons or competent persons, their disciplines and professional standing. The cited Don David Gold Mine NI 43-101 report describes relevant criteria as a suitable degree or equivalent accreditation, at least five years of relevant experience, relevant project-report experience and good standing with a recognized professional association. It also identifies specialist work across geology, reserves, mining, geotechnical engineering, permitting, processing, cost estimation and economics.
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3. Rebuild the complete capital and funding requirement
Initial construction capital is only one part of the cash a project may need. Reconcile every cost category to the schedule and physical scope before judging whether the financing is adequate.
| Capital or cash requirement | Questions to answer |
|---|---|
| Initial capital | Does it include design, permitting, procurement, construction, commissioning, owner’s costs, indirect costs, freight, taxes and contingency where applicable? |
| Pre-production operating costs | How much cash is required before revenue begins, including training, commissioning feed, ramp-up losses and temporary facilities? |
| Sustaining capital | What mine development, equipment replacement, tailings expansions, plant rebuilds and infrastructure renewals occur during operations? |
| Working capital | What inventory, receivables, minimum cash and timing gaps must be funded before sales proceeds arrive? |
| Closure and reclamation | Are closure, restoration, water treatment, monitoring and post-closure obligations included, and when are they payable? |
The Stibnite Gold Project S-K 1300 technical report explicitly separates initial, sustaining, working-capital and closure components. Use the same discipline on any project. A low initial-capital figure can conceal substantial sustaining, working-capital or closure funding.
Reconcile estimate quality and contingency
Read the estimate basis, quantity takeoffs, escalation assumptions, contingency and accuracy range. Identify owner’s costs and indirect costs that may sit outside equipment and construction line items. Tie each major package to the schedule: a delayed power substation, processing module or tailings facility can create both additional capital and extended pre-revenue operating costs.
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Test funding certainty
- List committed amounts, committed providers, closing dates and draw conditions.
- Separate signed, unconditional commitments from indicative term sheets, company guidance and intended future raises.
- Check covenants, hedging requirements, security, dilution, interest, repayment, offtake obligations and minimum liquidity.
- Calculate the remaining funding gap after contingency and working-capital needs, not merely after headline initial capital.
- Ask what happens if costs rise, construction slips or gold prices fall before the first sale.
4. Check permits and execution readiness
Create a permit-and-approval matrix
List every approval needed for construction and operation: environmental review, water rights, mine and waste permits, tailings authorization, land access, power and road approvals, cultural or heritage clearances, and any local or Indigenous consultation requirements applicable to the jurisdiction. For each, record the authority, submission date, current status, conditions, appeals or litigation, expiry, dependencies and construction activity it unlocks.
Do not classify a permit as complete because an application was submitted or an environmental document was published. A project may still need a final decision, bonding, design changes, consultation agreement or operating permit.
Map the critical path
- Confirm the latest engineering basis and identify designs still at study level.
- Trace procurement of long-lead equipment and verify purchase orders, fabrication status and delivery dates.
- Check that site access, power, water, camps and temporary works can support construction.
- Match construction contracts, workforce plans and contractor mobilization to the schedule.
- Review commissioning sequence, first ore, first concentrate or doré, ramp-up assumptions and commercial-production criteria.
- Compare each milestone with the latest company filing, permit register and financing agreement, not only the technical report.
Separate completed work from management guidance and from dates copied from the feasibility model. A positive economic conclusion does not mean that the project is permitted, financed or physically ready to build.
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Look for execution evidence
- Detailed design packages issued for construction rather than conceptual layouts.
- Signed engineering, procurement and construction contracts with defined scope and escalation terms.
- Long-lead equipment ordered, inspected and scheduled for delivery.
- Site preparation, roads, power, water and tailings work visibly or contractually advanced.
- Construction financing available under conditions that can actually be met.
- Commissioning procedures, operating workforce recruitment and concentrate or doré logistics planned.
5. Evaluate economics without being misled by NPV or IRR
Net present value, internal rate of return and payback are outputs of a model, not standalone measures of project quality. They depend on gold price, exchange rate, taxes, royalties, recovery, production timing, capital, operating costs, closure costs and discount rate.
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Read the assumptions behind the return
- Gold price deck and whether it is constant, escalating or hedged.
- Currency basis and inflation treatment.
- Production profile, grade, recovery, throughput and ramp-up.
- Mining, processing, transport, refining, workforce and general-and-administrative costs.
- Royalties, taxes, government participation, depreciation and permitting obligations.
- Discount rate, sustaining capital, closure expenditure and working-capital movements.
Recalculate or at least sensitivity-test the variables that can change before production. A project with a high modeled IRR may be more exposed to a one-year delay, a lower recovery or a capital overrun than a project with a lower headline return but stronger funding and permits.
Use sensitivities and downside cases
Review the report’s gold-price, capital-cost, operating-cost, recovery, grade and schedule sensitivities. If a variable is not shown, note that the downside is unquantified rather than assuming it is immaterial. Add a combined case—lower gold price, higher capital and delayed production—when the model permits it. The objective is to see how much margin exists before financing or covenant pressure emerges.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.6. Compare two projects on a like-for-like basis
When comparing projects, normalize the inputs before ranking outputs. Differences in price deck, currency, tax, discount rate, study date and inflation can make two NPVs appear comparable when they are not.
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1Fix the driver behind crashes, sound loss and screen glitches2Repair Windows errors before they cause bigger problems3Scan for outdated or missing drivers - takes under a minute| Comparison axis | Record consistently |
|---|---|
| Study maturity and date | Study type, publication date, effective date and subsequent updates |
| Reserve support | Reserve tonnes, grade, contained and recoverable ounces, classification and cutoff basis |
| Mining and processing | Method, dilution, recovery, throughput, mine life and annual production profile |
| Capital burden | Initial, pre-production, sustaining, working-capital and closure requirements |
| Operating economics | Cash or all-in sustaining cost definitions, taxes, royalties, freight and refining assumptions |
| Permitting | Approvals obtained, conditions, outstanding decisions and consultation dependencies |
| Funding | Committed cash, conditions, remaining gap, dilution and debt or offtake obligations |
| Execution | Engineering maturity, contracts, equipment orders, site work and commissioning plan |
| Resilience | Sensitivity to gold price, costs, recovery, grade, schedule and capital overruns |
If a value is not disclosed on the same basis, mark it as not stated in the applicable report rather than filling the gap with an estimate. Rank projects on evidence quality and execution readiness as well as modeled return.
7. A practical due-diligence workflow
- Collect the controlling documents. Obtain the latest technical report, subsequent issuer filings, permit-register entries, financing agreements and construction updates.
- Freeze the time reference. Write down each document’s publication and effective date and list events after that date.
- Classify the stage. Mark each major milestone as completed, committed, guidance or assumption.
- Trace ounces through the system. Reconcile reserve, mine schedule, dilution, recovery, throughput and payable production.
- Audit infrastructure dependencies. Identify capacity, ownership, permits, contracts and schedule interfaces for power, water, roads, tailings and waste.
- Validate technical accountability. Check Qualified Person credentials, disciplines, site visits, reliance statements and the governing disclosure standard.
- Rebuild cash needs. Add initial, pre-production, sustaining, working-capital, closure, tax and contingency requirements.
- Test funding. Compare the cash requirement with unconditional commitments and identify the residual gap and draw conditions.
- Verify execution. Confirm permits, detailed design, procurement, contracts, construction progress and commissioning readiness.
- Stress the economics. Examine price, recovery, cost, capital and schedule sensitivities and document any missing downside case.
- Write an evidence-based conclusion. State what is demonstrated, what remains conditional and which unresolved item could most change the outcome.
8. Red flags and the questions that resolve them
| Red flag | Follow-up question |
|---|---|
| First-production date appears only in an old study | What current engineering, permits, financing and construction milestones support that date? |
| Initial capital is prominently presented but other categories are absent | Where are sustaining, working-capital, pre-production and closure costs disclosed? |
| Recovery is a single life-of-mine percentage | What variability testwork supports recovery by ore type, and what limitations remain? |
| Reserve and production numbers do not reconcile | Are dilution, mining recovery, stockpiles or material outside reserves being used? |
| Permits are described as “underway” | Which approvals are issued, conditional, appealed, pending or prerequisites for construction? |
| Financing is described as “available” | Is it signed and drawable, and what conditions, covenants or future funding remain? |
| NPV or IRR is quoted without assumptions | What gold price, currency, taxes, discount rate, capital and schedule produced it? |
| Specialist work is thinly described | Who signed the geology, reserve, mining, geotechnical, processing, permitting and cost sections? |
9. Interpreting the CK Gold example correctly
The CK Gold Project illustrates the distinction between a robust study and production readiness. Its May 2026 S-K 1300 report described feasibility-level mine scheduling, recoveries, infrastructure and costs. The report’s own summary states: “The study demonstrates that the selected mining and processing option is technically feasible and economically viable under the stated assumptions.” It also recommended further detailed engineering and permitting before a construction decision. Therefore, the report supports a modeled technical and economic case; it does not, by itself, prove that construction has been authorized, funded or completed.
10. Keep the assessment current
This framework is general. A project-specific conclusion requires the latest technical report and filings, the local permit register, financing documents and current construction evidence. Those facts are jurisdiction-dependent and can change after the report’s effective date. Update the assessment whenever a reserve estimate, mine plan, permit, financing package, cost estimate or construction milestone changes.
The strongest pre-production judgment is therefore conditional and dated: identify the study case, verify the assumptions, quantify the full funding burden, and state exactly which permits, financing commitments and physical milestones still stand between the model and first production.
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