Success that is publicly promoted will acquire a f
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Posted On: 01/02/2021 9:19:02 AM
Success that is publicly promoted will acquire a following. Cytodyn acquired a significant following, and to date, Generex/NGIO has not. Labeling Ii-key as the "complete vaccine" and statements like the one below are a good start:
"“The beauty of our Ii-key peptide vaccine is that it will trigger a long-lasting protection.”
The Ii-key process has to be explained and differentiated from its competitors in language lay people, including those in the financial community, can understand. The number of OTC companies around the world working on a COVID vaccine are too numerous to count. So far collaborations with Merck, Malaysia, and China have only been impressive to us and Thomas Barnard.
We need a wider known entity to jump on board and express confidence in Ii-key and support its claims as the complete vaccine and provider of long-lasting protection. Merck could definitely provide the impetus for a strong move in the share price, if they acknowledged confidence in the science and its promise. So far, Merck has essentially been a "silent" partner. Kicking in a few bucks wouldn't hurt either. It would be great if they had more skin in the game.
The financial condition must be clarified. This is on Joe and the team. Where is the money? If it's in the Generex checkbook, how much is there, and how much remains in the ether? Collectively, we know this company better than any other entity, other than Generex mgmt. itself. Yet, even our posts express more skepticism than hope. There is still much work to be done, and it has to be done in a timely manner, even if those timeline are later than we would like.
In addition to clarification on Ii-key and funding, there has to be progress in uplisting and $$$ assigned to an NGIO IPO (for want of a better term). A plan that attaches money to our empty NGIO shares would provide excitement to individual, and maybe institutional investors, including the Robin Hood crowd. They love to jump on mo-mo plays.
Finally, and this is purely my opinion, the company's goals need to be pared back. Partnerships have to carefully vetted. After all these years it is not clear to me if the lead horse in the stable is vaccines, a diabetes franchise, an MSO, a pharmaceutical company (Altucell and Excellagen), or a conglomeration of all of these.
I called for a year end "State of the Company" CC, which laid out specifics on for all these initiatives. I didn't get it. It is now 2021. I am calling for a new year's CC with the same goals. Last Thursday provided more momentum to GNBT/NGIO than we have seen since the beginning of the year. According to TDA the share price from high to low dropped 1000%. That is no proper legacy for any mgmt. team. If there are more bullets in the gun, this is the time to use them.
"“The beauty of our Ii-key peptide vaccine is that it will trigger a long-lasting protection.”
The Ii-key process has to be explained and differentiated from its competitors in language lay people, including those in the financial community, can understand. The number of OTC companies around the world working on a COVID vaccine are too numerous to count. So far collaborations with Merck, Malaysia, and China have only been impressive to us and Thomas Barnard.
We need a wider known entity to jump on board and express confidence in Ii-key and support its claims as the complete vaccine and provider of long-lasting protection. Merck could definitely provide the impetus for a strong move in the share price, if they acknowledged confidence in the science and its promise. So far, Merck has essentially been a "silent" partner. Kicking in a few bucks wouldn't hurt either. It would be great if they had more skin in the game.
The financial condition must be clarified. This is on Joe and the team. Where is the money? If it's in the Generex checkbook, how much is there, and how much remains in the ether? Collectively, we know this company better than any other entity, other than Generex mgmt. itself. Yet, even our posts express more skepticism than hope. There is still much work to be done, and it has to be done in a timely manner, even if those timeline are later than we would like.
In addition to clarification on Ii-key and funding, there has to be progress in uplisting and $$$ assigned to an NGIO IPO (for want of a better term). A plan that attaches money to our empty NGIO shares would provide excitement to individual, and maybe institutional investors, including the Robin Hood crowd. They love to jump on mo-mo plays.
Finally, and this is purely my opinion, the company's goals need to be pared back. Partnerships have to carefully vetted. After all these years it is not clear to me if the lead horse in the stable is vaccines, a diabetes franchise, an MSO, a pharmaceutical company (Altucell and Excellagen), or a conglomeration of all of these.
I called for a year end "State of the Company" CC, which laid out specifics on for all these initiatives. I didn't get it. It is now 2021. I am calling for a new year's CC with the same goals. Last Thursday provided more momentum to GNBT/NGIO than we have seen since the beginning of the year. According to TDA the share price from high to low dropped 1000%. That is no proper legacy for any mgmt. team. If there are more bullets in the gun, this is the time to use them.
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