To: +C.K. Houston (943 )
From: +C.K. Houston Aug 5 1997 6:56PM EST
Reply #957 of 1366
TO.....: John Jenkins, TPRO President
FROM: TPRO Investors
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Warrants/Debt/Cash Flow:
Cash flow: "Out of the weeds" yet? Why experiencing cash flow problems? What action is being taken to address cash flow problem?
They are out of the weeds.They had cash flow problems because this is a very lumpy business.They have expenditures ,staff,software,etc,during project,but sometimes don't get paid as every item is done,It is not an even business with so many customers in different stages of projects.This problem is resloving itself.
Why does TPRO need to raise an additional $500,000 on June 30?
That was done long before June 30,contained in filings
Are internally generated cash funds sufficient to satisfy cash needs now? If not, how does TPRO expect to finance its needs going forward?
Internally generated funds are NOW sufficient,but this company is going to explode,and the business opportunites are staggering,and I said somewhere down the road you should do a secondary of I-2mm shares,have a prospectus,have a road show for investors.This could be a real company maker.They were shocked that I would suggest that,because I am an investor,not a investment banker.This is like getting in on the ground floor of a major investment opportunity,and you should want them more than adequately funded to maximize their opportunities.IN MY OPINION !!!!
When, and how will money from warrants be used?
The warrants will be called if they meet the trading provisions stated in their filings.They need the money,and what better short term financing.They will be called! Every day they are being presented with opportunities.
Have alternate sources of immediate income for TPRO/TAVA been researched?None as of this meeting.
Any sweetheart deals?ABSOLUTELY NO MORE.
Year 2000 Specific:
What is dollar estimate of POTENTIAL business STRICTLY for Y2K . for TPRO specifically, and the industry in general?
you had to be there.Both John and Doug sat back and shrugged their shoulders,and said Skip we are hearing from people every day,who don't know if they have a problem,if so,how to solve it.But's lets say that 2500 customers needed an assesment over the next 2 years at $10,000 per copy,then lets say that there was a problem,who better to fix it? Now what if that problem costs $1mm to fix.? Will TPRO get all of that,who knows they dont.The market is huge,and it is theirs right now.
How concerned are clients regarding Y2K problem impact on their embedded systems. Why? Examples.
Customers are on a curve,which you have to visualize because I can't draw it.Curve starts on left side of page,customer thinks about problem,curve slopes down in middle and client is in denial,curve slopes up right side,Christ,we got one,now what do we do/
Example.1 very large customer comes in,they do an assesment,find a problem,customer says,fix it $200-$300mm,oh incidentally we have a division somwehwere else that is 5x times this plants size,can you be there yesterday to see if they have a problem aslo?Tokyo Mex already mentioned some drug company with 13 plants.How many drug companies are there,and they have to be FDA compliant.Can you imagine what would happen in the middle of production on your largest drug,and the lights go out??It's not a laughing matter.
What increased sales %, do you anticipate with EXISTING clients . to be directly attributed to Y2K.Difficult to quantify with our limited time to address all of the problems,but say it is quite large on a percentage basis.
Potential Customers/Contracts:
5000 potential clients,how many utility substations are there (10000) how many problems within those substations.Gas gathering facilities,transmission facilities,drug companies,auto plants,defense plants,should I go on?
This problem is a moving target.They own the market,it doesn't get much better for a $6 stock.IMO
How many pending proposals are on the table? What percentage of pending contacts do you anticipate receiving?
We prefer not to answer that,everything we do will be announced to shareholders as we recieve them.
What type of industries does your customer base come from?
Every industry
Who are your existing customers?
Look at #1246 I believe,but suffice it to say A through Z
Staffing: They currently have 350 engineers I believe they said,and with acquisitions, hope to increase that number over the next year.Also are hiring a head hunter to help.
Where do you see the most pressing need for staffing within the company? Programmers ._- Engineers . Other?
ENGINEERS,ENGINEERS
What are your recruitment plans? Where do you find most of your skilled employees?See above
What's the "training" time-frame for new-hires?I didn't ask this one.
Misc:
I've heard that in some instances TPRO comes on board and handles the whole package "turn-key". In other instances TPRO works with the customer and trains their personnel. What percentage is straight TPRO and what percentage is training customers. What's the profit margin on both options?
Every project is different,we didn't have time to go through every example.Profit margins on Y2K are probalby in excess 0f 55%
TOPRO vs TAVA Name Change Im sorry I didn't ask,and I didn't care.Sorry
When & Why?
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