Case StudyFrom pilot plants to commercial production: building a critical minerals business in the US

A US critical minerals company was preparing to scale multiple projects, turning industrial waste streams into valuable materials for domestic supply chains.

Wenham Carter supported its ambitions with five senior leadership and technical appointments, bringing together the expertise to develop commercial processing facilities, build the business and connect production with customer demand.

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The business ambitionTurning waste streams into strategic resources

An emerging US critical minerals business was developing processes to recover valuable materials from industrial waste streams and convert them into high-purity oxides, metals and other products for domestic supply chains.

The opportunity was significant, but so was the task of making the technology commercially viable. The company was preparing to scale several projects, taking processes from laboratory and pilot operations towards full-scale production.

Its ambitions were substantial. With plans to expand from around 30 employees to more than 300, the business needed to develop its technology, deliver complex industrial projects, secure customers and investment, and establish the infrastructure to support a much larger organisation.

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The leadership requirementBuilding the capability to scale

Moving from pilot operations to commercial production requires more than proving that a technology works.

Processes must be designed for larger facilities, equipment selected and commissioned, production costs managed, and products developed to meet customer specifications.

For this business, those requirements spanned several projects using different processing technologies, including hydrometallurgy, pyrometallurgy and electric arc furnaces.

At the same time, the company needed to professionalise its financial operations, prepare for significant capital investment and evaluate a potential public listing.

The challenge was to bring together leaders who understood both the technical complexity of critical mineral processing and the commercial realities of building an industrial business.

Scaling critical mineral processing means connecting technology, plant development, finance and customer demand. Each must progress together for commercial production to succeed.

Our approachFive appointments. One commercial ambition.

Wenham Carter supported the business with five complementary appointments, spanning corporate leadership, project execution and specialist engineering.

Chief Financial Officer

Appointed to build a scalable finance function, strengthen financial planning and controls, and support fundraising, project finance and investment decisions. The role also required experience relevant to a potential IPO and the demands of operating as a public company.

Chief Operating Officer

Brought in to lead the transition from pilot-scale technology to commercial production, working with the CTO to oversee project development and execution. The appointment required experience operating technical facilities and scaling hydrometallurgical and pyrometallurgical processes into full-scale plants.

Chief Commercial Officer

Appointed to connect the company’s production plans with downstream markets. The CCO would develop customer and supply chain relationships, establish product requirements and progress discussions around offtake agreements, helping ensure that the materials being produced would meet commercial demand.

Principal Process Engineer – Hydrometallurgy

Initially engaged as a specialist consultant, this individual brought expertise in critical mineral separation and process flowsheet development. Their work focused on scaling processes from pilot operations towards commercial facilities. The engagement subsequently developed into a full-time appointment.

Electric Arc Furnace Specialist

Appointed to support a separate commercial plant project, bringing specialist expertise in furnace design, equipment selection, engineering coordination, installation, commissioning and operational readiness.

Together, these appointments addressed different but connected requirements across the company’s development programme.

Business outcomeConnecting technology development with commercial reality

The five appointments have strengthened the company’s ability to advance multiple projects while building the organisation around them.

The COO and technical specialists bring experience in translating laboratory and pilot processes into industrial operations. The CCO connects that work with customer specifications, downstream supply chains and potential offtake agreements.

Meanwhile, the CFO provides the financial leadership needed to manage investment, strengthen internal systems and prepare for the demands of a much larger business.

These capabilities are particularly important in an emerging US processing industry, where commercial success depends on developing reliable, cost-effective production processes and securing customers for the materials they produce.

The company now has a broader leadership and technical team to support its transition towards commercial production and contribute to the development of domestic critical mineral supply chains.

From process engineering to customer agreements and investment decisions, the appointments bring together the expertise needed to turn promising technologies into commercially viable operations.

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