again they all collude
i will reiterate that NR (non retail) is significantly upside down on IPIX
most *targets* don't outlast NR .. imo as i noted yesterday ..
https://investorshangout.com/post/view?id=5370864
NRs' gamble AGAINST Innovation's diverse platform in the *hand off*
from the take up of 2014 to the take down of 2015 to today .. was NRs' biggest mistake
because it didn't succeed in parting actual investors en masse from their *shares*
it's why every troll working OTC SMBs .. points out the PPS .. as if that wasn't
the easiest aspect NR controls .. literally
so this info about CANT .. is not unexpected for those of us who *observe*
and it's imo only the tip of the iceberg re: transparency needing to be in place
again the money in play *against* IPIX far exceeds a $2M *slap on the wrist fine*
that said .. i'll take the *exposure* CANT is getting re: retail investors and mgmt's awareness *every day* when it comes to outlasting *colluding entities*
4kids
That article makes it incredibly obvious what they were doing -- letting traders manipulate this so they could naked short.
Excerpt:
Cantor’s supervisory system, including its written supervisory procedures (WSPs), was not reasonably designed to achieve compliance with the requirements of Reg SHO. Cantor’s use of a predominantly manual system to supervise its compliance with Reg SHO was not reasonable in light of the firm’s business expansion and increased trading activity - from 35 billion shares in 2013 to 79 billion shares in 2014. Also, Cantor’s compliance personnel identified red flags in 2013, 2014 and 2015 indicating that the firm had systemic issues with Reg SHO and that its supervisory systems were not reasonably tailored to its business. While Cantor made some changes, it did not adapt and enhance its supervision to address the deficiencies its personnel identified, commit additional staffing to monitoring its compliance with Reg SHO, or implement WSPs relating to its new lines of business until 2016. Moreover, Cantor’s enhancements to its supervisory systems and procedures were not fully effective. For example, Cantor failed to identify fails-to-deliver in accounts that were not monitored by its supervisory systems.
Read More: https://investorshangout.com/post/newpost/873...z5hVTaiuk4
i will reiterate that NR (non retail) is significantly upside down on IPIX
most *targets* don't outlast NR .. imo as i noted yesterday ..
https://investorshangout.com/post/view?id=5370864
NRs' gamble AGAINST Innovation's diverse platform in the *hand off*
from the take up of 2014 to the take down of 2015 to today .. was NRs' biggest mistake
because it didn't succeed in parting actual investors en masse from their *shares*
it's why every troll working OTC SMBs .. points out the PPS .. as if that wasn't
the easiest aspect NR controls .. literally
so this info about CANT .. is not unexpected for those of us who *observe*
and it's imo only the tip of the iceberg re: transparency needing to be in place
again the money in play *against* IPIX far exceeds a $2M *slap on the wrist fine*
that said .. i'll take the *exposure* CANT is getting re: retail investors and mgmt's awareness *every day* when it comes to outlasting *colluding entities*
4kids
That article makes it incredibly obvious what they were doing -- letting traders manipulate this so they could naked short.
Excerpt:
Cantor’s supervisory system, including its written supervisory procedures (WSPs), was not reasonably designed to achieve compliance with the requirements of Reg SHO. Cantor’s use of a predominantly manual system to supervise its compliance with Reg SHO was not reasonable in light of the firm’s business expansion and increased trading activity - from 35 billion shares in 2013 to 79 billion shares in 2014. Also, Cantor’s compliance personnel identified red flags in 2013, 2014 and 2015 indicating that the firm had systemic issues with Reg SHO and that its supervisory systems were not reasonably tailored to its business. While Cantor made some changes, it did not adapt and enhance its supervision to address the deficiencies its personnel identified, commit additional staffing to monitoring its compliance with Reg SHO, or implement WSPs relating to its new lines of business until 2016. Moreover, Cantor’s enhancements to its supervisory systems and procedures were not fully effective. For example, Cantor failed to identify fails-to-deliver in accounts that were not monitored by its supervisory systems.
Read More: https://investorshangout.com/post/newpost/873...z5hVTaiuk4
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