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 . . . . .
