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Bingo. Something IMO is very very wrong. I assume he sues Daniel Solomita the former owner the one he bought his shares from. That is all fine and well but doesnt help shareholders. I think he scraps going public, or buys another shell this has taken wayyyyyyyyy to long to be anything but good. I still think concept is great, too bad the Due Diligence wasnt handled well in regards to the DRAG shell.
Light the fires and kick the tires. SirenGPSBOOOOOOOOOM HDSI It's go time.
A ton of great DD on this board. Best advice for anyone trying to learn is to ALWAYS read the entire related thread. Depending on how many posts it can take several days but you will be amazed at what you learn 80% are usually just fluff ... this stock is great .. this is a bad stock ... blah blah blah so it goes pretty quick.
Amendment has not been updated to reflect events occurring subsequent
Hmmmm what events do we have in store for us BOOOOOOOM
Outstanding 1,649,844,444 as of April 15, 2015
Would love to see name and ticker change. Any thought when this will be done?
What a competitor is doing while we are in sub pennies means nothing. When the day comes that we put on the big boy shoes and have actual revenue and market share to worry about, sure then it becomes relevant, any detracting conversation is a backdoor way of undermining this company and it's progress. It is so obvious.
DD is regarding THIS company, do I believe THIS company SirenGPS is a wise investment, and do I believe THIS PPS will rise. Not other companies or their products. I care about THIS.
So I guess with that logic 2 restaurant chains can't make it ? Or 2 auto repair companies are out ... they can't possibly make it if there are 2. I better hang it up competition is bad I guess. WOW
Sometimes one must simplify. (The internet does not exist)
If I told you that I had an inside tip that there is a shell on the OTC it has 2 Billion Authorized and all 2 Billion were issued and in the float and the shell was being bought by SirenGPS (With all we know about the product itself) Assume that going forward for 1 year financing was in place.
1. Would you buy ?
2. Would you buy at a nickel or a dime? Or more ..
Answer: ...
Buy
One must first define "long".
Great point ! Ahhhh Grants
Total insanity absolutely huge thanks Sibware
We know Paul will be attending the FCC meeting in DC and that it is open to the public, HOWEVER I did not know that he has met with the FCC Himself
I met recently with the FCC to discuss why an application on your phone is a better more comprehensive solution to 911 caller location
Cmon now are we really going back and forth on STANDARD DISCLOSURES the DD and the Investors Presentation clearly spells out far more than some guy with an after school part time paper route LOL.
That will all be changed and updated IMO shortly. It's done but not delivered to SEC. 8k will lay that out.
Truly Ground Floor Op When that name changes to Siren GPS the attention will soar, are you more likely to click on NEWS for HDS International or click Siren GPS
Do we have any expectations on when they will dump the HDSI and switch everything to SirenGPS and ticker change. And clean up the OTC info?
Frankly, that is an after hours question ... and honestly selling at these low levels with the ENTIRE A/S GONE is insane IMO
Someones Buying
Anyone else seeing 10 cent ask?
The "Ultimate" PR would be a municipality or state to adopt the system. Then its a $20 stock.
Starting to look like a Stairway To Heaven
The entire A/S is locked this has no choice but to explode.
Tested how .. what were the circumstances ... were their drills or live exercises or was it just simulation just looking for factual info to make decisions
Has there been any comprehensive large scale testing done to see if it works? I have not seen any data.
Thanks, it is a RM speculation play for me. Appreciate it.
Effective December 26, 2014, the Articles of Incorporation of Registrant were amended by written consent action of the Board of Directors and a majority vote of Shareholders of Registrant. The amendment, a copy of which is attached as Exhibit 3, decreased the authorized capital stock to 500,000,000 shares of common stock, par value $0.001 (from 30,000,000,000 shares) and 10,000,000 shares of preferred stock, par value $0.001.
http://www.otcmarkets.com/edgar/GetFilingHtml?FilingID=10410531
Then if there is nothing inspiring, yet bizarre. What would compel one to be a shareholder
The reduction to 500 Million A/S and new CEO reeks of Reverse Merger BOOOOOOOOOOOOOOM
"Financials" report due
Technically by the filings with SEC it has not happened yet. I expect those filings shortly, most likely this week. I mean Paul clearly states it in the beginning of the video, it was not a safe harbor type statement it was definitive that HDS International and SirenGPS are ONE COMPANY reverse merger complete . As far as I am concerned it is done. Does anyone have a link to SEC rule for time given a company to file material events once a transaction is made. I believe it is 7 or 10 days? Any thoughts on the requirement? Link?
Eric Ries’ Lean Startup doctrine has become widely accepted as a conceptual framework for the development of a startup company. Lean thinking means rapid iteration and deployment of a product to end users during development so that it can be tested and refined. Objective early adopter input is critical to a development feedback cycle, and the first user experiences can be thought of as the “sandbox” or “playground” environment where failure is part of the learning process. Sandbox testing allows a startup to validate or debunk the original assumptions and product plan, refine the aspects that make sense, discard what doesn’t, and find the right path for the company.
When we started SirenGPS I was not certain that the Lean Startup methodology was a good fit. Lean thinking relies on giving end users a minimally complete or even incomplete product to use during the development cycle in order to get critical market validation and feedback. You are supposed to get them to pay for your minimum viable product if you can. While this sounded reasonable for typical consumer software products, I was concerned that it might not work in the security communication space. Security events are not predictable, so it’s hard to set up a test for real use. Plus these events are inherently dangerous. Who wants to be the first to try something new when safety is at stake? What would happen if our incomplete or marginally complete product lacked the tools to prevent harm when a more complete version would have helped? What if someone got hurt when our mission is to keep people safe?
Because of these potential pitfalls I was not a Lean advocate for Siren. However, over the last year and a half I have realized that not only have we gone down the Lean path, but that it has been crucial to our development. What Siren needed to make Lean thinking work was outside-the-box thinking on where to find our sandbox.
From November 2011 to July 2012 we built our first prototype. Like most early startups we had too many features, were not sure where our product fit into the marketplace or who would use it. Because of my experience working in an adjacent space, I knew more about the assumptions behind our business model than the average entrepreneur might. I had a clear sense that Siren would make a significant difference to our prospects in ways that they care about. I also had access to existing contracts and people using various technologies we are positioned to displace. This meant that I had an idea of our ideal price point and our value proposition.
However, the vision still needed a great deal of clarification. We needed to answer important questions about who would use our product, how it would be implemented and which features were the critical features. I started by getting feedback from higher education prospects on what they were using, what they liked about it, and what they didn’t like about it. This helped build the business concept, but we found that talking about what we were doing was difficult. People needed to see our product working – even in a test environment – to understand it and give us feedback. We started the first build based on research, experience, instinct and the feedback we got from those initial interviews with potential end users.
It became clear about four months into our development cycle that our development team was having a hard time executing on the plan. As our July launch target approached, more out of necessity than for reasons of principal, I decided to follow the Lean doctrine and get what we had in front of the market so that we could learn from it. We trained eight part-time sales people and promised them generous commissions. We paid for tables at several trade shows. I got a lot of meetings and travelled all over the country talking to prospects and showing them our prototype. We deployed Siren for an exercise at a conference to get end user feedback on the mobile experience. By August of 2012 we had a pipeline of interested clients. We also knew that Siren was not ready.
While our first prototype, let’s call it Prototype A, was not ready for prime-time, it helped us answer a lot of questions about what we were doing. During July and August we demonstrated Siren for 100 of the institutions we had identified as our likely early adopters and got relevant feedback. We got 200 people at a conference to download the beta application and ran them through a field trial as part of the feedback loop. This allowed us to identify problems, test assumptions about use, and refine the product. We learned that our target early adopter prospects do indeed want a product like Siren. In fact, a lot of them are extremely enthusiastic, asking to participate in future beta tests and expressing willingness to pay a premium. We got a clear picture of who our ultimate users will be, how they want to use Siren, and what features matter to them. Perhaps more important, by getting out there with a limited version of our product, we found our sandbox.
The real home-run in taking the prototype out to the public came in finding Dr. Kip Thomas from Boston University Healthcare Emergency Management (BU HEM). In the aftermath of 9/11 there has been a movement to professionalize emergency management. These efforts have led to the expansion of training and credentialing programs, and the BU HEM masters program is one of the finest. Dr. Thomas is a behavioral scientist, former Naval Intelligence, and is just an all-around brilliant individual. Kip directs the BU HEM program training emergency managers. Kip’s program conducts over 30 emergency exercises each year, engaging local first responders and putting them through simulations, often based on actual events. Because technology is a big part of improving safety and security, Kip is proactive about finding new tools for his program. For the last eight months BU HEM has adopted Siren into their exercise curriculum, providing us with opportunities to deploy Siren in simulations. The improvement in our learning and development process since partnering with BU HEM to test Siren has been dramatic – so dramatic that it completely validated Lean thinking in my eyes.
Our problem wasn’t that there was no sandbox for safety products. The problem was that I had been wrong to assumed that there wasn’t a safe place to test Siren. I followed the advice to “get out there” and when I found what we needed in BU HEM I was lucky enough to realize in the moment that my assumption had been wrong. The moral of our story is that the basic Lean Startup principles worked for Siren even if we couldn’t simply give our unfinished work to customers. In fact following the Lean Startup principles helped overcome a wrong-headed assumption in our initial plan once I realized this nuance: Some businesses have to work to facilitate a developmental feedback loop.
The feedback loop for emergency management doesn’t move as quickly as some. When we deploy tests we have to coordinate efforts with multiple first responders resourced through a third party subject matter expert. We are dependent on lots of moving parts, people and areas of expertise to come together to run an exercise. However, to borrow a term from emergency management, the result of working with end users in a Lean feedback loop is a force multiplier. Feedback loops–especially those that involve subject matter experts and professional end users–are extremely powerful tools for finding solutions and isolating failure. Our work with BU HEM has allowed us to develop a product and market opportunity that far exceeds our original concept, and we are excited to have an advanced solution up and running this summer. We’re calling this version Siren Emergency.
http://info.sirengps.com/blog/sirengps-lean-statup-story
HDS International Announces Public Safety Initiative in Missouri
ST. LOUIS, MO / ACCESSWIRE / March 23, 2015 / HDS International Corp. (PINKSHEETS:HDSI), a technology development company, today announced that it will deploy location enhanced mobile technology for any Public Service Access Point (PSAP), city or county in the State of Missouri without setup cost or annual fee for five years.
HDSI CEO Paul Rauner said that the Community Safety Initiative was motivated by KSDK, the NBC affiliate in St Louis. "KSDK ran a story a couple of weeks ago explaining that much of Missouri has limited or no ability to locate emergency callers when they call from cell phones. That story ran at about the same time that we came out of development with a product that solves the 911 location problem. If our solution can save a single life then it's a moral imperative to put it in place."
http://www.ksdk.com/story/news/local/2015/02/23/911-lost-on-the-line/23908259/
Rauner explains, "We want to put location and communication tools in the hands of the public entities responsible for first response. SirenGPS enhances emergency communication with location and profiles. At the PSAP this information can make the call go more quickly. Distributed locally this information lets first responders in your community see what is happening in real time. We can instantly send location information directly to local first responders downstream from the PSAP even if we are not imbedded in the PSAP. However, it only works if first responders in your community sign up to receive your location when you call. We encourage every municipality to sign up."
Public entities accepting services will be obligated to encourage their population to use SirenGPS Mobile, and transition their existing community messaging services to HDSI. HDSI will provide community messaging services at the same price as existing services. Interested communities should submit requests at http://hdsicorp.com/. Services will be installed on a "first come, first served" basis.
Rauner says that SirenGPS technology was developed to provide tools for the rapidly expanding emergency management market, estimated at $2B annually. The software was designed and built for emergency management, but building the software that emergency managers needed to do their jobs, also solved the location problem for E911. "If you just consider St Louis as an example, there are two PSAPs serving more than 90 municipalities. If we were selling E911 we would have two places to sell it. Because our customer is the emergency manager at every town, hospital, school, college and business, this much larger market allows us to provide location services to first responders for free in Missouri - a model that we will extend to the rest of the country."
SirenGPS enhanced location technology is a component of HDSI's industry-leading solutions that enhance existing emergency communications by, among other things, providing location services for mobile emergency calls and enabling emergency managers to know what is happening and communicate with their communities in real-time. The platform works from a free mobile application that provides an emergency calling "panic button" and serves as the end user registration and communication portal for community emergency management tools.
For additional information about HDSI, please visit www.hdsicorp.com, or refer to the Company's regulatory filings at www.sec.gov.
Hello, my name is Paul Rauner and I am the CEO and Chairman of HDS International and Siren GPS. I'd like to welcome you to this video presentation and thank everyone that supported the company. Were excited to share this overview with you now, and walk you through the recent developments for the company, ... combined companies now. Siren GPS and HDS International are now being combined into a single company.
Has anyone seen the products in stores. Looks like info flow stopped
in 2012
Are they changing the business model here?
Gotcha. My bad $HDSI