GEAR - Was his last email from over a year ago nothing but bogus claims...
September 25,2013
GEAR Shareholders and Stakeholders;
Thank you for your patience and support.
When I took over as CEO and President at the end of 2012, there were a number of questions about GEAR's market value and direction. Most of the commentary I received from shareholders contained one or more of the following uncertainties:
Speculation about GEAR's company dynamics (leadership),
Speculation about cash flow prospects, (how and why is Gear worth anything)
Speculation about market presence, (where does GEAR exist and who does GEAR do business with)
This speculative bubble was unhealthy for the company's stock value and rendered any attempt to build GEAR into a real company and not "just" a stock play futile. This is an important point to reiterate for those who may have heard contrary: since I took over as CEO I've done everything in my power to build GEAR into a real company, not just a "stock play". Analysis of stock accumulation and liquidation patterns also suggested that Gear's prior shareholder base was mostly based on Intraday traders, most of whom were not in alignment with the development of a company that would one day provide dividends along with real value to shareholders.
GEAR's management decided that shareholders’ speculating about company dynamics was unhealthy for the public image of the company. The company needed an intense overhaul and management focused on the following:
1. Attracting a value driven team that encourages stakeholders and shareholders to focus on market dynamics such as acquisition price, and market tempo, rather than putting together team of past performance market experts.
2. Acquiring the rights to the correct volume of stakeholders and shareholders who concurrently will take an active interest in all things GEAR, most of all, driving revenue and shareholder value.
3. Developing an accountability model that enforces the need for productive engagement from shareholders and stakeholders about the company's value chain, its' ecosystem, and potential strategic partners for some of our assets.
GEAR's leadership team has flown over 60,000 miles evaluating, researching, and developing claims for International market sources of gold, silver, and copper deposits.
There were challenging fluctuations in market prices for these commodities, some of which were retracing from unprecedented price peaks.
But we've succeeded. GEAR has assets. GEAR will also begin an audit of the company's books for the first time in company history. GEAR has a number of market tactics that it plans to employ to encourage speculators to allow accurate portrayal of asset values in the company's stock price. Most importantly GEAR plans to make a special offer to stockholders who for whatever influences seek to immediately liquidate their positions. We will discuss this further in an upcoming email. GEAR has developed an unintended expertise in emerging market business modeling, which makes GEAR more attractive as a Joint Venture partner to mid-size companies in search of distressed assets.
GEAR has also developed marketing alternatives to attract newer audiences to the company. As GEAR shareholders, it would probably be best to reduce the display of public frustration about GEAR. For the most part, if patience prevails, most of you could see the kind of return on your investment in a short period of time that is uncommon for most ventures over a 2-year period.
I will be able to respond to any and all emails by October 15th.
Good night and I look forward to hearing from you all.
Cory Howden
Gear International Inc.
