Ridgeway Gold Mine (Ridgeway) has a clear mission to maximise its cash flows in order to deliver shareholder value and is developing strategies to achieve this. Business process management using leading measures is core to this approach. Leading measures indicate potential outcomes ahead of time, allowing time to adapt and improve. Ridgeway is making strategy a central organisational agenda, creating a focus to put first things first' by controlling leading' activities and mobilising employees to act. Feedback using specific, leading measures gives employees the opportunity to proactively adapt their behaviour in order to deliver internal business outcomes that generate cash flows and shareholder value. This paper will outline Ridgeway's business approach to track and control processes from resource to revenue, with a focus on delivering cash flows and shareholder value. Ridgeway is implementing a Balanced Scorecard approach (Kaplan and Norton, 1996). A total business focus is taken and leading measures are identified. Specific measures are used to score our success from the perspectives of learning and growth, internal business processes, customer and stakeholders, and finance. These measures and improvement plans are targeted at strategies to maintain our licence to operate' with our community stakeholders, produce accurate plans and forecasts, improve our operational effectiveness and grow our business.