Yo...you don't care what I think so.... Quite s
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Posted On: 06/10/2017 12:57:56 PM
Yo...you don't care what I think so....
Quite simply, mgmt needs to execute their stated objectives. Product design/development, mfg readiness/validation/ramp, market penetration, sales ramp. Uplist or merge-make it happen.
I've read so much mgmt hyperbole in the press releases and quarterly statements that it almost makes me nauseous . As a significant investor I would recommend mgmt getting more fact/milestone based in their outside communication. Cut out the embellishment, exaggeration and editorials. Moreover, I don't care about the past so focus on the future. What are you going to do, how are you going to do it and when are you going to do it.
Clean up that quarterly mgmt summary. Too much history not enough future. Recommend to write a chronological history thru 2015 and publish as separate document. Ongoing document should include summary of 2016 accomplishments and then focus on 2017 accomplishments, 2017-future milestones and timing, 2017-future challenges. Mgmt needs to hold themselves accountable.
I've had a few discussions with the company. I believe in the company. It's time to transition from the victim to a viable entity. You do that by documenting what you are going to do and then holding yourself accountable to do it. Under promise over deliver.
Shareholders, loyal or not, deserve this. I'm loyal and patient. I'm not some pharmaceutical mgmt wannabe. I've invested in this company for a return and the hope of easing a societal burden. It's a very speculative investment and a risk I'm willing to take.
I don't have a timeline to hold this investment. I do expect some progress, though. The board is fiduciary responsible to increase shareholder value-i expect try honor that commitment.
Don't respond to this post. IMO, your street cred is right there with the bashers.
Quite simply, mgmt needs to execute their stated objectives. Product design/development, mfg readiness/validation/ramp, market penetration, sales ramp. Uplist or merge-make it happen.
I've read so much mgmt hyperbole in the press releases and quarterly statements that it almost makes me nauseous . As a significant investor I would recommend mgmt getting more fact/milestone based in their outside communication. Cut out the embellishment, exaggeration and editorials. Moreover, I don't care about the past so focus on the future. What are you going to do, how are you going to do it and when are you going to do it.
Clean up that quarterly mgmt summary. Too much history not enough future. Recommend to write a chronological history thru 2015 and publish as separate document. Ongoing document should include summary of 2016 accomplishments and then focus on 2017 accomplishments, 2017-future milestones and timing, 2017-future challenges. Mgmt needs to hold themselves accountable.
I've had a few discussions with the company. I believe in the company. It's time to transition from the victim to a viable entity. You do that by documenting what you are going to do and then holding yourself accountable to do it. Under promise over deliver.
Shareholders, loyal or not, deserve this. I'm loyal and patient. I'm not some pharmaceutical mgmt wannabe. I've invested in this company for a return and the hope of easing a societal burden. It's a very speculative investment and a risk I'm willing to take.
I don't have a timeline to hold this investment. I do expect some progress, though. The board is fiduciary responsible to increase shareholder value-i expect try honor that commitment.
Don't respond to this post. IMO, your street cred is right there with the bashers.
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