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Gold/Mining/Energy : Global Platinum & Gold (GPGI) -- Ignore unavailable to you. Want to Upgrade?

To: Chuca Marsh who wrote (7753)	10/2/1998 10:33:00 PM
From: JACK R. SMITH JR.	Respond to of 14226

Chucka, I hope you were and still are effective in all your endeavors. Whether or not you are efficient does not concern me. Your work methods are those that work for you and fit your life and style. If I ran a company, I would wish to have a mix of highly efficient folks and highly effective folks, but I might choose to have some brilliant, but not very efficient folks. Let us say that I have this brilliant "dud" sitting there in his highly inefficient manner for two years and he produces nothing. Should I fire him, or give him another year. Tough call! I would put the brilliant folks in R&D and the highly efficient and effective folks in production. Whether or not the trouble with GPGI lies in R&D or production is a question yet to be resolved. We were told that the method was good and then the equipment was not adequate and now it seems to be the employees not following the not defined format. Hey, I ain't stupid!! A little slow on the uptake from time to time, but I generally muddle to a fair conclusion given the pertinent facts. Suffice it to say, I have a couple of questions? I say this with all due respect to the good folks trying to do their job at the plant and in R&D and those trying to get the management and administration in order. Building an enterprise is a troublesome process no matter what its basis. I feel that we have established that there is some potential value in the ores and we have rather substantial indications that it is potentially economic. The next question would be "Have we a viable method to extract those values economically"? At this point, I do not know. If we fail the 15 ton test, how could we reasonably expect to pass the 50 ton test? We need all the required equipment in place and in operating order for any test, no matter what the capacity. We need to operate within the legal parameters in effect for the place in which we operate. In this case I would assume that it is the State of Arizona. There can be no shifting of responsibility. First and foremost, Richard E. Jensen is responsible for this company in all ways. He can select operative agents at his discretion but I hold him fully responsible to me as a stockholder for those decisions. Clearly, he has some talent in obtaining the wherewithall to keep the company operational. I think none could argue with that observation. I am under the impression that we have in place a workable process. Certainly that process can be brought down by deviations therefrom. Perhaps that is the purpose for the "procedural manual". I think that it would be extremely premature to place the blame on the poor workers at this point. Now that he procedures are in place and clearly defined by the "manual", we can prosecute any infractions with gusto! The way this usually works is first a few employees get fired, then the guy who wrote the manual, then the next and the next up the line until we get at "total reorganization". I think that there will be no "golden parasails" here, so it would be to the best interest of all involved to get the job done!! I have had a lot to say about this company, but all must understand that I am a "Mickey Mouse" investor. My stake here is very small compared to most. Get the process down, then scale up, Jack!! P.S--If I come to your place of business one day and you dissapoint me, perhaps I will come back, but probably not. If I come twice and you dissapoint me two times?--Why am I here? --Potential baby-- the count is now 222 dissapointments--When will I quit?