I think that as an intended large scale operation

I think that as an intended large scale operation the company has done an outstanding job in a short period of time. I also think that more attention to detail could perhaps minimize problems which may otherwise be slowing progress. This could be as simple as a delegation of responsibilities.

In order of importance I think critical areas of management are:
1. HC for license (excellent job)
2. Communications with Lakeshore (Weak)
3. Communications with shareholders (Weak)

Items that IMO could and should be clearly defined by management to shareholders include:

(a) Share structure as it relates to a merger and uplist and audited financials
(b) Expected timing as it relates to Item (a)

Questions that could be addressed:

(c) Massive quantity's of shares are being sold into the market over the last 8 weeks. Is this insiders selling pre-license? Why sell now if license is anticipated in the near future? Is large volume stock sales financing operations?., i.e, Use of funds?, If not applicable then make this known.

(d) There is a well qualified BOD but where and who are the management personnel responsible for day to day operations? Many top notch outside businesses have been hired or retained but again who handles daily operations? Is this indicative of the stage of development of the company at this point and time?

Overall, I think global operations is BCs forte and he seems to be very competent in this regard.