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Pastimes : Plastics to Oil - Pyrolysis and Secret Catalysts and Alterna -- Ignore unavailable to you. Want to Upgrade?

To: scion who wrote (9956)	7/26/2011 8:07:06 PM
From: scion	Read Replies (2) \| Respond to of 53574

I retained Anslow and Jaclin to handle the company's legal affairs. I hired Gately and Associates to handle the audits,... Rawnoc Share Saturday, February 27, 2010 5:32:06 PM Re: ergo sum post# 30584 Post # of 124055 Keep trying.....failure again though. :) John Bordynuik >>> 'The shell was acquired in April 2009, prior to Moore's and Emas's problems." "The shell was acquired in April 2009, prior to Moore's and Emas's problems. More importantly is the company did not have any material transactions or operations that could make thre shell dirty, even by Emas or Moore. Both of these firms were dismissed by JBI shortly after the acquisition." Posted by: BRIG_88 Date: Wednesday, December 23, 2009 9:25:16 PM In reply to: None Post # of 30584 Another e-mail from John clearing up another non-issue: With respect to Joe Emas: When I purchased this company the first thing I did was to eliminate the “shell” service providers who generally provide legal, stock, and auditing support. There was little to be concerned about in this shell as it was never able to establish its business plan or operations. In this company, much like most other OTCBB shell companies, the lawyer was Joe Emas, the transfer agent was Global Stock Transfer, and the auditor was Moore and Associates. The first task was to replace the shell-company service firms with those who serve operating companies with real value. I retained Anslow and Jaclin to handle the company's legal affairs. I hired Gately and Associates to handle the audits, and Pacific Stock Transfer acts as the transfer agent (they purchased Global's client contracts when Global went under). We will be retaining a large audit firm to handle our audits because our company is growing faster than a small firm can reasonably handle. Since replacing the shell service providers, I retained a rock star management team. To begin with you have Robert Shoemaker, an MBA banker with 20 years experience growing community banks from one to 10, then public. Ron Baldwin Jr, our CFO was hired last year. He has his law degree, is an accountant and auditor, and a few credits shy of an engineering degree. Ron Baldwin Jr was the VP of a large hedge fund. As well, you can see the bios of our other professionals hired within management of our company to grow it. Our bios can be viewed here: plastic2oil.com I don’t get paid unless this company is highly successful. Value-based management all the way. Since acquiring JBI, I have strived to build this company by retaining exceptionally talented professionals and retaining firms capable of supporting our growth in full compliance with the regulatory agencies. Large audit firms, law firms and transfer agents have all had their share of blunders and that is no different than the small firms (ie: Emas). It always comes down to management and the culture within the company. In our case, our management team has the ethics, integrity and capability to achieve exponential growth, honestly without the use of fancy calculations or off balance sheet arrangements. Fortunately many of our shareholders are in direct contact with us and many get involved to collectively build something sustainable, real, and valuable. I won't even emphasize the fact that we are sole-sourced by NASA, read sensitive data for multi billion dollar Oil and Gas companies, provide cleaning chemicals for the largest big-box retailers in the US (Home Dept, Sears, target, KMart,etc..). Our performance speaks for itself. Regards, John Bordynuik CEO JBI siliconinvestor.com