INTK .004 (Hidden Gem)Huge Email from V.P. >> V.P. Training & Specifications
INI Worldwide
I can completely understand why you and your friends would have serious concerns about our company, so let me share with you as much as I can without breaking SEC rules.
We are successfully executing a difficult turnaround.
Last year, I became aware that my operations team and finance team were not taking care of business as it should be taken care of. We had problems.
I dropped all R&D projects that I was working on, my primary area of responsibility since the inception of the company in 2004, and began focusing on the basics.
1) I unloaded non-performing and underperforming personnel, which also dramatically reduced overhead as they were expensive people and that also allowed me to reduce office space, health insurance costs, etc, etc.
2) I outsourced on an “as needed” basis our accounting and operations tasks. It took some time to find the right partners and even more time to sort through the problems and address them one by one.
3) I and the remaining members of my team worked, and continue to work, 16-18 hour days, seven days a week, solely and with single minded focus on revenue and nothing but revenue. Revenue fixes everything… the unhappy customers, the backorders, the vendors, the stock market.
4) We have built a steady source of day to day revenue from general one-off sales through our marketing strategies executed consistently and daily, weekly, monthly. We are diligently and responsibly, one by one, addressing each and every problem and making things right as fast as is humanly possible.
5) We have rebuilt our international distributor network, rebuilding tattered relationships and finding new, qualified, distributors who are producing results and the only results we care about are revenue.
6) We have built a portfolio of very, very large customers who are in various stages of incorporating our products into their standard operating procedures. These are big, name brand companies that the stock market will both recognize and appreciate when we are in a position to announce them.
7) We are working on our financials to post them current as of the end of this quarter, then begin spending the money and time again on enhancing shareholder value through press releases, etc.
It is not a complicated plan to execute and this path of turning a company around is a well documented process. It does, however, take a ton of time of time and effort. Fortunately, time and effort is something that I and the remaining members of my team are absolutely willing to give to this project in whatever amount is required to get this job done.
I hope this gives you some small level of reassurance that we are not blind to the problems we have had to deal with and that we have, and are executing, a simple and straightforward strategy to create the high level of success that these products and this company are capable of.
Respectfully submitted,
Stuart Burchill, CEO/CTO
Co-Founder
INI Worldwide
1415 Panther Lane, Suite 397
Naples, FL 34109 USA
http://www.ini-worldwide.com
US & Canada: 1.800.767.3998
International: 1.239.963.1469
_______________________________________________
prior, this was another response
The company has been working very hard to build a substantial portfolio of very LARGE DEALS in a number of new market verticals as well as continuing to nurture and advance existing client relationships with large multinational companies. Our focus is creating LARGE ONGOING REVENUE STREAMS which will, in turn, increasingly enhance shareholder value for many years to come.
We do understand that this laser focus on revenue has caused a delay in our intended shareholder updates. We intend to remedy that by providing an update to shareholders soon as possible. We think you will be very pleased at our progress.
We will keep you updated and thank you for your continuing support of Industrial Nanotech.
Best regards,
Francesca
Francesca M.Crolley
V.P. Training & Specifications
INI Worldwide
INI Worldwide
I can completely understand why you and your friends would have serious concerns about our company, so let me share with you as much as I can without breaking SEC rules.
We are successfully executing a difficult turnaround.
Last year, I became aware that my operations team and finance team were not taking care of business as it should be taken care of. We had problems.
I dropped all R&D projects that I was working on, my primary area of responsibility since the inception of the company in 2004, and began focusing on the basics.
1) I unloaded non-performing and underperforming personnel, which also dramatically reduced overhead as they were expensive people and that also allowed me to reduce office space, health insurance costs, etc, etc.
2) I outsourced on an “as needed” basis our accounting and operations tasks. It took some time to find the right partners and even more time to sort through the problems and address them one by one.
3) I and the remaining members of my team worked, and continue to work, 16-18 hour days, seven days a week, solely and with single minded focus on revenue and nothing but revenue. Revenue fixes everything… the unhappy customers, the backorders, the vendors, the stock market.
4) We have built a steady source of day to day revenue from general one-off sales through our marketing strategies executed consistently and daily, weekly, monthly. We are diligently and responsibly, one by one, addressing each and every problem and making things right as fast as is humanly possible.
5) We have rebuilt our international distributor network, rebuilding tattered relationships and finding new, qualified, distributors who are producing results and the only results we care about are revenue.
6) We have built a portfolio of very, very large customers who are in various stages of incorporating our products into their standard operating procedures. These are big, name brand companies that the stock market will both recognize and appreciate when we are in a position to announce them.
7) We are working on our financials to post them current as of the end of this quarter, then begin spending the money and time again on enhancing shareholder value through press releases, etc.
It is not a complicated plan to execute and this path of turning a company around is a well documented process. It does, however, take a ton of time of time and effort. Fortunately, time and effort is something that I and the remaining members of my team are absolutely willing to give to this project in whatever amount is required to get this job done.
I hope this gives you some small level of reassurance that we are not blind to the problems we have had to deal with and that we have, and are executing, a simple and straightforward strategy to create the high level of success that these products and this company are capable of.
Respectfully submitted,
Stuart Burchill, CEO/CTO
Co-Founder
INI Worldwide
1415 Panther Lane, Suite 397
Naples, FL 34109 USA
http://www.ini-worldwide.com
US & Canada: 1.800.767.3998
International: 1.239.963.1469
_______________________________________________
prior, this was another response
The company has been working very hard to build a substantial portfolio of very LARGE DEALS in a number of new market verticals as well as continuing to nurture and advance existing client relationships with large multinational companies. Our focus is creating LARGE ONGOING REVENUE STREAMS which will, in turn, increasingly enhance shareholder value for many years to come.
We do understand that this laser focus on revenue has caused a delay in our intended shareholder updates. We intend to remedy that by providing an update to shareholders soon as possible. We think you will be very pleased at our progress.
We will keep you updated and thank you for your continuing support of Industrial Nanotech.
Best regards,
Francesca
Francesca M.Crolley
V.P. Training & Specifications
INI Worldwide
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