this will be an understatement in TPACs case: "

this will be an understatement in TPACs case:

" While we may only be sitting in the 6-figure range as of today, expansion is not always a linear progression"

most businesses grow exponentially in early stages before they flatten off into geometric growth as they mature. similar to the Pizza analogy - there are probably several to numerous proposals out there. the first customers are the "guinea pig" and once others see that the company is proficient on quality/delivery, they will be more inclined to order/give full review of proposals. big selling point for TPAC is geographic presence with US based quality/production on critical components. however, quality on real world production is still unknown and is only known via certification (which the NAVAIR is extremely stringent). success begets success is certainly true in this case and it is very difficult to predict when the market will move from the early adopters to the mainstream users.

the difference for TPAC is in the acquisition side of the biz plan/strategy where that is obviously a significant part of their revenue growth both from acquiring the revenues and then using the existing contacts to dramatically accelerate the adoption phase of the existing company parts. this is where Bill can objectively address the status of the acquisition/finance time frame, discuss any delays, and then address guidance on revenues as a function of current pipeline projects combined with revenues acquired based on current expectations of closing. long term investors wont crucify anyone for the plan being off - happens in EVERY business. however, keeping the shareholders notified of delays or adjusting timelines accordingly as they change will provide significant support from the shareholders and consequently the share price.