Yes. I have managed projects mainly in Process ind

Yes. I have managed projects mainly in Process industries, which is any product that is in liquid or powder form. People talk about "process" or "discrete" manufacturing. What JBI is doing is very similar to the projects I have worked on. Piping is piping, engineering is engineering, it is about 90% generic, regardless of the specific process.

Project Management is a transferable skill that can be applied to anything. My expertise is in this area, which is well defined by organizations like PMI and AACE.

I have worked in different cultures, including a research-oriented culture, and in those environments am accustomed to dealing with Engineers that don't want to be measured or monitored and view any kind of oversight or management as an affront to their creativity and skills. Generally, organizations that support this culture fail. A good example of that was Northern Telecom. If you look at their financial reports, you will see that they used to crow about never reducing their R&D expenditures. The Engineers ran the place. They blew their brains out in the dot.com bubble and went bankrupt.

JBI does not seem to have any structure or plan and I comment on things like that statement about ordering items in the Financial Statements that should be a Red Flag to investors, or at least should raise some questions.

You don't have to value my input. If you don't, ask yourself this: how is JBI doing on Return on Invested Capital (ROI)? What is their A/P like? I have not even looked at the last Financial Report, but I know in rough terms how they are doing.