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
