Herbert, get real, will you.
I insist on dotting the i's and crossing the t's of publicly communicated press releases that stand on what they state, rather than use semantics, be subject to interpretation, leave confusion and later on have a follow-up press release or public statement in a website or elsewhere by management that says well, we never did complete or finalize that deal, oh , well that 25 million dollar deal we announced, well er, that was just a pilot study that er, well, uh, we thought we'd just sweep it under the carpet, oh uh...well, er, that purchase we uh sorta said was finalized with V2V, and re-confirmed by Bryant in his farewell speech as a definite confirmation of a purchase, saying well now we have, not will have, but do have , HAVE, get it...HAVE earnings from this deal amounting to adding millions to our bottom line...and then, well, er uh, oh, yeah, well, that deal we stopped talking about, well, uh er, yeah, well we sorta kinda thought no one would ask about it, well, yeah, that deal never went thru, no we didn't do it.
Look, this is a publicly traded company AND the officers, especially the communicating CEO have FIDUCIARY RESPONSIBILITIES to be HONEST and TRUTHFUL and FORTHRIGHT in announcing deals and confirmations of acquisitions, etc.
Communications must be forthright and honest. You cannot state you have made an acquisition, state earnings that now are in your bottom line, and then months later say that well uh er, that deal never went through, we just sorta changed our minds, without being subject to the same fiduciary responsibilities of every CEO in any publicly traded company. There are laws.
Get real. Find out what the word FIDUCIARY RESPONSIBILITY means.
Don't mislead and confuse, MDFY management.
If you have a deal with GP's, and you are making a public statement, be precise in your language, so that later on, you do not say you never had the deal you lead your faithful investors to believe.
Oh uh er, anyone remember that German float that was going to open at 1 Euro? Anyone remember trying to get the CEO to be specific about how the divvy would be done? How Bryant avoided answering numerous requests to explain the process, only to find out months later that the whole thing was scrapped.
Would you like to read my complete list? I don't have the time to give more examples, they are too numerous.
WHAT COMPANY IS WORTH ITS SALT IF THEY HAVE TO MISLEAD THEIR INVESTORS?
