Consolidation seems to be an ever-increasing choice taken by small caps seeking a path to value creation. But it’s worth noting crunching shares does nothing to fix a weak business - it merely changes the denominator. Having done a deep dive into the impact of consolidation, or reverse split research and live ASX examples, Dollar Bill unpacks why most resets underperform and what boards must get right if they want structure to amplify strategy.
Dollar Bill was sitting at the back of an AGM not long ago when Resolution 6 was called.
The chair cleared his throat and declared, “Approval of a 20-for-1 consolidation of issued share capital.”
A few retail holders squinted at the screen. Someone from the great unwashed side of the room muttered something about “finally getting the price back over twenty cents”, and a couple in the row in front reached for their phones and Dollar Bill “accidentally” saw them place sell orders on CommSec.
The motion passed and a polite clap ensued - although not everyone was clapping.
On to the next item.
And yet, in that small, almost boring vote lay one of the most misunderstood and quietly consequential decisions a small-cap board can make. Consolidation, the act of dramatically reducing the number of shares on issue, is meant to be just an administrative tool. All things being equal, a “20 for 1” consolidation of a 1c stock, theoretically, the stock price should move from 1c to 20c, albeit shareholders have 20 times less stock to sell. The market cap should remain the same and each shareholder’s financial holding should remain the same – but as far as markets are concerned, Dollar Bill is well aware that some theories never make it out of the box.
Consolidation isn’t just about maths. It’s about psychology. It’s about sequencing. Sometimes, it’s about survival. And survival, as Dollar Bill has learned over a few decades around small caps, is rarely tidy.
Back at the club - and more recently even in the corridors of the RIU Explorers Conference in Fremantle - the topic has been getting a workout. Millennium Mike, who has seemingly been rusted into the same armchair at the club since Jesus played fullback for Jerusalem, likes to wax lyrical about topics like this from the comfort of his residential armchair at the club. He picked up the “Millennium” moniker because in 1999 he managed to convince the management committee to receive his annual subs in tech stock and he hasn’t stopped telling the story since. The poor old fella actually thinks the nickname is a compliment. It’s not. The name stuck because he believes every capital markets problem can be solved the way it was during the dot-com boom - with enthusiasm, a fresh prospectus, a glossy slide deck and a picture of him wearing a pinstripe from the 80’s.
“Tighten the register, Dollar,” he says, leaning back comfortably as if he’s just convinced Dollar Bill he has solved inflation. “Twenty to one – that’s the number. Looks institutional. Price goes up, raise some more money. Problem solved.”
It’s a charming theory, but Millennium Mike, once again, has missed the nuance and markets have a longer memory than Mike (admittedly, his is lucky to last the evening). In practice, it is not uncommon for share consolidations to punch a hole in both the pre- and post-consolidation share price. But when done right, it can be an extremely effective tool.
Small caps rarely raise at pristine fair value. They raise at discounts. They attach options. They pay lead manager fees. They underwrite. They reprice. And often they come back again before the last raise has properly settled.
Over time, what was once 100 million shares becomes 400 million. Then 900 million. Then 2 billion.
No one sets out to build a grotesque register. It just happens.
Drill. Miss. Raise.
Trial. Delay. Raise.. Pivot. Raise. Drill and………consolidate.
Eventually, the market capitalisation hasn’t grown meaningfully, but the denominator has exploded. And this is where psychology takes over.
At 0.4 cents with 3 billion shares on issue, even a “good day” looks anaemic. A single tick can represent a 20 per cent swing and the order book might look thick, but the money is thin. Liquidity exists, but conviction has suddenly gone the way of the fax machine. Retail fatigue sets in and institutions stop engaging. Brokers begin describing the register as “challenging,” which is corporate finance code for “don’t do it”.
Boards feel this pressure. You may not be broken, but you certainly look like you are, and this is when consolidation enters the conversation. But it should always come with a question mark.
On paper, consolidation is simple. Ten shares become one. Sometimes even fifty becomes one. The pizza remains the same size, though. You’ve simply cut it into fewer slices.
Millennium Mike nods vigorously at this point. “Exactly,” he says. “Same pizza. Bigger slices. Everyone wins.” Mike may have nailed the maths, but not much else.
Markets are not rational spreadsheets. They are psychological theatres with memory. A stock trading at 0.3 cents behaves differently from one trading at 30 cents - even if the market capitalisation is identical. Below certain price thresholds, mandates screen you out. Margin lenders won’t lend. Institutional committees flinch at “penny stocks” and compliance frameworks quietly disqualify you. It’s far easier for a broker to place stock at 25 cents than at 0.4 cents. Sixty million shares at 3 cents looks cleaner than 1.2 billion at 0.15 cents. The percentage dilution may be identical. The optics are not.
Consolidation is less about finance and more about presentation. It’s a reset, and right now it’s everywhere. Eastern Resources reset 10-for-1. Goldarc Resources followed with its own 10-for-1. Vault Minerals opted for 13-into-2. Redcastle also hit the reset button late last year.
Unfortunately, they all generated the same result. Lacking any real inflection or strategic shift to act as the catalyst for consolidation, in each case, the result, in terms of share price performance, was underwhelming.
Most consolidations do exactly what the underlying business deserves. Some stabilise. Plenty drift. A few quietly work. The difference isn’t the ratio, it’s the reason.
The hazy banter at the club, often led by Millennium Mike, assumes consolidation is a universal cure.
It isn’t.
Global academic research on reverse splits (share consolidations) paints a more sobering picture. Desai & Jain, writing in the University of Chicago’s Journal of Business, documented negative abnormal returns of roughly 10 per cent over one year and nearly 34 per cent over three years following reverse splits. Zaremba, Raza & Aharon, publishing in the International Review of Financial Analysis in 2019, examined more than 5,000 reverse split events across 24 markets. It remains the most comprehensive study on the results of consolidation produced. The findings were clear – the vast majority of stocks underperformed their benchmarks in the year following consolidation. The pattern is remarkably consistent. Millennium Mike calls this “temporary weakness,” which isn’t always the case. But in cases where the board has a plan, he’s exactly right.
Why? Because most reverse splits, or share consolidations, are executed by companies already in distress. Their share capital has blown out and almost every other capital raise now hands the company over to new owners. The consolidation doesn’t fix the business. It just avoids delisting. It resets optics. It precedes another capital raise.
Consolidation does not destroy value, rather it can often reveal fragility. And markets are extraordinarily efficient at sniffing out fragility. Having done the deep dive, Dollar Bill reckons the evidence is clear on what works and why when it comes to consolidations.
The successful consolidations are invariably paired with an inflection point. A mining junior consolidating after a transformational drilling campaign, alongside a major financial investment decision, or after an investment commitment from a major player, can lead to success post-consolidation. It’s the board effectively saying: “We are about to change trajectory and the capital structure must match the ambition.”
ASX-listed Horizon Minerals is a textbook case. Old Millennium Mike has been on their case from his favourite armchair at the club for months. “Why don’t they consolidate?” Dollar Bill overheard him bark at the barman one night last year. “It’s time”, he said, “they’ve got nearly 3 billion bloody shares on issue. They should consolidate, then go raise some serious money and build a damn mine”.
And almost as if Millennium’s dulcet tones had echoed all the way down to the ASX - they did - but Horizon shares tanked 28 per cent from 7c to 5c immediately after announcing their intention to do a 15 to 1 consolidation. “Well, done, Millennium, you amateur”, so many of the members thought, “you just tanked their share price by nearly a third!”
From the other side of the bar a few nights later, Dollar Bill observed the barman lean over and remind Millennium Mike of his consolidation call for Horizon. Millenium moved his cane to one side, folded his newspaper and leant back in his chair and paused for effect before drawing on his pipe. “There was no reason given”, he said. “Consolidation just for the sake of consolidation scares the punters – you have to bake in a major move when you do it.”
And the old boy was right. It took the market just three weeks to work out that Horizon probably did have a plan – it just wasn’t announced at the time of the consolidation decision. The stock price soon returned to 7c. Following the 15 to 1 tidy up, the price should have come back on at $1.02, but instead hit $1.05c and then $1.10, $1.32 and even reached the dizzying heights of $1.56 as the market started to see through the noise – there must be a plan, right?
And then, the curtains parted and what a plan it was. Not only had the company divested its Lake Johnston asset for $35m, it quickly followed up with a fully underwritten $175m capital raise and a proposal to mine and sell 100,000 ounces of gold a year from its Black Swan processing hub near that most uncouth of places, Kalgoorlie, with a projected billion dollars in free cash over just 5 years.
Horizon’s reset was not cosmetic. It coincided with (or, more accurately, preceded) operational change. Yes, the price wobbled in the immediate days post-consolidation because there was no announced plan at the time. But once the prospect of production became tangible alongside a monster and fully underwritten capital raise, the stock recovered and traded materially above pre-reset levels.
The rerating didn’t come from the consolidation alone, but rather from the combination of an asset sale, a transformational capital injection and concrete plans for production. What’s more, the consolidation made it possible to raise capital without blowing up the structure.
Cyprium Metals offers another example. Following its 10/1 consolidation, again, the share price wobbled in the immediate aftermath. However, within two months the stock was trading more than 30 per cent higher. Much like Horizon, the rerating wasn’t simply a call to consolidate, but a strategy. News, which followed the consolidation confirmed the restart of cathode operations at the company’s Nifty Copper Complex in WA - this was the kicker.
In the case of Horizon and Cyprium, sure, the denominator changed, but so did the story and in both cases, the rewards for strategy and execution were reflected in share price performance. It’s a distinction so many boards still miss.
In the right hands, a well-executed consolidation alongside a good plan should amplify progress. In the wrong hands, and without that plan, it magnifies disappointment.
As an aside, it must be said that Dollar Bill actually likes to see 0.001c companies attempt consolidation without a plan. Invariably, it presents an opportunity to pick over the bones when they drop 20 per cent or more. But any recovery still requires a plan and a pathway forward.
So, before any board waves through Resolution 6 with polite applause – Dollar Bill reckons due consideration must be given to the plan; what’s the major event that will accompany the consolidation? Can it be announced at the same time – or if not, shortly after?
And as the barman started to empty the tills and cork the wine at the club, Dollar Bill watched old Millenium Mike shuffle off into the night, his newspaper tucked neatly under the same arm that deftly wields the cane which compensates for his gummy leg. With the rain starting to fall, as Dollar Bill waited for his driver to arrive, he couldn’t help but think the old bugger was right, this time Millenium Mike was actually onto something.
Is your ASX-listed company doing something interesting? Contact: matt.birney@businessnews.com.au
