Do you really want TAVA going into "investment mode" (read: cash flowing out, not in) with supply chain consulting in the short term or do you want them capitalizing on the Y2K investment and generating some serious profits? I prefer the latter. I also would prefer that they be realistic in their transition plans, and move first into the MES layer, and then into the SCM market.
I continue to be impressed with TAVA and its potential, and as I've mentioned dozens of times, having worked for Kevin Fallon for seven years, and seeing what he's capable of, and having met John Jenkins during my tenure at Wonderware, I think they have a very solid team driving the bus...
Simply put, I tend to view things quite pragmatically and realistically, most often based on direct experience, and hope that sharing those experiences and perceptions with all of you can help you in your own investment strategies, as many of you have helped me in areas where I lack the expertise (which are many! <g>). And I'm definitely among the "longs" on TAVA, and would hate to see this train derailed because of unrealistic expectations been made and missed. Go TAVA! |
