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Shado - I think it will if the Whelans deal with the toxicity of name association and previous alienation of Buyers and Officers of large players.
Not 'necessarily' Kelly Whelan's doing, as she was a victim of the regime, just like the rest of us. Iron fisted control syndrome, combined with narcissistic PD, stubbornness, advancing aging issues.
As said before, I cut her some, repeat, some slack, but not 180 days worth - it does not take 180 days to plan, announce and begin execution of a turnaround mission. Stop Twitter, stop yapping, start planning and start executing! Toxicity and share structure - top of list. Either you're in the game or watching the swirling waters in the toilet!
215308 February 17, 2020
Regarding the "KW the 180 Day self imposed turn around time that she requested", it was not requested, and given, it was an advisory!
Turnarounds involve much more than adding KW's mother to a BoD to replace AW and adding KN to conform to the legal requirement of the Corporation of having 3 Directors. Keep in mind, the Corporation was in violation from December 2017 to October 2019, after the resignations of Mary Whelan and Dr. Staelin. Turnarounds also involve much, much more than a change in Sales & Marketing tactics.
BIEL does drastically need turnaround solutions in a number of areas, most of which remain unaddressed and certainly do not require 180 days:
The 7-Step Management Remediation Plan
Only time with tell if Patricia and Kelly Whelan will do the right things, or not. It is to their direct financial benefit to just bite the imaginary bullet and protect themselves by incorporating vision:
1. SHARE STRUCTURE - Immediately revise the outrageous shareholdings of the Whelan/IBEX/St. Johns on conversion of all Promissory Notes of around 62 billion shares. The Whelans would own around 35 billion of that 62 billion or 60% +-. Reducing their shares by 28 billion, to 7 billion, new total becomes around 34 billion, they would then own 25% +-. Some say it should be reduced to 3.5 billion, whatever it takes to repair the previous damage. Would you rather own 60%, 35 billion shares, of a crippled company worth nothing and going nowhere fast, or 25%, 7 billion shares of a company under restructuring, that could be worth untold hundreds of millions of dollars?;
SYNOPSIS OF THE 7-STEP MANAGEMENT REMEDIATION PLAN DECEMBER 2019
1. SHARE STRUCTURE
2. TRANSPARENCY
3. FAIR OFFERS TO SHAREHOLDERS
4. TOXICITY
5. BOARD of DIRECTORS
6. COMMUNICATION NALEPKA KONERU
7. NEGOTIATE & SIGN DEALS AND DELIVER ON ALL PROMISES!
This brief analysis may help. It illustrates that after disgorging 28 billion of 35 billion shares and reducing the Whelan holdings down to 7 billion, the sp only needs to rise to .0045 for the Whelans to be in exactly the same position they are in now - the toilet! With the increased upside of a company with 34 billion shares out, not 62 billion! Simple.
Whelan Simple Disgorgement of Shares
62,000,000,000 Existing shares 7,000,000,000 New Whelan share #
35,000,000,000 Whelan controlled
$0.00090 Price $0.0045 Price
$31,500,000 Value $31,500,000 Value
28,000,000,000 Disgorgement
It's called owning a smaller piece of a bigger pie! Only fools don't change their minds. For some reason, the Whelans refuse to see the logic, smaller piece, bigger pie! Called fear. . . Lead, Follow, or get out of the way, but do something . . . tic toc . . . . .
"There will likely be opportunities to buy BIEL more cheaply in the next 3-6 months, as another $825k in CBs will mature in the coming months which translate into at least 1.1 billion new shares."
Yes, "at least". Over 1.85 BILLION shares to be more precise, including interest.
"$1.35 million worth of CBs will mature in 2H2021, leading to another 2billion in shares."
At least another 2.8 BILLION shares, including interest, making at least 68.65 BILLION shares. Time to fix the share structure? Soon!
Only 1 fact - SP closed at $.0008 last Friday, with FDA Clearances overflowing the filing cabinet drawers. Foot, Knee, General musculoskeletal. SP closed at $.0008. Fact.
SYNOPSIS OF THE 7-STEP MANAGEMENT REMEDIATION PLAN DECEMBER 2019
1. SHARE STRUCTURE - Crippling forward progress
2. TRANSPARENCY - No Twitter, announce only material progress
3. FAIR OFFERS TO SHAREHOLDERS - for any internal financing
4. TOXICITY - Get rid of the decade-long stench
5. BOARD of DIRECTORS - Make it 7 Directors, appearances count!
6. COMMUNICATION NALEPKA KONERU - No one else
7. NEGOTIATE/SIGN DEALS-Deliver on all promises! There's a concept!
1. SHARE STRUCTURE - Immediately revise the outrageous shareholdings of the Whelan/IBEX/St. Johns on conversion of all Promissory Notes of around 62 billion shares. The Whelans would own around 35 billion of that 62 billion or 60% +-. Reducing their shares by 28 billion, to 7 billion, new total becomes around 34 billion, they would then own 25% +-. Some say it should be reduced to 3.5 billion, whatever it takes to repair the previous damage. Would you rather own 60%, 35 billion shares, of a crippled company worth nothing and going nowhere fast, or 25%, 7 billion shares of a company under restructuring, that could be worth untold hundreds of millions of dollars?
This brief analysis may help. It illustrates that after disgorging 28 billion of 35 billion shares and reducing the Whelan holdings down to 7 billion, the sp only needs to rise to .0045 for the Whelans to be in exactly the same position they are in now - the toilet! With the increased upside of a company with 34 billion shares out, not 62 billion! Simple.
Whelan Simple Disgorgement of Shares
62,000,000,000 Existing shares 7,000,000,000 New Whelan share #
35,000,000,000 Whelan controlled
$0.00090 Price $0.0045 Price
$31,500,000 Value $31,500,000 Value
28,000,000,000 Disgorgement
It's called owning a smaller piece of a bigger pie! Only fools don't change their minds. For some reason, the Whelans refuse to see the logic, smaller piece, bigger pie! Called fear. . . tic toc . . . . .
From May 1 2017, interesting reading, pages 8,9 and 10.
This is just one of a hundred or more SEC documents received by the Secretary of the SEC and available online.
https://www.sec.gov/litigation/apdocuments/3-17104-event-142.pdf
But, forget the past, water under the bridge, rear view mirror stuff. The $.0008 is now, today. When is a good time to clean up the toilet? Nuthin but net! Multiple FDA clearances and $.0008? I'm kidding right? FDA general musculoskeletal clearance on a medical device and down a tick? I must be kidding!
Only 1 fact - SP closed at $.0008 last Friday, with FDA Clearances overflowing the filing cabinet drawers. Foot, Knee, General musculoskeletal. SP closed at $.0008. Fact.
SYNOPSIS OF THE 7-STEP MANAGEMENT REMEDIATION PLAN DECEMBER 2019
1. SHARE STRUCTURE - Crippling forward progress
2. TRANSPARENCY - No Twitter, announce only material progress
3. FAIR OFFERS TO SHAREHOLDERS - for any internal financing
4. TOXICITY - Get rid of the decade-long stench
5. BOARD of DIRECTORS - Make it 7 Directors, appearances count!
6. COMMUNICATION NALEPKA KONERU - No one else
7. NEGOTIATE/SIGN DEALS-Deliver on all promises! There's a concept!
1. SHARE STRUCTURE - Immediately revise the outrageous shareholdings of the Whelan/IBEX/St. Johns on conversion of all Promissory Notes of around 62 billion shares. The Whelans would own around 35 billion of that 62 billion or 60% +-. Reducing their shares by 28 billion, to 7 billion, new total becomes around 34 billion, they would then own 25% +-. Some say it should be reduced to 3.5 billion, whatever it takes to repair the previous damage. Would you rather own 60%, 35 billion shares, of a crippled company worth nothing and going nowhere fast, or 25%, 7 billion shares of a company under restructuring, that could be worth untold hundreds of millions of dollars?
This brief analysis may help. It illustrates that after disgorging 28 billion of 35 billion shares and reducing the Whelan holdings down to 7 billion, the sp only needs to rise to .0045 for the Whelans to be in exactly the same position they are in now - the toilet! With the increased upside of a company with 34 billion shares out, not 62 billion! Simple.
Whelan Simple Disgorgement of Shares
62,000,000,000 Existing shares 7,000,000,000 New Whelan share #
35,000,000,000 Whelan controlled
$0.00090 Price $0.0045 Price
$31,500,000 Value $31,500,000 Value
28,000,000,000 Disgorgement
It's called owning a smaller piece of a bigger pie! Only fools don't change their minds. For some reason, the Whelans refuse to see the logic, smaller piece, bigger pie! Called fear. . . tic toc . . . . .
Only 1 fact - SP closed at $.0008 last Friday, with FDA Clearances overflowing the filing cabinet drawers. Foot, Knee, General musculoskeletal. SP closed at $.0008. Fact.
SYNOPSIS OF THE 7-STEP MANAGEMENT REMEDIATION PLAN DECEMBER 2019
1. SHARE STRUCTURE - Crippling forward progress
2. TRANSPARENCY - No Twitter, announce only material progress
3. FAIR OFFERS TO SHAREHOLDERS - for any internal financing
4. TOXICITY - Get rid of the decade-long stench
5. BOARD of DIRECTORS - Make it 7 Directors, appearances count!
6. COMMUNICATION NALEPKA KONERU - No one else
7. NEGOTIATE/SIGN DEALS-Deliver on all promises! There's a concept!
1. SHARE STRUCTURE - Immediately revise the outrageous shareholdings of the Whelan/IBEX/St. Johns on conversion of all Promissory Notes of around 62 billion shares. The Whelans would own around 35 billion of that 62 billion or 60% +-. Reducing their shares by 28 billion, to 7 billion, new total becomes around 34 billion, they would then own 25% +-. Some say it should be reduced to 3.5 billion, whatever it takes to repair the previous damage. Would you rather own 60%, 35 billion shares, of a crippled company worth nothing and going nowhere fast, or 25%, 7 billion shares of a company under restructuring, that could be worth untold hundreds of millions of dollars?
This brief analysis may help. It illustrates that after disgorging 28 billion of 35 billion shares and reducing the Whelan holdings down to 7 billion, the sp only needs to rise to .0045 for the Whelans to be in exactly the same position they are in now - the toilet! With the increased upside of a company with 34 billion shares out, not 62 billion! Simple.
Whelan Simple Disgorgement of Shares
62,000,000,000 Existing shares 7,000,000,000 New Whelan share #
35,000,000,000 Whelan controlled
$0.00090 Price $0.0045 Price
$31,500,000 Value $31,500,000 Value
28,000,000,000 Disgorgement
It's called owning a smaller piece of a bigger pie! Only fools don't change their minds. For some reason, the Whelans refuse to see the logic, smaller piece, bigger pie! Called fear. . . tic toc . . . . .
Kelly Whelan testified, under oath, before the SEC that she benefited to the tune of $4.5 MILLION, which the SEC then labeled and adjudged as "ill-gotten gains". That's more than some monies were taken out, like salary or special dividend, that's self-dealing! Ill-gotten gains, self-dealing, unaccounted for, unaccountable, gone. How much of that $4.5 MILLION went back into BIEL to keep the operation going?
Why wait, why be patient? I espoused being patient for years, because it concerned the FDA 510(K) process which requires time and patience, everyone who has been involved in FDA matters knows that.
But, the time for waiting and being patient is now long gone - the FDA clearances for the foot and knee in Feb 2017 and the recent general musculoskeletal clearance ends the cold war of being patient and waiting.
It is now the Hot Scramble of beating competition to the shelves, either directly with retailers or through OEM deals.
And the turnaround actions required corporately should wait for nothing, the implementation process for cleaning up the BIEL cluster should have been started in November. We have waited from waiting for faxes, to waiting for documents to waiting for decisions and board meetings and sales meetings. Clean up the mess and drive BIEL out of the toilet! Stop Twittering and yapping and start driving. Lead, follow or get out of the way!
BIEL does drastically need turnaround solutions in a number of areas, most of which remain unaddressed and certainly do not require 180 days:
The 7-Step Management Remediation Plan
Only time with tell if Patricia and Kelly Whelan will do the right things, or not. It is to their direct financial benefit to just bite the imaginary bullet and protect themselves by incorporating vision:
1. SHARE STRUCTURE - Immediately revise the outrageous shareholdings of the Whelan/IBEX/St. Johns on conversion of all Promissory Notes of around 62 billion shares. The Whelans would own around 35 billion of that 62 billion or 60% +-. Reducing their shares by 28 billion, to 7 billion, new total becomes around 34 billion, they would then own 25% +-. Some say it should be reduced to 3.5 billion, whatever it takes to repair the previous damage. Would you rather own 60%, 35 billion shares, of a crippled company worth nothing and going nowhere fast, or 25%, 7 billion shares of a company under restructuring, that could be worth untold hundreds of millions of dollars?;
SYNOPSIS OF THE 7-STEP MANAGEMENT REMEDIATION PLAN DECEMBER 2019
1. SHARE STRUCTURE
2. TRANSPARENCY
3. FAIR OFFERS TO SHAREHOLDERS
4. TOXICITY
5. BOARD of DIRECTORS
6. COMMUNICATION NALEPKA KONERU
7. NEGOTIATE & SIGN DEALS AND DELIVER ON ALL PROMISES!
This brief analysis may help. It illustrates that after disgorging 28 billion of 35 billion shares and reducing the Whelan holdings down to 7 billion, the sp only needs to rise to .0045 for the Whelans to be in exactly the same position they are in now - the toilet! With the increased upside of a company with 34 billion shares out, not 62 billion! Simple.
Whelan Simple Disgorgement of Shares
62,000,000,000 Existing shares 7,000,000,000 New Whelan share #
35,000,000,000 Whelan controlled
$0.00090 Price $0.0045 Price
$31,500,000 Value $31,500,000 Value
28,000,000,000 Disgorgement
It's called owning a smaller piece of a bigger pie! Only fools don't change their minds. For some reason, the Whelans refuse to see the logic, smaller piece, bigger pie! Called fear. . . tic toc . . . . .
Regarding the "KW the 180 Day self imposed turn around time that she requested", it was not requested, and given, it was an advisory!
Turnarounds involve much more than adding KW's mother to a BoD to replace AW and adding KN to conform to the legal requirement of the Corporation of having 3 Directors. Keep in mind, the Corporation was in violation from December 2017 to October 2019, after the resignations of Mary Whelan and Dr. Staelin. Turnarounds also involve much, much more than a change in Sales & Marketing tactics.
BIEL does drastically need turnaround solutions in a number of areas, most of which remain unaddressed and certainly do not require 180 days:
The 7-Step Management Remediation Plan
Only time with tell if Patricia and Kelly Whelan will do the right things, or not. It is to their direct financial benefit to just bite the imaginary bullet and protect themselves by incorporating vision:
1. SHARE STRUCTURE - Immediately revise the outrageous shareholdings of the Whelan/IBEX/St. Johns on conversion of all Promissory Notes of around 62 billion shares. The Whelans would own around 35 billion of that 62 billion or 60% +-. Reducing their shares by 28 billion, to 7 billion, new total becomes around 34 billion, they would then own 25% +-. Some say it should be reduced to 3.5 billion, whatever it takes to repair the previous damage. Would you rather own 60%, 35 billion shares, of a crippled company worth nothing and going nowhere fast, or 25%, 7 billion shares of a company under restructuring, that could be worth untold hundreds of millions of dollars?;
SYNOPSIS OF THE 7-STEP MANAGEMENT REMEDIATION PLAN DECEMBER 2019
1. SHARE STRUCTURE
2. TRANSPARENCY
3. FAIR OFFERS TO SHAREHOLDERS
4. TOXICITY
5. BOARD of DIRECTORS
6. COMMUNICATION NALEPKA KONERU
7. NEGOTIATE & SIGN DEALS AND DELIVER ON ALL PROMISES!
This brief analysis may help. It illustrates that after disgorging 28 billion of 35 billion shares and reducing the Whelan holdings down to 7 billion, the sp only needs to rise to .0045 for the Whelans to be in exactly the same position they are in now - the toilet! With the increased upside of a company with 34 billion shares out, not 62 billion! Simple.
Whelan Simple Disgorgement of Shares
62,000,000,000 Existing shares 7,000,000,000 New Whelan share #
35,000,000,000 Whelan controlled
$0.00090 Price $0.0045 Price
$31,500,000 Value $31,500,000 Value
28,000,000,000 Disgorgement
It's called owning a smaller piece of a bigger pie! Only fools don't change their minds. For some reason, the Whelans refuse to see the logic, smaller piece, bigger pie! Called fear. . . tic toc . . . . .
BIEL's Market Capitalization Value is $51.2 million plus interest shares value generated on Convertible Notes.
64 BILLION shares X $ .0008
Pathetic when one considers a magical miniaturized device for pain FDA cleared.
BIEL's Market Capitalization Value is $51.2 million plus interest shares value generated on Convertible Notes.
64 BILLION shares X $ .0008
Pathetic when one considers a magical militarized device for pain FDA cleared.
The 17 well thought out facts are deadly accurate. Results over the past 4 months, 130 days? BIEL continues to languish in the trips toilet at the absurd .0008, despite recent FDA general clearance for acute and chronic musculoskeletal. That's the clearance everyone patiently waited for during many agonizing years. So, why still in the triple zero range? Why not up in the 2 to 5 cent range? Compare the 17 facts with the 7 step remediation plan below and you get a sense of what is wrong and how to resolve it for ALL shareholders, not just the Whelan family, ALL shareholders.
There have been responses from the Whelan family - not gonna do it! That's another "No!". "Don't like it?" "Leave, no one asked you to invest and I can do what I want!" Really? With your stock at .0008? And a remediation plan that will allow you to reduce your holdings by 28 BILLION shares from #% BILLION shares to 7 BILLION shares and rising through the management remediation plan from where you are today to only .0045 and you have the same wealth?
And in spite of zero chance or interest in takeovers simply by forming strategic stockholder alliances? And it's another "No"? "No" to Dr. Scholl's, CVS, KT Tape? And another "No" to increasing the possibility of fabulous wealth from 'laughable dreaming' to 'likely' through solid proactive management?
Amazing, in its mildest form! Clearly the two most sp killers are the famous 'Whelan toxicity' hanging over the company and the outrageous share structure. The responses were and remain a proposed 180 day plan and a 'call me' request? Read the facts, read the remediation plan, get the Whelan toxicity out of the equation and fix the share structure. It's not a 180 day 7 step remediation plan. It's already 130 days since the family CEO changeover and the sp is down a tick, despite FDA general clearance! FACT!
I can imagine that great BIEL team sitting at HQ in amazement, as was every BIEL shareholder! WTF? We just received FDA general clearance we've been hoping for these past 12 years and the sp doesn't shift ONE TICK???? Toxicity and share structure are killers folks. And it doesn't take 130 days or 180 days, it takes a couple of weeks, maybe 3, to come up with a plan, announce it and watch the results.
Unfortunately, the last 130 days and the obvious delay in completing major deals may be because the big players are reluctant/refusing to jump in after being arrogantly told "No!" by previous management. If anyone thinks a Buyer or VP with Dr. Scholl's, CVS or KT Tape forgets being blown off by a "No", check into rehab, they forget nothing. Only 3 things will get them listening again - Keith Nalepka; ending the Whelan toxicity; and fixing the share structure. There's a couple of weeks of good work! Plan it! Announce it! Complete the plan!
Here's the 7 step plan, get on it, get it done, get over the past and stop the narcissistic, petulant behavior. Say nothing, don't twitter stupidly, manage the company, follow the plan, become wealthy. People are in pain and so are shareholders, including the Whelan family. The stressors of this toxic mess killed the company founder, so fix it! Stop yapping and just fix it!
Takes some reading, but it's not wrong!
214930 February 14, 2020
Doesn't matter much, which statement was posted, assume it was carefully crafted? Read the paragraph on share structure, then the last part, make sense?
How about, IBEX sold convertible notes, which had accumulated interest too.
The buyer then converted them, notes and interest to shares.
Transfer Agent issued those shares to the buyer.
Recipient sold those shares.
Recipient paid IBEX, based on the deal made earlier.
IBEX funded BIEL .....and.
IBEX didn't sell shares...
IBEX legally couldn't sell shares.
IBEX is Kelly Whelan.
Kelly Whelan and IBEX received a guilty decision, fines and Kelly Whelan received a 1 year barment from any involvement in publicly traded penny stock shares from the SEC.
Kelly Whelan was at all times not involved in BIEL - under oath. Must be true. Her BIEL office was vacant, the chair unoccupied.
But, that was then, this is now. Kelly Whelan is involved. But there are issues that will not go away. They are the lingering toxicity of association, negative perception by potential partners as to whether BIEL can follow through, after hearing, “No!” too many times, no deals, CE Mark and share structure. Solving the perception issues and the share structure means instant credibility and deals. Simple.
A series of necessary fixes to reduce the toxicity of the past, enhance the perception of BIEL in the eyes of those who were so outrageously told, "No!" and position all shareholders, mostly the Whelans for a major score. Without the fixes, the sp stays longer in the toilet built by the former CEO.
214635 February 12, 2020
I sense it may very well be substantially due to the SS, among other things, all fixable. A goal should be to fix BIEL, so that it is the best possible corporate vehicle to support the magic of the ActiPatch device.
Could it be that the commercial market, into which BIEL wants to brand and market its' devices is not buying the new management? Is it possible that the commercial players, to whom BIEL said "No", are reluctant to joining forces with BIEL to assuage the many forms of pain experienced by many tens of millions of pain sufferers, just in the U.S.? I'm trying to use the same logic that led me to wonder if the CE Mark had expired, the one that is required for the EU and Australia, which remain closed to BIEL until its' new CE Mark is granted.
BIEL can now confidently enter the real world of various pain areas now - Acute, Chronic, Breakthrough, Bone, Soft tissue, Nerve, Referred, and perhaps less so, Phantom pain. But what if buyers at CVS, who got a "No" from the former CEO, Dr. Scholl's, who got a "No" from the former CEO and KT Tape, who got a "No" from the former CEO, all exhibit 'once burnt, twice shy' symptoms? What if they can't get past the understandable human responses of not wanting to be embarrassed twice and move forward with Keith Nalepka to generating amazing sales and profits from ActiPatch?
Then the solution is very, very simple! Whomever is first to the table with BIEL, the new BIEL, will be just that - first in the ever-present race to generating amazing sales and profitability over their competition. That is the task of Keith Nalepka, VP Sales; to convince them they will be okay in trusting him and the BIEL team to deliver on promises made! Why? Because the former CEO, took a form of early retirement and that was then and this is now and ActiPatch is still the amazing disruptive technology of miniaturized pain remediation it was when they first believed in it. Before they got the outrageous and irrational "No". As I have said before, dementia is among the very worst issues families can face. and now we see, businesses too. Enough said. I'm still sad at what happened, but it happened. I'm human.
Keith Nalepka may have his work cut out for him, as VP Sales, but he is a pro and he will convince the marketplace to take a chance on the new BIEl, of that we can be confident. Now what else can management do to assist in the advancement of BIEL in the marketplace? How about lifting it out of the toilet, the former guy buried it in? Yup, the 7-step management remediation plan. May as well fix it all and get this puppy operating properly. Along with the CE Mark which will open up the EU, including the UK and Australia.
The 7-Step Management Remediation Plan
Post 208513, edited for size
“Only time with tell if Patricia and Kelly Whelan will do the right things, or not. It is to their direct financial benefit to just bite the imaginary bullet and protect themselves by incorporating vision:
1. SHARE STRUCTURE - Immediately revise the outrageous shareholdings of the Whelan/IBEX/St. Johns on conversion of all Promissory Notes of around 62 billion shares. The Whelans would own around 35 billion of that 62 billion or 60% +-. Reducing their shares by 28 billion, to 7 billion, new total becomes around 34 billion, they would then own 25% +-. Some say it should be reduced to 3.5 billion, whatever it takes to repair the previous damage. Would you rather own 60%, 35 billion shares, of a crippled company worth nothing and going nowhere fast, or 25%, 7 billion shares of a company under restructuring, that could be worth untold hundreds of millions of dollars?;
SYNOPSIS OF THE 7-STEP MANAGEMENT REMEDIATION PLAN DECEMBER 2019
1. SHARE STRUCTURE
2. TRANSPARENCY
3. FAIR OFFERS TO SHAREHOLDERS
4. TOXICITY
5. BOARD of DIRECTORS
6. COMMUNICATION NALEPKA KONERU
7. NEGOTIATE & SIGN DEALS AND DELIVER ON ALL PROMISES!
This brief analysis may help. It illustrates that after disgorging 28 billion of 35 billion shares and reducing the Whelan holdings down to 7 billion, the sp only needs to rise to .0045 for the Whelans to be in exactly the same position they are in now - the toilet! With the increased upside of a company with 34 billion shares out, not 62 billion! Simple.
Whelan Simple Disgorgement of Shares
62,000,000,000 Existing shares 7,000,000,000 New Whelan share #
35,000,000,000 Whelan controlled
$0.00090 Price $0.0045 Price
$31,500,000 Value $31,500,000 Value
28,000,000,000 Disgorgement
It's called owning a smaller piece of a bigger pie! Only fools don't change their minds. For some reason, the Whelans refuse to see the logic, smaller piece, bigger pie! Called fear. . . tic toc . . . . .
Doesn't matter much, which statement was posted, assume it was carefully crafted? Read the paragraph on share structure, then the last part, make sense?
How about, IBEX sold convertible notes, which had accumulated interest too.
The buyer then converted them, notes and interest to shares.
Transfer Agent issued those shares to the buyer.
Recipient sold those shares.
Recipient paid IBEX, based on the deal made earlier.
IBEX funded BIEL .....and.
IBEX didn't sell shares...
IBEX legally couldn't sell shares.
IBEX is Kelly Whelan.
Kelly Whelan and IBEX received a guilty decision, fines and Kelly Whelan received a 1 year barment from any involvement in publicly traded penny stock shares from the SEC.
Kelly Whelan was at all times not involved in BIEL - under oath. Must be true. Her BIEL office was vacant, the chair unoccupied.
But, that was then, this is now. Kelly Whelan is involved. But there are issues that will not go away. They are the lingering toxicity of association, negative perception by potential partners as to whether BIEL can follow through, after hearing, "No!" too many times, no deals, CE Mark and share structure. Solving the perception issues and the share structure means instant credibility and deals. Simple.
A series of necessary fixes to reduce the toxicity of the past, enhance the perception of BIEL in the eyes of those who were so outrageously told, "No!" and position all shareholders, mostly the Whelans for a major score. Without the fixes, the sp stays longer in the toilet built by the former CEO.
214635 February 12, 2020
I sense it may very well be substantially due to the SS, among other things, all fixable. A goal should be to fix BIEL, so that it is the best possible corporate vehicle to support the magic of the ActiPatch device.
Could it be that the commercial market, into which BIEL wants to brand and market its' devices is not buying the new management? Is it possible that the commercial players, to whom BIEL said "No", are reluctant to joining forces with BIEL to assuage the many forms of pain experienced by many tens of millions of pain sufferers, just in the U.S.? I'm trying to use the same logic that led me to wonder if the CE Mark had expired, the one that is required for the EU and Australia, which remain closed to BIEL until its' new CE Mark is granted.
BIEL can now confidently enter the real world of various pain areas now - Acute, Chronic, Breakthrough, Bone, Soft tissue, Nerve, Referred, and perhaps less so, Phantom pain. But what if buyers at CVS, who got a "No" from the former CEO, Dr. Scholl's, who got a "No" from the former CEO and KT Tape, who got a "No" from the former CEO, all exhibit 'once burnt, twice shy' symptoms? What if they can't get past the understandable human responses of not wanting to be embarrassed twice and move forward with Keith Nalepka to generating amazing sales and profits from ActiPatch?
Then the solution is very, very simple! Whomever is first to the table with BIEL, the new BIEL, will be just that - first in the ever-present race to generating amazing sales and profitability over their competition. That is the task of Keith Nalepka, VP Sales; to convince them they will be okay in trusting him and the BIEL team to deliver on promises made! Why? Because the former CEO, took a form of early retirement and that was then and this is now and ActiPatch is still the amazing disruptive technology of miniaturized pain remediation it was when they first believed in it. Before they got the outrageous and irrational "No". As I have said before, dementia is among the very worst issues families can face. and now we see, businesses too. Enough said. I'm still sad at what happened, but it happened. I'm human.
Keith Nalepka may have his work cut out for him, as VP Sales, but he is a pro and he will convince the marketplace to take a chance on the new BIEl, of that we can be confident. Now what else can management do to assist in the advancement of BIEL in the marketplace? How about lifting it out of the toilet, the former guy buried it in? Yup, the 7-step management remediation plan. May as well fix it all and get this puppy operating properly. Along with the CE Mark which will open up the EU, including the UK and Australia.
The 7-Step Management Remediation Plan
Post 208513, edited for size
“Only time with tell if Patricia and Kelly Whelan will do the right things, or not. It is to their direct financial benefit to just bite the imaginary bullet and protect themselves by incorporating vision:
1. SHARE STRUCTURE - Immediately revise the outrageous shareholdings of the Whelan/IBEX/St. Johns on conversion of all Promissory Notes of around 62 billion shares. The Whelans would own around 35 billion of that 62 billion or 60% +-. Reducing their shares by 28 billion, to 7 billion, new total becomes around 34 billion, they would then own 25% +-. Some say it should be reduced to 3.5 billion, whatever it takes to repair the previous damage. Would you rather own 60%, 35 billion shares, of a crippled company worth nothing and going nowhere fast, or 25%, 7 billion shares of a company under restructuring, that could be worth untold hundreds of millions of dollars?;
SYNOPSIS OF THE 7-STEP MANAGEMENT REMEDIATION PLAN DECEMBER 2019
1. SHARE STRUCTURE
2. TRANSPARENCY
3. FAIR OFFERS TO SHAREHOLDERS
4. TOXICITY
5. BOARD of DIRECTORS
6. COMMUNICATION NALEPKA KONERU
7. NEGOTIATE & SIGN DEALS AND DELIVER ON ALL PROMISES!
This brief analysis may help. It illustrates that after disgorging 28 billion of 35 billion shares and reducing the Whelan holdings down to 7 billion, the sp only needs to rise to .0045 for the Whelans to be in exactly the same position they are in now - the toilet! With the increased upside of a company with 34 billion shares out, not 62 billion! Simple.
Whelan Simple Disgorgement of Shares
62,000,000,000 Existing shares 7,000,000,000 New Whelan share #
35,000,000,000 Whelan controlled
$0.00090 Price $0.0045 Price
$31,500,000 Value $31,500,000 Value
28,000,000,000 Disgorgement
It's called owning a smaller piece of a bigger pie! Only fools don't change their minds. For some reason, the Whelans refuse to see the logic, smaller piece, bigger pie! Called fear. . . tic toc . . . . .
Hmmmm. Does that include the off-shore broker to whom many shares were sold? Several know the firm name, the individual's name, his location, the deal and number of shares. What we have here is a failure to communicate.
I sense it may very well be substantially due to the SS, among other things, all fixable. A goal should be to fix BIEL, so that it is the best possible corporate vehicle to support the magic of the ActiPatch device.
Could it be that the commercial market, into which BIEL wants to brand and market its' devices is not buying the new management? Is it possible that the commercial players, to whom BIEL said "No", are reluctant to joining forces with BIEL to assuage the many forms of pain experienced by many tens of millions of pain sufferers, just in the U.S.? I'm trying to use the same logic that led me to wonder if the CE Mark had expired, the one that is required for the EU and Australia, which remain closed to BIEL until its' new CE Mark is granted.
BIEL can now confidently enter the real world of various pain areas now - Acute, Chronic, Breakthrough, Bone, Soft tissue, Nerve, Referred, and perhaps less so, Phantom pain. But what if buyers at CVS, who got a "No" from the former CEO, Dr. Scholl's, who got a "No" from the former CEO and KT Tape, who got a "No" from the former CEO, all exhibit 'once burnt, twice shy' symptoms? What if they can't get past the understandable human responses of not wanting to be embarrassed twice and move forward with Keith Nalepka to generating amazing sales and profits from ActiPatch?
Then the solution is very, very simple! Whomever is first to the table with BIEL, the new BIEL, will be just that - first in the ever-present race to generating amazing sales and profitability over their competition. That is the task of Keith Nalepka, VP Sales; to convince them they will be okay in trusting him and the BIEL team to deliver on promises made! Why? Because the former CEO, took a form of early retirement and that was then and this is now and ActiPatch is still the amazing disruptive technology of miniaturized pain remediation it was when they first believed in it. Before they got the outrageous and irrational "No". As I have said before, dementia is among the very worst issues families can face. and now we see, businesses too. Enough said. I'm still sad at what happened, but it happened. I'm human.
Keith Nalepka may have his work cut out for him, as VP Sales, but he is a pro and he will convince the marketplace to take a chance on the new BIEl, of that we can be confident. Now what else can management do to assist in the advancement of BIEL in the marketplace? How about lifting it out of the toilet, the former guy buried it in? Yup, the 7-step management remediation plan. May as well fix it all and get this puppy operating properly. Along with the CE Mark which will open up the EU, including the UK and Australia.
The 7-Step Management Remediation Plan
Post 208513, edited for size
“Only time with tell if Patricia and Kelly Whelan will do the right things, or not. It is to their direct financial benefit to just bite the imaginary bullet and protect themselves by incorporating vision:
1. SHARE STRUCTURE - Immediately revise the outrageous shareholdings of the Whelan/IBEX/St. Johns on conversion of all Promissory Notes of around 62 billion shares. The Whelans would own around 35 billion of that 62 billion or 60% +-. Reducing their shares by 28 billion, to 7 billion, new total becomes around 34 billion, they would then own 25% +-. Some say it should be reduced to 3.5 billion, whatever it takes to repair the previous damage. Would you rather own 60%, 35 billion shares, of a crippled company worth nothing and going nowhere fast, or 25%, 7 billion shares of a company under restructuring, that could be worth untold hundreds of millions of dollars?;
SYNOPSIS OF THE 7-STEP MANAGEMENT REMEDIATION PLAN DECEMBER 2019
1. SHARE STRUCTURE
2. TRANSPARENCY
3. FAIR OFFERS TO SHAREHOLDERS
4. TOXICITY
5. BOARD of DIRECTORS
6. COMMUNICATION NALEPKA KONERU
7. NEGOTIATE & SIGN DEALS AND DELIVER ON ALL PROMISES!
It's called owning a smaller piece of a bigger pie! Only fools don't change their minds. tic toc . . . . .
Was the efficacy number not 71%? Or slightly better?
There have been numerous drugs approved by FDA where efficacy factor was <5%. ActiPatch truly is a magical device.
Just have to clean up the share structure and governance structure.
FDA General Clearance including the back and not one shift in share price .0009. With magical aspects of cleared ActiPatch can only be the toxicity of the Whelan name from previous management and share structure - nothing else makes any sense.
213951 February 9, 2020
2 out of 3 deals signed this coming week? After 12 years of obfuscation, bungling and unfulfilled expectations under the previous CEO? Keith Nalepka, and Drs Koneru and Staelin are miracle workers!
The problem may not be one of shareholder expectations or investor confidence. BIEL now has the necessary FDA general clearance to go to the moon. I accept that wholeheartedly.
Could it be that the commercial market, into which BIEL wants to brand and market its' devices is not buying the new management? Is it possible that the commercial players, to whom BIEL said "No", are reluctant to joining forces with BIEL to assuage the many forms of pain experienced by many tens of millions of pain sufferers, just in the U.S.? I'm trying to use the same logic that led me to wonder if the CE Mark had expired, the one that is required for the EU and Australia, which remain closed to BIEL until its' new CE Mark is granted.
BIEL can now confidently enter the real world of various pain areas now - Acute, Chronic, Breakthrough, Bone, Soft tissue, Nerve, Referred, and perhaps less so, Phantom pain. But what if buyers at CVS, who got a "No" from the former CEO, Dr. Scholl's, who got a "No" from the former CEO and KT Tape, who got a "No" from the former CEO, all exhibit 'once burnt, twice shy' symptoms? What if they can't get past the understandable human responses of not wanting to be embarrassed twice and move forward with Keith Nalepka to generating amazing sales and profits from ActiPatch?
Then the solution is very, very simple! Whomever is first to the table with BIEL, the new BIEL, will be just that - first in the ever-present race to generating amazing sales and profitability over their competition. That is the task of Keith Nalepka, VP Sales; to convince them they will be okay in trusting him and the BIEL team to deliver on promises made! Why? Because the former CEO, took a form of early retirement and that was then and this is now and ActiPatch is still the amazing disruptive technology of miniaturized pain remediation it was when they first believed in it. Before they got the outrageous and irrational "No". As I have said before, dementia is among the very worst issues families can face. and now we see, businesses too. Enough said. I'm still sad at what happened, but it happened. I'm human.
Keith Nalepka may have his work cut out for him, as VP Sales, but he is a pro and he will convince the marketplace to take a chance on the new BIEl, of that we can be confident. Now what else can management do to assist in the advancement of BIEL in the marketplace? How about lifting it out of the toilet, the former guy buried it in? Yup, the 7-step management remediation plan. May as well fix it all and get this puppy operating properly. Along with the CE Mark which will open up the EU, including the UK and Australia.
The 7-Step Management Remediation Plan
Post 208513, edited for size
“Only time with tell if Patricia and Kelly Whelan will do the right things, or not. It is to their direct financial benefit to just bite the imaginary bullet and protect themselves by incorporating vision:
1. SHARE STRUCTURE - Immediately revise the outrageous shareholdings of the Whelan/IBEX/St. Johns on conversion of all Promissory Notes of around 62 billion shares. The Whelans would own around 35 billion of that 62 billion or 60% +-. Reducing their shares by 28 billion, to 7 billion, new total becomes around 34 billion, they would then own 25% +-. Some say it should be reduced to 3.5 billion, whatever it takes to repair the previous damage. Would you rather own 60%, 35 billion shares, of a crippled company worth nothing and going nowhere fast, or 25%, 7 billion shares of a company under restructuring, that could be worth untold hundreds of millions of dollars?;
SYNOPSIS OF THE 7-STEP MANAGEMENT REMEDIATION PLAN DECEMBER 2019
1. SHARE STRUCTURE
2. TRANSPARENCY
3. FAIR OFFERS TO SHAREHOLDERS
4. TOXICITY
5. BOARD of DIRECTORS
6. COMMUNICATION NALEPKA KONERU
7. NEGOTIATE & SIGN DEALS AND DELIVER ON ALL PROMISES!
It's called owning a smaller piece of a bigger pie! Only fools don't change their minds. tic toc . . . . .
FDA General Clearance including the back and not one shift in share price .0009. With magical aspects of cleared ActiPatch can only be the toxicity of the Whelan name from previous management and share structure - nothing else makes any sense.
213951 February 9, 2020
2 out of 3 deals signed this coming week? After 12 years of obfuscation, bungling and unfulfilled expectations under the previous CEO? Keith Nalepka, and Drs Koneru and Staelin are miracle workers!
The problem may not be one of shareholder expectations or investor confidence. BIEL now has the necessary FDA general clearance to go to the moon. I accept that wholeheartedly.
Could it be that the commercial market, into which BIEL wants to brand and market its' devices is not buying the new management? Is it possible that the commercial players, to whom BIEL said "No", are reluctant to joining forces with BIEL to assuage the many forms of pain experienced by many tens of millions of pain sufferers, just in the U.S.? I'm trying to use the same logic that led me to wonder if the CE Mark had expired, the one that is required for the EU and Australia, which remain closed to BIEL until its' new CE Mark is granted.
BIEL can now confidently enter the real world of various pain areas now - Acute, Chronic, Breakthrough, Bone, Soft tissue, Nerve, Referred, and perhaps less so, Phantom pain. But what if buyers at CVS, who got a "No" from the former CEO, Dr. Scholl's, who got a "No" from the former CEO and KT Tape, who got a "No" from the former CEO, all exhibit 'once burnt, twice shy' symptoms? What if they can't get past the understandable human responses of not wanting to be embarrassed twice and move forward with Keith Nalepka to generating amazing sales and profits from ActiPatch?
Then the solution is very, very simple! Whomever is first to the table with BIEL, the new BIEL, will be just that - first in the ever-present race to generating amazing sales and profitability over their competition. That is the task of Keith Nalepka, VP Sales; to convince them they will be okay in trusting him and the BIEL team to deliver on promises made! Why? Because the former CEO, took a form of early retirement and that was then and this is now and ActiPatch is still the amazing disruptive technology of miniaturized pain remediation it was when they first believed in it. Before they got the outrageous and irrational "No". As I have said before, dementia is among the very worst issues families can face. and now we see, businesses too. Enough said. I'm still sad at what happened, but it happened. I'm human.
Keith Nalepka may have his work cut out for him, as VP Sales, but he is a pro and he will convince the marketplace to take a chance on the new BIEl, of that we can be confident. Now what else can management do to assist in the advancement of BIEL in the marketplace? How about lifting it out of the toilet, the former guy buried it in? Yup, the 7-step management remediation plan. May as well fix it all and get this puppy operating properly. Along with the CE Mark which will open up the EU, including the UK and Australia.
The 7-Step Management Remediation Plan
Post 208513, edited for size
“Only time with tell if Patricia and Kelly Whelan will do the right things, or not. It is to their direct financial benefit to just bite the imaginary bullet and protect themselves by incorporating vision:
1. SHARE STRUCTURE - Immediately revise the outrageous shareholdings of the Whelan/IBEX/St. Johns on conversion of all Promissory Notes of around 62 billion shares. The Whelans would own around 35 billion of that 62 billion or 60% +-. Reducing their shares by 28 billion, to 7 billion, new total becomes around 34 billion, they would then own 25% +-. Some say it should be reduced to 3.5 billion, whatever it takes to repair the previous damage. Would you rather own 60%, 35 billion shares, of a crippled company worth nothing and going nowhere fast, or 25%, 7 billion shares of a company under restructuring, that could be worth untold hundreds of millions of dollars?;
SYNOPSIS OF THE 7-STEP MANAGEMENT REMEDIATION PLAN DECEMBER 2019
1. SHARE STRUCTURE
2. TRANSPARENCY
3. FAIR OFFERS TO SHAREHOLDERS
4. TOXICITY
5. BOARD of DIRECTORS
6. COMMUNICATION NALEPKA KONERU
7. NEGOTIATE & SIGN DEALS AND DELIVER ON ALL PROMISES!
It's called owning a smaller piece of a bigger pie! Only fools don't change their minds. tic toc . . . . .
2 out of 3 deals signed this coming week? After 12 years of obfuscation, bungling and unfulfilled expectations under the previous CEO? Keith Nalepka, and Drs Koneru and Staelin are miracle workers - hope your predictions are realized for the sake of the pain-suffering public and all shareholders!
Assuming for a moment, that the information is correct in every way, then one can assume that the problem may not be one of shareholder expectations or investor confidence. BIEL now has the necessary FDA general clearance to go to the moon. I accept that wholeheartedly.
Then, the question might be asked, why is the upside limited to 2/100's of a cent? Could it be that the commercial market, into which BIEL wants to brand and market its' devices is not buying the new management? Is it possible that the commercial players, to whom BIEL said "No", are reluctant to joining forces with BIEL to assuage the many forms of pain experienced by many tens of millions of pain sufferers, just in the U.S.? I'm trying to use the same logic that led me to wonder if the CE Mark had expired, the one that is required for the EU and Australia, which remain closed to BIEL until its' new CE Mark is granted.
BIEL can now confidently enter the real world of various pain areas now - Acute, Chronic, Breakthrough, Bone, Soft tissue, Nerve, Referred, and perhaps less so, Phantom pain. But what if buyers at CVS, who got a "No" from the former CEO, Dr. Scholl's, who got a "No" from the former CEO and KT Tape, who got a "No" from the former CEO, all exhibit 'once burnt, twice shy' symptoms? What if they can't get past the understandable human responses of not wanting to be embarrassed twice and move forward with Keith Nalepka to generating amazing sales and profits from ActiPatch?
Then the solution is very, very simple! Whomever is first to the table with BIEL, the new BIEL, will be just that - first in the ever-present race to generating amazing sales and profitability over their competition. That is the task of Keith Nalepka, VP Sales; to convince them they will be okay in trusting him and the BIEL team to deliver on promises made! Why? Because the former CEO, took a form of early retirement and that was then and this is now and ActiPatch is still the amazing disruptive technology of miniaturized pain remediation it was when they first believed in it. Before they got the outrageous and irrational "No". As I have said before, dementia is among the very worst issues families can face. and now we see, businesses too. Enough said. I'm still sad at what happened, but it happened. I'm human.
Keith Nalepka may have his work cut out for him, as VP Sales, but he is a pro and he will convince the marketplace to take a chance on the new BIEl, of that we can be confident. Now what else can management do to assist in the advancement of BIEL in the marketplace? How about lifting it out of the toilet, the former guy buried it in? Yup, the 7-step management remediation plan. May as well fix it all and get this puppy operating properly. Along with the CE Mark which will open up the EU, including the UK and Australia.
The 7-Step Management Remediation Plan
Post 208513, edited for size
“Only time with tell if Patricia and Kelly Whelan will do the right things, or not. It is to their direct financial benefit to just bite the imaginary bullet and protect themselves by incorporating vision:
1. SHARE STRUCTURE - Immediately revise the outrageous shareholdings of the Whelan/IBEX/St. Johns on conversion of all Promissory Notes of around 62 billion shares. The Whelans would own around 35 billion of that 62 billion or 60% +-. Reducing their shares by 28 billion, to 7 billion, new total becomes around 34 billion, they would then own 25% +-. Some say it should be reduced to 3.5 billion, whatever it takes to repair the previous damage. Would you rather own 60%, 35 billion shares, of a crippled company worth nothing and going nowhere fast, or 25%, 7 billion shares of a company under restructuring, that could be worth untold hundreds of millions of dollars?;
SYNOPSIS OF THE 7-STEP MANAGEMENT REMEDIATION PLAN DECEMBER 2019
1. SHARE STRUCTURE
2. TRANSPARENCY
3. FAIR OFFERS TO SHAREHOLDERS
4. TOXICITY
5. BOARD of DIRECTORS
6. COMMUNICATION NALEPKA KONERU
7. NEGOTIATE & SIGN DEALS AND DELIVER ON ALL PROMISES!
It's called owning a smaller piece of a bigger pie! Only fools don't change their minds. tic toc . . . . . Have a great weekend
Assuming for a moment, that the information is correct in every way, then one can assume that the problem may not be one of shareholder expectations or investor confidence. BIEL now has the necessary FDA general clearance to go to the moon. I accept that wholeheartedly.
Then, the question might be asked, why is the upside limited to 2/100's of a cent? Could it be that the commercial market, into which BIEL wants to brand and market its' devices is not buying the new management? Is it possible that the commercial players, to whom BIEL said "No", are reluctant to joining forces with BIEL to assuage the many forms of pain experienced by many tens of millions of pain sufferers, just in the U.S.? I'm trying to use the same logic that led me to wonder if the CE Mark had expired, the one that is required for the EU and Australia, which remain closed to BIEL until its' new CE Mark is granted.
BIEL can now confidently enter the real world of various pain areas now - Acute, Chronic, Breakthrough, Bone, Soft tissue, Nerve, Referred, and perhaps less so, Phantom pain. But what if buyers at CVS, who got a "No" from the former CEO, Dr. Scholl's, who got a "No" from the former CEO and KT Tape, who got a "No" from the former CEO, all exhibit 'once burnt, twice shy' symptoms? What if they can't get past the understandable human responses of not wanting to be embarrassed twice and move forward with Keith Nalepka to generating amazing sales and profits from ActiPatch?
Then the solution is very, very simple! Whomever is first to the table with BIEL, the new BIEL, will be just that - first in the ever-present race to generating amazing sales and profitability over their competition. That is the task of Keith Nalepka, VP Sales; to convince them they will be okay in trusting him and the BIEL team to deliver on promises made! Why? Because the former CEO, took a form of early retirement and that was then and this is now and ActiPatch is still the amazing disruptive technology of miniaturized pain remediation it was when they first believed in it. Before they got the outrageous and irrational "No". As I have said before, dementia is among the very worst issues families can face. and now we see, businesses too. Enough said. I'm still sad at what happened, but it happened. I'm human.
Keith Nalepka may have his work cut out for him, as VP Sales, but he is a pro and he will convince the marketplace to take a chance on the new BIEl, of that we can be confident. Now what else can management do to assist in the advancement of BIEL in the marketplace? How about lifting it out of the toilet, the former guy buried it in? Yup, the 7-step management remediation plan. May as well fix it all and get this puppy operating properly. Along with the CE Mark which will open up the EU, including the UK and Australia.
The 7-Step Management Remediation Plan
Post 208513, edited for size
“Only time with tell if Patricia and Kelly Whelan will do the right things, or not. It is to their direct financial benefit to just bite the imaginary bullet and protect themselves by incorporating vision:
1. SHARE STRUCTURE - Immediately revise the outrageous shareholdings of the Whelan/IBEX/St. Johns on conversion of all Promissory Notes of around 62 billion shares. The Whelans would own around 35 billion of that 62 billion or 60% +-. Reducing their shares by 28 billion, to 7 billion, new total becomes around 34 billion, they would then own 25% +-. Some say it should be reduced to 3.5 billion, whatever it takes to repair the previous damage. Would you rather own 60%, 35 billion shares, of a crippled company worth nothing and going nowhere fast, or 25%, 7 billion shares of a company under restructuring, that could be worth untold hundreds of millions of dollars?;
SYNOPSIS OF THE 7-STEP MANAGEMENT REMEDIATION PLAN DECEMBER 2019
1. SHARE STRUCTURE
2. TRANSPARENCY
3. FAIR OFFERS TO SHAREHOLDERS
4. TOXICITY
5. BOARD of DIRECTORS
6. COMMUNICATION NALEPKA KONERU
7. NEGOTIATE & SIGN DEALS AND DELIVER ON ALL PROMISES!
It's called owning a smaller piece of a bigger pie! Only fools don't change their minds. tic toc . . . . . Have a great weekend
You do between 4 and 5PM on Fridays.
Things must happen in the proper order and without a lot of fanfare. Prudent management!
Here's what the toilet dweller needs, nothing more, nothing less:
Post 208513, edited for size
“Only time with tell if Patricia and Kelly Whelan will do the right things, or not. It is to their direct financial benefit to just bite the imaginary bullet and protect themselves by incorporating vision, instead of remaining mired in absurd greed:
1. SHARE STRUCTURE - Immediately revise the outrageous shareholdings of the Whelan/IBEX/St. Johns on conversion of all Promissory Notes of around 62 billion shares. The Whelans would own around 35 billion of that 62 billion or 60% +-. Reducing their shares by 28 billion, to 7 billion, new total becomes around 34 billion, they would then own 25% +-. Some say it should be reduced to 3.5 billion, whatever it takes to repair the previous damage. Would you rather own 60%, 35 billion shares, of a crippled company worth nothing and going nowhere fast, or 25%, 7 billion shares of a company under restructuring, that gives a toilet dweller half a chance to scratch and claw its way out of that toilet?;
2. TRANSPARENCY - Make a commitment to absolute transparency with shareholders, who may or may not invest further funds in the restructuring. Without such openness and transparency, why would anyone consider further investment?;
3. FAIR OFFERS TO SHAREHOLDERS - In the case of potential investment by existing shareholders, put your best offer forward, so they don't feel they are still being jerked around. The toxicity of the past lingers . . .;
4. TOXICITY - Clean the house of the toxicity of the previous crippling dictatorship. There were dozens, hundreds, thousands of things done right and professionally by the collective dedicated management team of BIEL. A restructuring like this only involves those many negative aspects that put the company in the toilet and nothing else!
Take a silent back seat for a couple of years. It has and will be said, "that was him, this is us". Nonsense! You can't get rid of family name toxicity and stench with words, you have to spray the joint and then disinfect it, produce tangible results! The company was infected! It's still the Whelans!" Swallow the pride and anger, realize that successful businesses are run with heads, not hearts, and just get rid of the infection! And, the longer it is delayed, now almost 3 months,the more the infection spreads, it's what poison does. Why wait and remain in the toilet?;
5. BOARD of DIRECTORS - Increase the Board of Directors to 5 or 7, increasing it to 3, two Whelans and Keith Nalepka, makes it still a Whelan board, that makes Keith Nalepka vulnerable to the greed of the past players. Not a solution, not even close. Remember, shareholders are not stupid, as was often said at BIEL! Place trust in the new slate of Directors to make prudent decisions and manage this toilet dweller out of mushroom land. Everyone can easily imagine the decade of self-serving gymnastics that went on, past employees have shared the reluctance of management to opening up the books. Of course there were games.;
6. COMMUNICATION NALEPKA KONERU - Delegate all responsibilities of communication with the public and shareholders to Keith Nalepka and Dr. Sree Koneru. This will give them the credibility they need and deserve and help to eradicate the toxicity. Announce it today, not tomorrow, today;
7. NEGOTIATE & SIGN DEALS - Negotiate the best deals, with as many retail entities, as quickly as reasonably possible. I said to previous management a dozen times, "just make the best deal you possibly can early on. Once you are on shelves, others will come, but get the first one or two done. Retailers cannot stand that competitors have SKUs they don't have." The response? "No, why should they make all that money?" Imagine saying "no" to CVS, Dr. Scholl's and KT Tape, for thirty seconds and you will shake your head for a week, which is what I did! There is much more, not worth repeating. Keith Nalepka knows how to do it, let him do it.
SYNOPSIS OF THE 7-STEP MANAGEMENT REMEDIATION PLAN DECEMBER 2019
1. SHARE STRUCTURE
2. TRANSPARENCY
3. FAIR OFFERS TO SHAREHOLDERS
4. TOXICITY
5. BOARD of DIRECTORS
6. COMMUNICATION NALEPKA KONERU
7. NEGOTIATE & SIGN DEALS
tic toc . . . . .
All total nonsense
Total nonsense
Viable contracts, sales, profits - are obviously givens to uplisting, along with numerous other qualifiers.
BIEL is being outplayed by ENDV by uplisting exchanges to leave BIEL behind. It means ENDV will be seen by all brokers and investment firms and investors, BIEL will not. Called credibility of exchange.
BIEL could easily implement Step 1 of the 7 step plan by the Whelans reducing their holdings from 35 BILLION to 7 BILLION shares and the total shares from 62 BILLION to 28 BILLION. Then watch the sp rise immediately. Then trigger a 1 for 100 shares reverse split taking the OS down to 280 MILLION, uplist BIEL and blow ENDV into oblivion. Called tactical planning versus being left alone in the toilet. ENDV is doing it, to do a proactive end-run on BIEL and clearly on the advice of its new money players. "Nah, we got this! We like it in the toilet!"
Competition has an inferior product, hugely expensive, stock has gone through several reverse splits. But, how many shares OS? And it's north of 3 bucks? How many BIEL shares OS? And BIEL is trading where?
Could BIEL remaining in the toilet, after 10 years there, after just receiving the coveted FDA clearance for the biggest pain issue - the back - as well as with its general musculoskeletal coverage - all body parts, be the reason for the sp remaining at .001? Could it be the issue of 62 billion shares when all convertible notes are redeemed for stock? Nah, we got this! Incredible!
Here is info on the 7-step management remediation plan, which received a "No", along with Dr. Scholl's, CVS and KT Tape. See also the rationale for reducing the number of Whelan shares described in Step 1. You can see that 35 BILLION shares at .0009 has the same value as 7 BILLION shares at .0045. So, when the stock goes to a few cents, say 3 cents, because it is no longer bloated and struggling against 62 BILLION shares, the Whelan's 7 BILLION shares would have a value of $210 MILLION. How much is enough? What intelligent person would not want a smaller piece of a bigger pie, when they can get really wealthy in a more assured scenario and a shorter time? to repeat, how much is enough? 25? 50? 75? 200? 500? MILLION?
Without fixing the share structure, it may take many years to reach 3 cents, with 62 BILLION shares,if it does at all. How long might it take with the reduction described in step 1.? Couple of weeks? Speculation? of course! Fact would be Whelans would be better off, more quickly, all shareholders would be better off, more quickly, and BIEL would attract more investors! Nah, we got this! Sure you do, in the toilet, where its been for 10 years, through 4 or 5 FDA clearances. It's not the economy, it's the share structure!!!!
And BTW, for management to say, "If you don't like it sell your shares" and, "no one forced you to buy shares" and are about the lamest outrageously short-sighted comments a CEO could ever make! Why? Because money players see such comments and do not react at all, they just silently retreat . . . . Stop the inane comments, stop the twitter, manage the company with humility, intelligence, proactively with prudence, not reactively to stimuli, and maturity!
212645 February 3, 2020
They have it, (in answer to the question - does BIEL management have the 7-step plan?) as did the former guy 9 months ago, when he contacted some pretty cool people and asked for help because he wanted to retire, realizing finally that his horsepower and cognitive faculties had faded considerably! In many ways, a good guy, but he was unwell.
The more recent management response to the 7-step management remediation plan was yet another self-defeating "No".
Sometimes it's difficult for people to imagine or even see the incredible upside of having a smaller piece of a bigger pie. It ain't the number of shares, it's the share price! In the same department as talk is cheap and only inked deals count! So? Fix the share structure, ink the deals, work smart and hard and create incredible success!
Hope this helps . . . .
212528 February 3, 2020
No doubt it took 10 seconds or less to determine the float is too big, as many others are. It can run to a few cents now because of the incredible pending deals, but not much higher because of the share structure.
Every morning, I look in the mirror and say, "too many shares and there is an easy solution that will benefit all shareholders, including the Whelan family owning >50% of the stock, through convertible notes.!"
Here is the 7-step management remediation plan submitted to management and ready to go! Funny how share structure is #1 on the list!
Post 210109 January 21, 2020
Hmmmm. A 7-step remediation plan presented here many weeks ago as post 206689 on December 6 and on numerous occasions since. That was 2 months after the former CEO term ended and its now 3 ½ months since the current CEO, Kelly Whelan, assumed that position. Much of the 7-step plan was discussed with the former CEO, over many years, and presented to him in April after HE reached out for help because he stated he wanted to retire and asked for help. It is reduced to point form below.
Post 208513, edited for size
“Only time with tell if Patricia and Kelly Whelan will do the right things, or not. It is to their direct financial benefit to just bite the imaginary bullet and protect themselves by incorporating vision, instead of remaining mired in absurd greed:
1. SHARE STRUCTURE - Immediately revise the outrageous shareholdings of the Whelan/IBEX/St. Johns on conversion of all Promissory Notes of around 62 billion shares. The Whelans would own around 35 billion of that 62 billion or 60% +-. Reducing their shares by 28 billion, to 7 billion, new total becomes around 34 billion, they would then own 25% +-. Some say it should be reduced to 3.5 billion, whatever it takes to repair the previous damage. Would you rather own 60%, 35 billion shares, of a crippled company worth nothing and going nowhere fast, or 25%, 7 billion shares of a company under restructuring, that gives a toilet dweller half a chance to scratch and claw its way out of that toilet?;
2. TRANSPARENCY - Make a commitment to absolute transparency with shareholders, who may or may not invest further funds in the restructuring. Without such openness and transparency, why would anyone consider further investment?;
3. FAIR OFFERS TO SHAREHOLDERS - In the case of potential investment by existing shareholders, put your best offer forward, so they don't feel they are still being jerked around. The toxicity of the past lingers . . .;
4. TOXICITY - Clean the house of the toxicity of the previous crippling dictatorship. There were dozens, hundreds, thousands of things done right and professionally by the collective dedicated management team of BIEL. A restructuring like this only involves those many negative aspects that put the company in the toilet and nothing else!
Take a silent back seat for a couple of years. It has and will be said, "that was him, this is us". Nonsense! You can't get rid of family name toxicity and stench with words, you have to spray the joint and then disinfect it, produce tangible results! The company was infected! It's still the Whelans!" Swallow the pride and anger, realize that successful businesses are run with heads, not hearts, and just get rid of the infection! And, the longer it is delayed, now almost 3 months,the more the infection spreads, it's what poison does. Why wait and remain in the toilet?;
5. BOARD of DIRECTORS - Increase the Board of Directors to 5 or 7, increasing it to 3, two Whelans and Keith Nalepka, makes it still a Whelan board, that makes Keith Nalepka vulnerable to the greed of the past players. Not a solution, not even close. Remember, shareholders are not stupid, as was often said at BIEL! Place trust in the new slate of Directors to make prudent decisions and manage this toilet dweller out of mushroom land. Everyone can easily imagine the decade of self-serving gymnastics that went on, past employees have shared the reluctance of management to opening up the books. Of course there were games.;
6. COMMUNICATION NALEPKA KONERU - Delegate all responsibilities of communication with the public and shareholders to Keith Nalepka and Dr. Sree Koneru. This will give them the credibility they need and deserve and help to eradicate the toxicity. Announce it today, not tomorrow, today;
7. NEGOTIATE & SIGN DEALS - Negotiate the best deals, with as many retail entities, as quickly as reasonably possible. I said to previous management a dozen times, "just make the best deal you possibly can early on. Once you are on shelves, others will come, but get the first one or two done. Retailers cannot stand that competitors have SKUs they don't have." The response? "No, why should they make all that money?" Imagine saying "no" to CVS, Dr. Scholl's and KT Tape, for thirty seconds and you will shake your head for a week, which is what I did! There is much more, not worth repeating. Keith Nalepka knows how to do it, let him do it.
SYNOPSIS OF THE 7-STEP MANAGEMENT REMEDIATION PLAN DECEMBER 2019
1. SHARE STRUCTURE
2. TRANSPARENCY
3. FAIR OFFERS TO SHAREHOLDERS
4. TOXICITY
5. BOARD of DIRECTORS
6. COMMUNICATION NALEPKA KONERU
7. NEGOTIATE & SIGN DEALS
Whelan Simple Disgorgement of Shares
62,000,000,000 Existing shares 7,000,000,000 New Whelan share #
35,000,000,000 Whelan controlled
$0.00090 Price $0.0045 Price
$31,500,000 Value $31,500,000 Value
28,000,000,000 Disgorgement
You're right, 20% in a day, in isolation, is magical, much like ActiPatch, the miniaturized disruptive technology pain solution. Bigger picture is the share structure and how the Whelan family, along with all shareholders can benefit the most by tweaking it to help the company get out of the toilet. Note that there is no mention in the 7 steps of FDA - had to happen!
Late night reading:
The suggestion was made earlier today to make sure BIEL management have the details of the 7-step management remediation plan. This was the response. . . . . . BIEL has received FDA general clearance forever!!!!! Now, the company needs to be fixed here and there and fly . . . go Team BIEL!
212645 February 3, 2020
They have it, as did the former guy 9 months ago, when he contacted some pretty cool people and asked for help because he wanted to retire, realizing finally that his horsepower and cognitive faculties had faded considerably! In many ways, a good guy, but he was unwell.
The more recent management response to the 7-step management remediation plan was yet another self-defeating "No".
Sometimes it's difficult for people to imagine or even see the incredible upside of having a smaller piece of a bigger pie. It ain't the number of shares, it's the share price! In the same department as talk is cheap and only inked deals count! So? Fix the share structure, ink the deals, work smart and hard and create incredible success!
Hope this helps . . . .
212528 February 3, 2020
No doubt it took 10 seconds or less to determine the float is too big, as many others are. It can run to a few cents now because of the incredible pending deals, but not much higher because of the share structure.
Every morning, I look in the mirror and say, "too many shares and there is an easy solution that will benefit all shareholders, including the Whelan family owning >50% of the stock, through convertible notes.!"
Here is the 7-step management remediation plan submitted to management and ready to go! Funny how share structure is #1 on the list!
Post 210109 January 21, 2020
Hmmmm. A 7-step remediation plan presented here many weeks ago as post 206689 on December 6 and on numerous occasions since. That was 2 months after the former CEO term ended and its now 3 ½ months since the current CEO, Kelly Whelan, assumed that position. Much of the 7-step plan was discussed with the former CEO, over many years, and presented to him in April after HE reached out for help because he stated he wanted to retire and asked for help. It is reduced to point form below.
Post 208513, edited for size
“Only time with tell if Patricia and Kelly Whelan will do the right things, or not. It is to their direct financial benefit to just bite the imaginary bullet and protect themselves by incorporating vision, instead of remaining mired in absurd greed:
1. SHARE STRUCTURE - Immediately revise the outrageous shareholdings of the Whelan/IBEX/St. Johns on conversion of all Promissory Notes of around 62 billion shares. The Whelans would own around 35 billion of that 62 billion or 60% +-. Reducing their shares by 28 billion, to 7 billion, new total becomes around 34 billion, they would then own 25% +-. Some say it should be reduced to 3.5 billion, whatever it takes to repair the previous damage. Would you rather own 60%, 35 billion shares, of a crippled company worth nothing and going nowhere fast, or 25%, 7 billion shares of a company under restructuring, that gives a toilet dweller half a chance to scratch and claw its way out of that toilet?;
2. TRANSPARENCY - Make a commitment to absolute transparency with shareholders, who may or may not invest further funds in the restructuring. Without such openness and transparency, why would anyone consider further investment?;
3. FAIR OFFERS TO SHAREHOLDERS - In the case of potential investment by existing shareholders, put your best offer forward, so they don't feel they are still being jerked around. The toxicity of the past lingers . . .;
4. TOXICITY - Clean the house of the toxicity of the previous crippling dictatorship. There were dozens, hundreds, thousands of things done right and professionally by the collective dedicated management team of BIEL. A restructuring like this only involves those many negative aspects that put the company in the toilet and nothing else!
Take a silent back seat for a couple of years. It has and will be said, "that was him, this is us". Nonsense! You can't get rid of family name toxicity and stench with words, you have to spray the joint and then disinfect it, produce tangible results! The company was infected! It's still the Whelans!" Swallow the pride and anger, realize that successful businesses are run with heads, not hearts, and just get rid of the infection! And, the longer it is delayed, now almost 3 months,the more the infection spreads, it's what poison does. Why wait and remain in the toilet?;
5. BOARD of DIRECTORS - Increase the Board of Directors to 5 or 7, increasing it to 3, two Whelans and Keith Nalepka, makes it still a Whelan board, that makes Keith Nalepka vulnerable to the greed of the past players. Not a solution, not even close. Remember, shareholders are not stupid, as was often said at BIEL! Place trust in the new slate of Directors to make prudent decisions and manage this toilet dweller out of mushroom land. Everyone can easily imagine the decade of self-serving gymnastics that went on, past employees have shared the reluctance of management to opening up the books. Of course there were games.;
6. COMMUNICATION NALEPKA KONERU - Delegate all responsibilities of communication with the public and shareholders to Keith Nalepka and Dr. Sree Koneru. This will give them the credibility they need and deserve and help to eradicate the toxicity. Announce it today, not tomorrow, today;
7. NEGOTIATE & SIGN DEALS - Negotiate the best deals, with as many retail entities, as quickly as reasonably possible. I said to previous management a dozen times, "just make the best deal you possibly can early on. Once you are on shelves, others will come, but get the first one or two done. Retailers cannot stand that competitors have SKUs they don't have." The response? "No, why should they make all that money?" Imagine saying "no" to CVS, Dr. Scholl's and KT Tape, for thirty seconds and you will shake your head for a week, which is what I did! There is much more, not worth repeating. Keith Nalepka knows how to do it, let him do it.
SYNOPSIS OF THE 7-STEP MANAGEMENT REMEDIATION PLAN DECEMBER 2019
1. SHARE STRUCTURE
2. TRANSPARENCY
3. FAIR OFFERS TO SHAREHOLDERS
4. TOXICITY
5. BOARD of DIRECTORS
6. COMMUNICATION NALEPKA KONERU
7. NEGOTIATE & SIGN DEALS
Wrong, the deals were great, but let's move forward shall we, as the fine people at BIEL try to revive those discussions now the corporate management at BIEL has totally changed?
By the way, the BIEL team is making great progress with their discussions. If they could just fix the share structure, it's pennyland on a sustained basis. Please read and absorb carefully post #212645. I'd be happy to help with any questions. Have a great day.
She said, "No", same as the former CEO did too, but only fools don't change their minds. Let's see. . . . "No" to CVS, Dr. Scholls and KT Tape and the deals were okay and endorsed by Keith Nalepka who worked hard on them. Best thing to have happened at BIEL, ever, is Keith Nalepka! Perfect addition to the team of Drs. Koneru, Rawe and Staelin and the balance of the BIEL team of great people.
The other no's over the years would stun readers, but I would rather throw away the rear-view mirrors about nonsensical information, mostly inaccurate, concerning who invested what and why and how the company survived, even in the toilet. The facts on bungling are well known by many and it is of no benefit to go backwards.
Going only forward, there are areas that need fixing to jump-start this company out of the toilet. Post 212645 explains the point in detail.
Couldn't care less on a day to day basis where the day traders and in/outs take the sp. We have general FDA clearance, sought after for many, many years and that's one of the hit points when Keith and Erin pitch ActiPatch to potential customers. That medical device clearance is a huge money-maker if it is handled well.
Biggest issue now is fixing the share structure that kept the company in the stinky pinky toilet for 10 years, obviously, and almost immediately following the announcement this morning with 3 or four others in short order. . . . Bam! BIEL needs a few Bams and the share structure fixed to enter and stay in pennyland.
They have it, as did the former guy 9 months ago, when he contacted some pretty cool people and asked for help because he wanted to retire, realizing finally that his horsepower and cognitive faculties had faded considerably! In many ways, a good guy, but he was unwell.
The more recent management response to the 7-step management remediation plan was yet another self-defeating "No".
Sometimes it's difficult for people to imagine or even see the incredible upside of having a smaller piece of a bigger pie. It ain't the number of shares, it's the share price! In the same department as talk is cheap and only inked deals count! So? Fix the share structure, ink the deals, work smart and hard and create incredible success!
Hope this helps . . . .
212528 February 3, 2020
No doubt it took 10 seconds or less to determine the float is too big, as many others are. It can run to a few cents now because of the incredible pending deals, but not much higher because of the share structure.
Every morning, I look in the mirror and say, "too many shares and there is an easy solution that will benefit all shareholders, including the Whelan family owning >50% of the stock, through convertible notes.!"
Here is the 7-step management remediation plan submitted to management and ready to go! Funny how share structure is #1 on the list!
Post 210109 January 21, 2020
Hmmmm. A 7-step remediation plan presented here many weeks ago as post 206689 on December 6 and on numerous occasions since. That was 2 months after the former CEO term ended and its now 3 ½ months since the current CEO, Kelly Whelan, assumed that position. Much of the 7-step plan was discussed with the former CEO, over many years, and presented to him in April after HE reached out for help because he stated he wanted to retire and asked for help. It is reduced to point form below.
Post 208513, edited for size
“Only time with tell if Patricia and Kelly Whelan will do the right things, or not. It is to their direct financial benefit to just bite the imaginary bullet and protect themselves by incorporating vision, instead of remaining mired in absurd greed:
1. SHARE STRUCTURE - Immediately revise the outrageous shareholdings of the Whelan/IBEX/St. Johns on conversion of all Promissory Notes of around 62 billion shares. The Whelans would own around 35 billion of that 62 billion or 60% +-. Reducing their shares by 28 billion, to 7 billion, new total becomes around 34 billion, they would then own 25% +-. Some say it should be reduced to 3.5 billion, whatever it takes to repair the previous damage. Would you rather own 60%, 35 billion shares, of a crippled company worth nothing and going nowhere fast, or 25%, 7 billion shares of a company under restructuring, that gives a toilet dweller half a chance to scratch and claw its way out of that toilet?;
2. TRANSPARENCY - Make a commitment to absolute transparency with shareholders, who may or may not invest further funds in the restructuring. Without such openness and transparency, why would anyone consider further investment?;
3. FAIR OFFERS TO SHAREHOLDERS - In the case of potential investment by existing shareholders, put your best offer forward, so they don't feel they are still being jerked around. The toxicity of the past lingers . . .;
4. TOXICITY - Clean the house of the toxicity of the previous crippling dictatorship. There were dozens, hundreds, thousands of things done right and professionally by the collective dedicated management team of BIEL. A restructuring like this only involves those many negative aspects that put the company in the toilet and nothing else!
Take a silent back seat for a couple of years. It has and will be said, "that was him, this is us". Nonsense! You can't get rid of family name toxicity and stench with words, you have to spray the joint and then disinfect it, produce tangible results! The company was infected! It's still the Whelans!" Swallow the pride and anger, realize that successful businesses are run with heads, not hearts, and just get rid of the infection! And, the longer it is delayed, now almost 3 months,the more the infection spreads, it's what poison does. Why wait and remain in the toilet?;
5. BOARD of DIRECTORS - Increase the Board of Directors to 5 or 7, increasing it to 3, two Whelans and Keith Nalepka, makes it still a Whelan board, that makes Keith Nalepka vulnerable to the greed of the past players. Not a solution, not even close. Remember, shareholders are not stupid, as was often said at BIEL! Place trust in the new slate of Directors to make prudent decisions and manage this toilet dweller out of mushroom land. Everyone can easily imagine the decade of self-serving gymnastics that went on, past employees have shared the reluctance of management to opening up the books. Of course there were games.;
6. COMMUNICATION NALEPKA KONERU - Delegate all responsibilities of communication with the public and shareholders to Keith Nalepka and Dr. Sree Koneru. This will give them the credibility they need and deserve and help to eradicate the toxicity. Announce it today, not tomorrow, today;
7. NEGOTIATE & SIGN DEALS - Negotiate the best deals, with as many retail entities, as quickly as reasonably possible. I said to previous management a dozen times, "just make the best deal you possibly can early on. Once you are on shelves, others will come, but get the first one or two done. Retailers cannot stand that competitors have SKUs they don't have." The response? "No, why should they make all that money?" Imagine saying "no" to CVS, Dr. Scholl's and KT Tape, for thirty seconds and you will shake your head for a week, which is what I did! There is much more, not worth repeating. Keith Nalepka knows how to do it, let him do it.
SYNOPSIS OF THE 7-STEP MANAGEMENT REMEDIATION PLAN DECEMBER 2019
1. SHARE STRUCTURE
2. TRANSPARENCY
3. FAIR OFFERS TO SHAREHOLDERS
4. TOXICITY
5. BOARD of DIRECTORS
6. COMMUNICATION NALEPKA KONERU
7. NEGOTIATE & SIGN DEALS
Several ways of looking at things.
Perhaps a little light on the subject will help.
Let's say the Whelan family controls approx. 35 billion shares of a total of approx. 62 billion shares ( it is suspected to be a few billion higher, but let's use these numbers for now.)
Those share are found in IBEX, St. Johns and in convertible notes, yet to be redeemed for shares and bearing interest at 8% annually.
With the sp at .0009, it represents a value of approx. $31,500,000.
Let's say the Whelan family says, "We have a better chance of having ALL shareholders, including ourselves have greater value if we disgorge ourselves of approx. 28 billion shares, reducing our holdings to 7 billion shares." Why would they do that?
Because reducing the total possible shares by 28 billion, from 62 billion, down to 34 billion and their personal holdings from 35 billion down to 7 billion, the company is more attractive to more potential investors. Just this morning there have been many references to the number of shares, hundreds of complaints over the past few weeks.
The question then becomes - what price does the stock have to rise to for the Whelans to have the same value, $31,500,000, with 7 billion shares, as they do with 35 billion shares? Answer - $ .0045
The upside, of course, is that the share structure is partially fixed, the company will have only 28 billion shares out, instead of 62 billion, so the sp upside is much more attractive and attainable, making pennies more likely, instead of a company with incredible potential languishing for one minute longer in the toilet its been in for years, with a terminal case of bloat and being labeled a turd. Potentially great company with miracle pain device, a disruptive technology, miniaturized, inexpensive, drug-free, side-effect free, FDA cleared pain remediation. Is it wisest to let it rot in the toilet because of obvious bloat, by just saying the same old "No!", or winning big? See post #212528 for greater details of the management opportunity.
Whelan Simple Disgorgement of Shares
62,000,000,000 Existing shares 7,000,000,000 New Whelan share #
35,000,000,000 Whelan controlled
$0.00090 Price $0.0045 Price
$31,500,000 Value $31,500,000 Value
28,000,000,000 Disgorgement
No doubt it took 10 seconds or less to determine the float is too big, as many others are. It can run to a few cents now because of the incredible pending deals, but not much higher because of the share structure.
Every morning, I look in the mirror and say, "too many shares and there is an easy solution that will benefit all shareholders, including the Whelan family owning >50% of the stock, through convertible notes.!"
Here is the 7-step management remediation plan submitted to management and ready to go! Funny how share structure is #1 on the list!
Post 210109 January 21, 2020
Hmmmm. A 7-step remediation plan presented here many weeks ago as post 206689 on December 6 and on numerous occasions since. That was 2 months after the former CEO term ended and its now 3 ½ months since the current CEO, Kelly Whelan, assumed that position. Much of the 7-step plan was discussed with the former CEO, over many years, and presented to him in April after HE reached out for help because he stated he wanted to retire and asked for help. It is reduced to point form below.
Post 208513, edited for size
“Only time with tell if Patricia and Kelly Whelan will do the right things, or not. It is to their direct financial benefit to just bite the imaginary bullet and protect themselves by incorporating vision, instead of remaining mired in absurd greed:
1. SHARE STRUCTURE - Immediately revise the outrageous shareholdings of the Whelan/IBEX/St. Johns on conversion of all Promissory Notes of around 62 billion shares. The Whelans would own around 35 billion of that 62 billion or 60% +-. Reducing their shares by 28 billion, to 7 billion, new total becomes around 34 billion, they would then own 25% +-. Some say it should be reduced to 3.5 billion, whatever it takes to repair the previous damage. Would you rather own 60%, 35 billion shares, of a crippled company worth nothing and going nowhere fast, or 25%, 7 billion shares of a company under restructuring, that gives a toilet dweller half a chance to scratch and claw its way out of that toilet?;
2. TRANSPARENCY - Make a commitment to absolute transparency with shareholders, who may or may not invest further funds in the restructuring. Without such openness and transparency, why would anyone consider further investment?;
3. FAIR OFFERS TO SHAREHOLDERS - In the case of potential investment by existing shareholders, put your best offer forward, so they don't feel they are still being jerked around. The toxicity of the past lingers . . .;
4. TOXICITY - Clean the house of the toxicity of the previous crippling dictatorship. There were dozens, hundreds, thousands of things done right and professionally by the collective dedicated management team of BIEL. A restructuring like this only involves those many negative aspects that put the company in the toilet and nothing else!
Take a silent back seat for a couple of years. It has and will be said, "that was him, this is us". Nonsense! You can't get rid of family name toxicity and stench with words, you have to spray the joint and then disinfect it, produce tangible results! The company was infected! It's still the Whelans!" Swallow the pride and anger, realize that successful businesses are run with heads, not hearts, and just get rid of the infection! And, the longer it is delayed, now almost 3 months,the more the infection spreads, it's what poison does. Why wait and remain in the toilet?;
5. BOARD of DIRECTORS - Increase the Board of Directors to 5 or 7, increasing it to 3, two Whelans and Keith Nalepka, makes it still a Whelan board, that makes Keith Nalepka vulnerable to the greed of the past players. Not a solution, not even close. Remember, shareholders are not stupid, as was often said at BIEL! Place trust in the new slate of Directors to make prudent decisions and manage this toilet dweller out of mushroom land. Everyone can easily imagine the decade of self-serving gymnastics that went on, past employees have shared the reluctance of management to opening up the books. Of course there were games.;
6. COMMUNICATION NALEPKA KONERU - Delegate all responsibilities of communication with the public and shareholders to Keith Nalepka and Dr. Sree Koneru. This will give them the credibility they need and deserve and help to eradicate the toxicity. Announce it today, not tomorrow, today;
7. NEGOTIATE & SIGN DEALS - Negotiate the best deals, with as many retail entities, as quickly as reasonably possible. I said to previous management a dozen times, "just make the best deal you possibly can early on. Once you are on shelves, others will come, but get the first one or two done. Retailers cannot stand that competitors have SKUs they don't have." The response? "No, why should they make all that money?" Imagine saying "no" to CVS, Dr. Scholl's and KT Tape, for thirty seconds and you will shake your head for a week, which is what I did! There is much more, not worth repeating. Keith Nalepka knows how to do it, let him do it.
SYNOPSIS OF THE 7-STEP MANAGEMENT REMEDIATION PLAN DECEMBER 2019
1. SHARE STRUCTURE
2. TRANSPARENCY
3. FAIR OFFERS TO SHAREHOLDERS
4. TOXICITY
5. BOARD of DIRECTORS
6. COMMUNICATION NALEPKA KONERU
7. NEGOTIATE & SIGN DEALS
Long time strike
Huh? Did it not run to .005 plus/minus on the two clearances for foot and knee in February 2017? That is my recollection. Then fell back into the toilet gradually because former guy said "no" to Dr. Scholl's, CVS and KT Tape, on balance, all great deals, believe me.
That outrageous management insanity will not, can not be repeated, of that I am confident! All I want, through the obvious elation of this latest FDA clearance, is the best damn managed company possible and that includes adoption of the 7-step management remediation plan. During a conference call this afternoon, this question was asked; "Is it possible she has not done the math in order to realize that the financial upside of the Whelan family is greater by fixing the share structure, as suggested?"
There were a couple of answers like . . . . it's possible. I thought. . . . no it's not, it's simple.
If the 7-step plan had been already implemented there is an easy window to run to 2-3 cents immediately. With the 3 deals completed that are being worked on, it's 7 cents going into the sales prep stages. Without the 7-step management remediation plan, anybody's guess. Enjoy the weekend. FDA . . . . when? Whew.
Quite the contrary - there is no 'throw Kelly under the bus crowd' and no one will will have to eat some Crow. Nowhere in the 7-step management remediation plan is there mention of the FDA. The plan only addresses internal issues that BIEL can manage, if it wants to be well managed. Those issues and opportunities remain stupidly unaddressed by head-in-the-sand mentalities. Imagine the run out of the toilet, if they had been addressed? Multiply by 10X, 20X, 30X. No matter where it runs to on clearance, it would have flown a lot higher through good management and prudent governance.
Post 210109 January 21, 2020
Hmmmm. A 7-step remediation plan presented here many weeks ago as post 206689 on December 6 and on numerous occasions since. That was 2 months after the former CEO term ended and its now 3 ½ months since the current CEO, Kelly Whelan, assumed that position. Much of the 7-step plan was discussed with the former CEO, over many years, and presented to him in April after HE reached out for help because he stated he wanted to retire and asked for help. It is reduced to point form below.
Post 208513, edited for size
“Only time with tell if Patricia and Kelly Whelan will do the right things, or not. It is to their direct financial benefit to just bite the imaginary bullet and protect themselves by incorporating vision, instead of remaining mired in absurd greed:
1. SHARE STRUCTURE - Immediately revise the outrageous shareholdings of the Whelan/IBEX/St. Johns on conversion of all Promissory Notes of around 62 billion shares. The Whelans would own around 35 billion of that 62 billion or 60% +-. Reducing their shares by 28 billion, to 7 billion, new total becomes around 34 billion, they would then own 25% +-. Some say it should be reduced to 3.5 billion, whatever it takes to repair the previous damage. Would you rather own 60%, 35 billion shares, of a crippled company worth nothing and going nowhere fast, or 25%, 7 billion shares of a company under restructuring, that gives a toilet dweller half a chance to scratch and claw its way out of that toilet?;
2. TRANSPARENCY - Make a commitment to absolute transparency with shareholders, who may or may not invest further funds in the restructuring. Without such openness and transparency, why would anyone consider further investment?;
3. FAIR OFFERS TO SHAREHOLDERS - In the case of potential investment by existing shareholders, put your best offer forward, so they don't feel they are still being jerked around. The toxicity of the past lingers . . .;
4. TOXICITY - Clean the house of the toxicity of the previous crippling dictatorship. There were dozens, hundreds, thousands of things done right and professionally by the collective dedicated management team of BIEL. A restructuring like this only involves those many negative aspects that put the company in the toilet and nothing else!
Take a silent back seat for a couple of years. It has and will be said, "that was him, this is us". Nonsense! You can't get rid of family name toxicity and stench with words, you have to spray the joint and then disinfect it, produce tangible results! The company was infected! It's still the Whelans!" Swallow the pride and anger, realize that successful businesses are run with heads, not hearts, and just get rid of the infection! And, the longer it is delayed, now almost 3 months,the more the infection spreads, it's what poison does. Why wait and remain in the toilet?;
5. BOARD of DIRECTORS - Increase the Board of Directors to 5 or 7, increasing it to 3, two Whelans and Keith Nalepka, makes it still a Whelan board, that makes Keith Nalepka vulnerable to the greed of the past players. Not a solution, not even close. Remember, shareholders are not stupid, as was often said at BIEL! Place trust in the new slate of Directors to make prudent decisions and manage this toilet dweller out of mushroom land. Everyone can easily imagine the decade of self-serving gymnastics that went on, past employees have shared the reluctance of management to opening up the books. Of course there were games.;
6. COMMUNICATION NALEPKA KONERU - Delegate all responsibilities of communication with the public and shareholders to Keith Nalepka and Dr. Sree Koneru. This will give them the credibility they need and deserve and help to eradicate the toxicity. Announce it today, not tomorrow, today;
7. NEGOTIATE & SIGN DEALS - Negotiate the best deals, with as many retail entities, as quickly as reasonably possible. I said to previous management a dozen times, "just make the best deal you possibly can early on. Once you are on shelves, others will come, but get the first one or two done. Retailers cannot stand that competitors have SKUs they don't have." The response? "No, why should they make all that money?" Imagine saying "no" to CVS, Dr. Scholl's and KT Tape, for thirty seconds and you will shake your head for a week, which is what I did! There is much more, not worth repeating. Keith Nalepka knows how to do it, let him do it.
SYNOPSIS OF THE 7-STEP MANAGEMENT REMEDIATION PLAN DECEMBER 2019
1. SHARE STRUCTURE
2. TRANSPARENCY
3. FAIR OFFERS TO SHAREHOLDERS
4. TOXICITY
5. BOARD of DIRECTORS
6. COMMUNICATION NALEPKA KONERU
7. NEGOTIATE & SIGN DEALS
Interesting to see Kelly Whelan Twitter below today. It illustrates a number of things:
That she is very aware of the 7-step management remediation plan discussed with her predecessor CEO and posted here numerous times, reflecting serious, mature, common sense and as recommended by numerous experienced shareholders;
Secondly, her Twitter essentially ignores items one through 6 and goes straight to #7, that which benefits her and the Whelan family the most, but without mention of other prudent management steps necessary to get there. Is this a lack of awareness? Experience? Insensitivity?
It's no joke, only a sicko would do that!
Gotta be nimble in this world
Yup! see your PM's
Friday 4:13
Fasten your seat belts people!
Then pull 'em tight!
Still have to fix the share structure, but just got a whole lot closer to where we should have been years ago!
Doctor Staelin is extremely well known and remarkably well respected in his field and as a gentleman. He truly is a brain trust and valuable asset to BIEL and anyone fortunate enough to have him as an ally.