I am not quite sure if your post was meant to be addressed to me.
Nevertheless, I think that a reply to your post would probably clarify my intention.
The following is the relevant excerpt of my message:
Management has, until now, done a great job in establishing quite a network of business relationships (J&J, Acute Care, Smith & Nephew, and so on). However, one must seriously put in doubt Pyng's ability to accomplish both aspects of being a public company: bringing a product to the market and informing the shareholders of the company's progress as well as promoting the product and the company. I personally think that with the individuals that PYT now has on it's board of directors, IR would be best left to an organization that has some experience in said field. I am confident that the directors would be better off concentrating on their own particular fields, thus, maximazing their talents.
I never implied that Mr Jacobs was ill intended. If I gave that impression, my sincere apologies to Michael. My post was meant to emphasize the fact that Mr Jacob's was trying to do TOO MUCH. To be honest, I fully respect his dedication to bringing this product to the market. However, since his strong attribute is his business background, IMHO he should be focusing on increasing Pyng's visibility in the medical community.
It is great to have a CEO that is as dedicated as Michael is. However, the PR aspect of the company is better left to a designated body that has the time and energy to concentrate on said aspect. This will also facilitate Michael's job, in that, it will eliminate many stressful situations.
I am not trying to tell Mr Jacobs how to run Pyng Technologies. Although, since many PYT shareholders are successful professionals in their own particular fields, I think that by suggesting different areas that need improvement, we could facilitate management's task of bringing this innovative life saving device to the market.
Sincerly,
AK |
