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Very well thought out bobby - doing the math quickly, would you rather have 35 billion shares at today's price of .0008 OR 35 billion shares at 1 cent OR 7 billion shares at your estimated number of 14 cents?
Door #1 = $28 million today and they couldn't sell them if they had to because the share total is in the 62 - 65 billion share range.
Door #2 would be better with a value of $350 million for their 35 billion shares at 1 cent, but still liquidity in the toilet because of the 62 - 65 billion shares
Door #3 would give them $980 million for their 7 billion shares at the vastly reduced float of 34 billion shares - down from 62 - 65 billion.
Just common sense bobby, just common sense . . . . and it would make Kelly Whelan a legend of wisdom! Anyone not fixing the damn share structure by substantially reducing the number of shares out there will be toilet trained, but far, far from very wealthy! Some have suggested the Whelans should reduce their interest to 3 billion shares and before a forensic audit to see what really went on pre-October 2019.
I say a good number of shares for the Whelans to retain is 7 billion and let's move on to making deals and money. The one-two-three-four punches of increasing the board size to take the heat/criticism OFF the Whelans, together with reducing their shares, making numerous deals and good management, guarantees a solid return on a magical world-class pain management device. Anything south of these 4 steps and we are all watching stupid evolve, in which case, the Whelans deserve to go broke. They were left a poorly managed toilet dweller, but it can be fixed and why not, they didn't create the mess, someone else did, but they can fix it. Tick tock, hurry up!
All fine and wise points art.
However, I am willing to give her, and recommend she be given, half a chance to rectify every bit of prolonged damage done by guess who.
If she were to follow my posted 7 point plan, which includes input from others, her credibility as an individual would jump sky-high.
In addition, it would further assure a sp rise, thereby increasing the value of her reduced 7 billion share stake, much higher that staying in the toilet of mistrust for another year or two.
No one knows better than KW what went on. She had to have been bullied too, leopards don't change their spots, she too had to have been a victim of coercion, control, subtle parental bullying!!!
This plan gives her a real chance to break the outrageous mold of the past and emerge as a sensible leader of a successful company. Some have actually suggested I should speak directly with her...help her, no need, I know that she knows the plan and its positive effects, just needs to break loose of the past and emerge as a real player...and own it.....I don't want to taint her freeing herself!
She now has the opportunity to undo the cluster of the past 12 years and make herself many 10's of millions, as her own person, free of papa. Let's see what she decides will happen.
Never, ever, ever point fingers or mention blame or even accountability to or about a government regulatory entity, it is the political and diplomatic kiss of death and delay!
More intelligent to simply market and 'Brand' yourself, based on your own strengths and attributes.....
ActiPatch, RecoveryRx and Allay by BioElectronics. . . . Zero Deaths, Zero Side Effects, Zero Drugs, with numerous clearances by FDA and more to come! Global Pain Solutions - ActiPatch!
IMO doesn't warrant a "share buy-back".
First, any buy-back arrangement would probably require that any buy-back proposal be formally presented to all shareholders on a pro-rata basis, then implemented shareholder by shareholder on that pro-rata basis among those agreeing to participate.
Second, why should the company "buy-back" any shares held by the Whelans, Ibex or St. John's, when the 35 plus/minus billion shares issued to or pending in convertible loan Promissory Notes, were created by churning in the first place?
Those entities injected some money, not much, into BIEL; received MFN Prom Notes; plus interest in shares; plus bonus shares at unknown multiples. Were they at double, triple, quadruple multiples? And, what were the prices? They are unknown, without an audit. Whelan avoided deals requiring the books be opened up....
Those entities then converted notes at vastly reduced bonus prices, sold some of those shares at higher prices, lived well off the proceeds, tucked many shares away, then rinsed and repeated. Ergo, control of 35 billion shares or so.
The scheme surfaced when some guys from New York did it in front of Andy Whelan's eyes many years ago. He made nothing, they made millions, it drove him nuts, he cut them out and copied the scheme using his own entities, Ibex and St. John's. Kelly Whelan testified before the SEC Ibex made a few million one year. So, no way for a "buy-back".
I suggest reading post 207902 again - suggests a surrender and cancellation of 28 billion or so Whelan shares - I suggest the BoD can complete this. Just kill the shares. If the Whelans can't create massive wealth for themselves with their remaining 7 billion shares, then the company will have gone under, so it won't matter.
As to the Whelans protecting their interests AND the company from hostile takeovers (like the parasites are lined up to pull that trigger, too funny), it's falling off a log easy to form a control block voting alliance to prevent that. Based on a new AS of 34 billion shares (62 billion less the Whelan surrender of 28 billion) they would need an alliance with an additional 7 billion shares to maintain voting control. That could be achieved with a few phone calls and signatures!
No impediment - just fix the self-serving, idiotic share structure that has kept the company in the toilet for years. It was never intended to be a long-term share scam, I mean scheme. Only a one or two time hit so Whelan could make some cheddar. When he said in 2008 and 2009 the FDA would be a slam dunk in 90 days! Remember when?
Then the 10 year regulatory fiasco ensued, heat, no heat, no money, no deals, no plan, uggghh and he turned the share scheme into a long-term art form and more that 35 billion shares. So, which will prevail? Common sense, or greed? Didn't want to go backwards here, the share structure needs to be undone and fixed, then everyone does well. Not so bad...
Nonsensical gibberish!
Like your wisdom, to a great degree shado. After reflecting on your comments and my earlier post #207902, I can only hope that the Whelan family engages in serious assessment and reflection on their position as majority owners of a publicly traded company in the toilet over 10 years.....and their potential.
I believe the old, reliable adage, 'only a fool doesn't change his mind' is appropriate right now. The 7 step plan I laid out is a list of thoughts and ideas from numerous sources who know the Biel situation intimately.
Changes to outrageous share structure have been suggested for many years. The list of prudent management steps below was posted on December 6th, as a brief synopsis. Now, almost 3 months since management changed, or did it really? The effect on share price is obvious if common sense prevails over greed and stupidity. Note that with numerous positive steps by the BIEL team on sales and FDA, the share price has not moved at all, zero. Only time with tell if they will do the right things or not:
If I were running the show, particularly given that Whelan family management is seeking additional investment by current shareholders, here are 7 simple steps I would take today, to reverse the outrageous damage by previous Whelan management, in order of priority. Without the outrageous share structure change suggested, how could anyone in their right mind place trust that things have changed snce early October? Not a chance. You would think they would be embarrassed. It would have been the first thing on my list and share price would not be in the same toilet its been in for years!
To me, and in the opinion of numerous shareholders who have voiced their opinions in the last 3 months, success requires all of the following calm, remedial actions, not just one or two; that obviously won't work and shareholders and the marketplace are not stupid. All of the suggested steps, and as rapidly as possible, to demonstrate openness, initiative, courage, earn trust, attract new shareholders and a plan involving steps for success. No more delay:
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. Immediately revise the outrageous shareholdings of the Whelan/IBEX/St. Johns master plan that resulted in total shares, on conversion of all Promissory Notes securing convertible loans of around 62 billion shares. The Whelans would own around 35 billion of that 62 billion or 60% +-. By reducing their shares by 28 billion, to 7 billion, the new total becomes around 28 billion and they own 25% +-. No questions, no buts, no nuthin, it has to be done. Some say it should be 3.5 billion, max, that's a judgment call, whatever it takes to repair the previous damage. The question becomes, 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. Make a commitment to absolute transparency with shareholders, who may or may not invest further funds in the restructuring, unless there is a business strategy or position to protect. Without such openness and transparency, why would anyone consider further investment, given the abject history?;
3. 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 and that must be eradicated by the new management culture, otherwise, forget it;
4. Clean the house of the toxicity of the previous crippling dictatorship. It does not matter what was done right. 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!
Those are known with pinpoint accuracy and there is always a lingering toxicity associated with a dictator's name, particularly when nepotism in king.. 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! Get over it! No blame, just get rid of the infection. Without doing that, people are saying, "really, but they are so and so and so from the past and weren't they highly involved all that time? 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. 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. If mistrust is the order of the day, then misery will remain. No one really cares what's in the books, 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. Pssssttt, no one cares, unless they are angry at having lost money! Shareholders are only looking forward to restructuring and success, not backwards, out of fear and guilt, that there were games. Of course there were games.;
6. 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 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.
If the Whelans implement the steps in 206689 and the share structure were to be reduced to around 34 billion, I can see a valuation of a couple of billion $$. It may seem nuts, but, since the rest of the world is nuts, so why not a terrific drug-free, side-effect free solution for acute and chronic pain?
Officers & Directors of public companies are prohibited by SEC regulations from publicly offering personal opinions that might influence a person or entity to do anything in advance of the public being informed of the information.
https://www.inc.com/encyclopedia/sec-disclosure-laws-and-regulations.html
It's a brief read. Bottom line....best to simply remain silent, totally silent, unless disclosing information in accordance with SEC rules of disclosure.
Best to consider implementing all the management steps articulated in post 206689, in order to professionally and effectively take BIEL to a state of business success from the toilet it's been in for years, for the benefit of ALL shareholders.
Mis....it IS an SEC violation! And a move by a CEO and BoD member that should never have been made! Officers and Directors must never, ever waiver to the temptation of saying such things!
It is an inane thing to say, at two levels. First, to short one share of BIEL would require a huge, risky posting of money to protect against a run. Second, it is a clear implication the short positions should be covered to avoid losses, because I'm the CEO, largest shareholder and a director and I have information that you are about to lose if you don't cover. To others it is advice to buy stock. Can't do that without consequences.
Ms. Whelan would be well advised to tending to her business, while saying perhaps nothing. May implement the suggestions in post 206689, because results count, not off-hand remarks on twitter.
Post 206689 illustrates clearly the counter-productive issues relating to share structure and IBEX.
Resolution for all shareholders of BIEL is not complicated. It is a multi-faceted process of undoing the outrageous mismanagement and chicanery of the past.
IMO, if one step is overlooked, even by self-serving greed, that with impede success and help to keep BIEL sp below where it should otherwise be. More mismanagement and self-serving greed.
Kidding, right?
Not correct either....
Correct
Yes they are - but I suspect 2 very substantial deals are essentially done and if the Whelan family does not deal with those 'ifs', the name toxicity from the past and the incredible share structure, then they will be able to look back from what will happen to them and regret not doing the right thing for the rest of their lives, after never realizing what could have been. In my post 206689, I carefully articulated a number of management steps, all of which are key to the success of all shareholders, mostly the Whelans.
Do the math. If the Whelans follow the template suggested in 206689, what will their worth be if they hold onto 7 billion shares, trading at 5 cents, after BIEL realizes the other steps in the template? They have the team to do it. What they don't have is the confidence of anyone, shareholders, suppliers, potential customers, employees, that their heads are not in the darkness they were in for the past many years, that they will even consider doing the right thing.
And what are they worth today, under water, with the a huge debt load, both corporate and the personal one left to them, the trading price in the toilet and their absurd Convertible Promissory Note position? One thing I know for sure, they are all well toilet trained, just like the rest of us, as BIEL shareholders.
By surrendering and cancelling 28 billion shares of their potential 35 billion shares, the A/S drops from 62 billion to 34 billion they retain 7 billion and the stock then has half a chance to end the suffocation (all numbers estimated, the accurate ones could be even more dismal). Even if they do 10 deals, the share suffocation remains and their name still poisons the aura of success. They should have acted 5 weeks ago, delay is deadly in trying to breathe life into a dying company. What will it be? Newly earned respect for doing the right thing or continuing the more than decade long ridicule and disdain? There were positive bumps along the way, but being in the sp toilet for ten years, while the A/S grows from a billion to 62 billion? Small wonder the SEC went nuts. 62 billion?????
Soooo close......
If the Whelans address the name toxicity and outrageous share structure issues, the rest will happen and BIEL will fly! Please see post 206689
Please see my post 206689 for my opinions of what will work for all shareholders.
There are many instances where flagrant, dishonest and reckless conduct by Officers & Directors and lawyers leave them vulnerable. There is no getting around Gross Negligence and Willful Misconduct.
Certainly frivolous and vexatious litigation would make them all liable to paying for fees and costs plus punitive damages. I said my goal would be to make them examples and famous and in the lawyer's cases, subject to censure and ridicule.
I think it's all been said - would one want to own 60% of Richard All or 25% of a winner? There is also a very small group of shareholders that could coalesce to form a hostile stopper. There are 100 and 1 ways to move this toilet out to the back 40 and make a lot of money, but only when the will to put water in their wine is shown. Until then, and if not, toilet.
It's not a ton of money - negotiate with your lawyer to file the counter-claim. The management and legal counsel at ENDV deserve to be made famous for what they did. It would take an average lawyer 1 hour to copy and paste the text into a counter-claim. One of the issues may be that lawyers are reluctant to litigate against lawyers. . . . swamp. Everyone attached to ENDV deserves to be held to public shaming for adding to the stress of the deceased CEO! I would find it very curious if anyone objected because it would seem like a conflict!
Only time with tell if they will do the right things or not:
If I were running the show, here are 7 simple steps I would take today, to reverse the outrageous damage by previous management, in order of priority and, to me, it requires all of the following calm, remedial actions, not just one or two, that won't work. All of them and as rapidly as possible, to demonstrate, openness, initiative, courage and a plan involving steps for success. No more delay:
1. Immediately revise the outrageous shareholdings of the Whelan/IBEX/St. Johns master plan that resulted in total shares, on conversion of all Promissory Notes securing convertible loans of around 62 billion shares. The Whelans would own around 35 billion of that 62 billion or 60% +-. By reducing their shares by 28 billion, to 7 billion, the new total becomes around 28 billion and they own 25% +-. No questions, no buts, no nuthin, it has to be done. Some say it should be 3.5 billion, max, that's a judgment call, whatever it takes to repair the previous damage. The question becomes, 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. Make a commitment to absolute transparency with shareholders, who may or may not invest further funds in the restructuring, unless there is a business strategy or position to protect. Without such openness and transparency, why would anyone consider further investment, given the abject history?;
3. 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 and that must be eradicated by the new management culture, otherwise, forget it;
4. Clean the house of the toxicity of the previous crippling dynasty. It does not matter what was done right. 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 negative aspects that put the company in the toilet and nothing else! Those are known with pinpoint accuracy and there is a lingering toxicity associated with a name. 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 toxicity and stench with words, you have to spray the joint and then disinfect it. The company was infected! Get over it! No blame, just get rid of the infection. Without doing that, people are saying, "really, but they are so and so and so from the past and weren't they highly involved all that time?" Swallow the pride and anger, realize successful businesses are run with heads not hearts and just get rid of the infection! And, the longer it is delayed, the more the infection spreads, it's what poison does;
5. Increase the Board of Directors to 5 or 7 and place trust in the new slate of Directors to make prudent decisions and manage this toilet dweller out of mushroom land. If mistrust is the order of the day, then misery will follow. No one really cares what's in the books, everyone can easily imagine the self-serving gymnastics that went on, past individuals have shared the reluctance to opening up the books. Pssssttt, no one cares. Shareholders are only looking forward to restructuring and success, not backwards out of fear and guilt that there were games;
6. 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 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 ho w to do it, let him do it.
If the directors have D&O insurance that insurance would kick in.
For the $1,000 to file a $250 million counter-claim, which would be a copy and paste, I would make them all famous, lawyers too! MFers!
How about considering damages of $100 million for malicious and vexatious litigation causing undue stress upon a CEO, who passed away partially because of the stress caused by the frivolous ENDV outrageous claims.
And, make the counter-suit against all Officers & Directors of ENDV corporately and personally,as well as their legal counsel requesting the Court's consideration of awarding costs plus damages of $250 million!
Hastening the death of a CEO of a company owning the patented IP on disruptive technology deserves an special award for punitive damages!
Too hilarious for words that shareholders complaining about 10 years in the .000's are only doing so because they didn't get a seat at the boardroom table.
News flash - it's the .000's and the reasons behind the pps and the share structure and the reasons behind that. Funny, the reasons are the same!
No shareholder I can think of would be dumb enough to have invested out of a desire to be on the BIEL BoD. Only reason was to make $$$.
I respectfully suggest, with the enviable level of knowledge of such matters shown in that revealing post, that efforts be made to call a shareholders meeting and demand an audit be made and any appointment of Directors to the board be verified as legal.
It is suspected that the Whelan family own or control somewhere around 35 billion of 62 billion shares, when all Promissory Notes are converted to stock, but who really knows? Who also knows what IBEX and St. John's really hold?
Interesting, provocative and highly individualistic sensitive question, number 3 of 3.
In response to the 3 of them, your memory is correct, those thoughts were directed, as suggested and just that clearly and in several ways. So, yes, he saw, heard and read the thoughts, via email, voice and personal meetings.
I have opined several times on the relationship between procrastination and its underlying causes, indecision, fear, comfortable inertia, need to garner love of a parent and the resulting inability of all participants to engage in it. This was classic, involving at least 3 generations for certain.
Your last question touches on what could be salvation of a victim of at least 2 preceding generations. A chance to break free. There may be a simple question to trigger clarity, but it's never simple or comfortable peeling back numerous layers of a psychological onion, one that has been in charge since birth.
What is the worst thing that could happen to me? The global answer is equally simple; I could be happy.
The Kübler-Ross model, or the five stages of grief, postulates a series of emotions experienced by terminally ill patients prior to death, or people who have lost a loved one, wherein the five stages are: denial, anger, bargaining, depression and acceptance.
The solution to the quandary here may be found tucked away quietly within the latter three. Can the victim wrestle free of the chains and surface saying, "F this, I am no longer prepared to remain a victim, I am shucking that which has controlled me and doing several right-thinking things because they are smart, they represent high personal character and the worst 2 things that will happen to me are....I will be happy and likely very, very wealthy!" And, believe it or not, all that leads to better psychological health and happiness.
This is what I would want someone to say to me, to help me through, if I were such a victim. I'm glad I'm not, but it's amazingly commonplace, in varying degrees, and complexities, of course. She can do it, if she 'gets it'.
Yes, I mentioned DNA. . . . nuff said partner. Kelly Whelan has an extremely good handle on what the truth is/was - she was the victim, one of many. She knows, hands-down what to do, this is not difficult.
It's a matter of sitting quietly and reflecting . . . do I want to own/control 7 billion shares of a company having a total of around 34 billion shares that is growing and thriving . . . OR own/control 35 billion shares of a company having a total of around 62 billion that is not? Put another way . . . do I want to own/control the majority of a dog in the toilet . . . OR own/control the largest block of shares in a winner? A third way of saying it is do I want to own a smaller piece of a bigger pie? The answers, if one can get around fear, greed, paranoia, what would someone else think if he were here is to start the process of common sense and real healing.
As a side issue, but one directly affecting things, it is paramount to get rid of the toxicity of the name fast, like yesterday, while the door is open. To miss the opportunity is to slash one's own wrists and risk staying in the toilet of insolvency and despair. Combine the suggestions made with 2 or 3 US retail deals, be a really wealthy hero and change your zip code! A peek at the proof is to assess the last 7 weeks and 3 days since the changes in the c-Suite. Hell, there was only one tenant in the C-Suite. Chairman, CEO, CBO, CFO and only one Director! We know how that worked out!
So, what's happened that's good? Keith Nalepka confirmed remaining as VP Sales, Keith Nalepka appointed to the BoD, with Patricia and Kelly Whelan, the company going back to retailers in previous discussions, Singapore orders, CE Mark work, all good! BUT, the pps has not moved one .0001, not a twitch. My earlier predictions - put an interim CEO in for a year or two, not a Whelan, take steps to get past the name toxicity built up over the past 12 years, create a BoD having 5 or 7 Directors and do 2 US retail deals. Those events with deals and sales will move the stock, anything less, keep flushing!
An average CEO would've had 100's of million of acute and chronic pain sufferers able to pull ActiPatch off shelves in pharmacies in 75 countries and made him/herself and all shareholders 100's of millions of $$$.
Leading and growing companies effectively requires a few skills and objectives missing at BIEL for 12 years. Respect for others, negotiating skills, humility and vision, along with branding and tactical implementation plans. None of these were in the C-Suite.
Instead, we had a DNA that proudly laughed a thousand times about how he loved fighting with people and how stupid everyone else was. Demeaning, others never creates success, it only reveals weakness and a close proximity revealed how appalling it was.
Leaving the past in the toilet with the share price requires steps to remove the toxicity of the name and surrender and cancel 28 billion of those shares/notes. From FDA to every Distributor to every retailer, supplier, employee and shareholder, the toxicity smeared and alienated everyone!
Get it done Kelly, give yourself and all shareholders a chance to succeed. You were a victim too, for many decades, break free, reduce the shares, step back, remain on the BoD with a lower profile and watch success take over and explode!
One of the best posts ever! What they were thinking was greed, a good reason the pps has not budged since the appointments and in spite of putting Keith Nalepka on the BoD, where his vote as 1 of 3 will be meaningless.
How many times has it been suggested that all Whelans step back for a couple of years to allow the decade long toxicity to fade? How many times was the former CEO begged to step down, or step up to Chair only, rather than continue to ruin the opportunities? At no cost, not giving up one share? Same answer as Dr. Scholl's, CVS and KT Tape were given "No, I'll do it myself!" Hundreds, going back to 2010!
Kelly Whelan was a victim, just like all shareholders! Not gonna ask what she knew or when, cutting her some slack here. But, she has an opportunity to remove some of the tarnish on the name by surrendering say 28 billion of 35 billion potential Whelan shares of the potential 62 billion of this bloated pig.
Don't care about the law or technicalities, just be nice to see something honorable in keeping with putting Keith Nalepka on the BoD. Otherwise, the Whelan name will continue to stink up the joint. It's only the future that matters, reputations, deals, sales. Do the right thing Kelly, clean up the mess in the toilet you have inherited.
Lucia continues to fight, whereas Whelan settled for smaller fines and 5 and 1 year barment against himself and Kelly Whelan, preventing them from any involvement in penny stock shares. I still want accountability as to how those fines against many parties, IBEX, St. John's, BIEL, both Whelans and the accountant are being paid!
We shareholders did nothing wrong. If the Whelans were barred from involvement in shares of penny stocks, how in the hell could they legally be Officers & Directors of a public company, with the responsibility of increasing shareholder equity? And can shareholders litigate against the Whelans and IBEX and St. John's for the decision relating to the Whelan chicanery? That's the nice word.
Just about when everything went south on the mundipharma Australia deal, when mundi had sent its up-front Distributor fee to BIEL, which, who knows, may have gone to pay down lawyer's fees and disbursements and a little to the SEC to prevent them from locking the doors?
When mundi realized it had been decived....conned by the lack of disclosure that BIEL had outrageously mismanaged and lost its CE Mark through simple expiration and shipments to OZ couldn't happen. Mundi then demanded its money back, it had been quickly spent and they threatened litigation.
Now, with recent events, hopefully Keith Nalepka can build trust with mundi again. Another reason the Whelan name should disappear for at least a couple of years, while Keith Mendes fences.
If everything were flourishing with mundipharma and many hundreds of pharmacies in OZ, would those sales not be reflected in the Q's?
Q1 2019 $141,103
Q2 2019 $329,841
Q3 2019 $113,109
C'mon, shareholders are not stupid!
The "fantastic news about the great things going on at mundipharma" was wrong. Any paltry sales have been website online one at a time, rather than via distributor import retailer supply chain, as was intended.
In fact, mundipharma paid $350K as an up-front as a distributor for Australia. The funds went into the BIEL black hole, but when it came time to ship product, oooops, whaddya mean your CE Mark has expired?
A CE Mark is required to import into OZ. Mundi demanded its $$ back, it had been spent, litigation was threatened and BIEL lost its CEO. That's the last we know. Hopefully Keith Nalepka can work his magic on this vastly different playing field.
Read the last two paragraphs again. They refer to the Whelan family and BIEL. The entire SEC debacle and the more recent phoney patent infringement case against BIEL were major stressors for all concerned, mostly Andrew Whelan. Can the damage be more obvious?
Facts are these. In the Raymond J. Lucia case, matters have been postponed at the request of Lucia, due to his personal circumstances. How many years, how many dollars and at what cost? Lucia did not benefit from any of the destruction caused by his case.
BIEL did not benefit from the destruction of the Lucia case or the destruction of it's own case as a Respondent/Defendant against the SEC.
And BIEL did not benefit in any way from the destruction caused by the vexatious, harm causing litigation brought by ENDV, absurdly and dishonestly claiming patent infringement. May those behind that dishonest litigation live in interesting times. The company I invested in, BIEL, could not afford to defend itself from the malicious dishonesty of ENDV, its Officers & Directors and its Attorneys!
Both matters were incredibly destructive, corporately and personally, as well as financially and morally for everyone involved with BIEL. Pain sufferers, employees, shareholders, and everyone has and will continue to pay a price. No one won anything.
No question the Whelans brought trouble into the BIEL house with the SEC matter. We are all victims in the ENDV matter, including the Whelan family. We will never know to what degree!
Total bullshit
No!
I stand up for Kelly Whelan! Never met her, never spoken with or communicated with her in any way.
Although I sincerely doubt she would ever admit it and may even be unable to admit it, on a conscious level, just yet, Kelly whelan was a victim too, for many decades!
I'm not going to say anything more on the subject, but, believe me, she was a victim, as were all employees and all shareholders. Read up on the various stages of grief, I'm at anger!
Got a week or so?
All accurate according to established FDA nomenclature of clearance events. Should/could be accelerated in any time period, since FDA is not reviewing the design of a new wheel. Many previous assessments endorse the efficacy of ActiPatch on tissue and cells, so it could be quick.
Hopefully the submission is complete; can't imagine it would not be with Drs. Koneru and Staelin heading up the submission team.
Been hinting at this, unsuccessfully, for months and at the time I first raised it with the perpetrator I said it was wrong and could cause him a lot of trouble somewhere down the road, particularly if anyone complained.
As history now clearly reveals, in most things, the opinion was that shareholders and most others were stupid and would never spot it. My response was, "Are you kidding, I'm a shareholder and the scheming is glaring! This is blatant and you're asking for trouble!"
My protestations fell on deaf ears, as was the management style on most everything!!!! I tell ya, there's a book in this, ya can't write this stuff!!! Best way forward is to fix this fast and concentrate on making the company successful.
See my 205649.