It would be delusional not to care about SP whether from a short or long term perspective, e.g. the real cost of options, dilution, possible exposure to capital markets, and so many other reasons. For those among us who wanted clarity and a precise definition of the Road Map ahead…well…be careful what you wish for at the upcoming AGM.

Management made a rookie mistake, in trying to be folksy with their retail investors, and did too much talking, e.g. 2018. The longer management’s discourse went on the further an accompanying drop in our SP, watching the downward progression was painful. Good grief, I wanted to yell STOP TALKING! I’m still wondering where we’ll bottom out.

Our management is clearly not made from media, marketing or sales whole cloth, they are, engineering, and science oriented. I think we could easily do with some hires in marketing and less congeniality to boot.

These basic mistakes aside, this management has also shown itself to be superior at planning and execution. After BAE takeover spoiled our pudding, I remained surprised that any promised milestones were kept at all. That unfortunate event I suspect was a major upset.

Equally, I remain astonished by the recent combined acquisitions which seem a perfect fit with Poet’s plan—economically speaking it was a coup. This operation was hardly accidental, more than a lucky happenstance, though luck was with them. The result is now an increased number of possible new product combinations accruing to existing verticals. The new acquisitions enlarge Poet’s horizon beyond anything I had anticipated. As an exercise in corporate strategy (and cunning) management merits an unqualified A+ for this action which brings so much into our little tent. Unmistakably, it’s called superior planning, execution for the long haul. Personally, I now await further execution, further proof, and further milestones.

Lastly, I hope for less loose talk at Town Halls.