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And a situation not unlike our recent SMMW rebirth. An understandable transitioning as we put our latest asset base expansion situation to work. Getting the operational ball rolling. A more than welcome set of overall circumstances, compared to the capital-intensive such, surrounding plan A in full. Overwhelming, where applicable, startup costs inclusive. The extremely difficult task of pulling disparate parts together into a cohesive whole in as timely a fashion as needed. Synergies. The meeting of ‘obligations’. Our latest asset base expansion being to smile about. Having strengthened us enormously. Fundamentally. Operationally. Significant revenue streams added to the significant preexisting such. Truly huge potential, in the overall, along strong positive cash flows and net earnings lines. Plus the coincident. Our being, again, a holding company. And an operating such. With an entirely welcome change of core operations being in evidence. The overall potential being truly huge. The situation in its entirety lending itself more than well to the building of a long-term successful/viable company. With the numbers again being there. The available latest financials. The potential in spades. Why it is Dan and the rest have proceeded as they have. Seeing the light. And our latest PR? And…
‘We intend to focus considerable interest in offering solutions for diabetic care. A recent study by the National Changing Diabetes Program, states that 12% of total federal healthcare was spent on Diabetes. That translates into a $645 billion marketplace here in the U.S. alone," stated Mr. Dan Burgess, CEO of Summus. "The solutions the company offers are cutting-edge, appeal to managed care companies, and give the physician or healthcare coordinator, information to deliver the highest quality of patient care possible in today's healthcare environment."’
[ considerable interest ]
Not 100%.
But ‘considerable’. Thinking clearly. Having obviously reviewed the available data, in concert with company operating history, and focusing on those areas holding greatest overall potential to yield as indeed desired/intended. Prior management also obviously being consulted. Playing, obviously, a distinct role. With all of it being indeed exciting. Where plan B, fully executed/implemented, can eventually lead us. Fundamental and operational soundness to truly smile about. With, though we can’t say with certainty just yet, it beginning to look like plan B is a far cry, and then some, from plan A in many more ways than one. Inclusive of a seeming steering away from the M&A-based growth/expansion approach to the wholly organic. To growth/expansion from the inside. With same, certainly, lending itself well to intent to not only substantially reduce our outstanding stock situation but also our authorized such. Explaining itself. What we earlier talked about. About a need of leveraging equity ongoingly. And seemingly not for us. Not now. And we shall see.
And what else do we take away from our latest PR? Well, what we need consider is the mentioned inventory write-down. With today’s announcement being strongly suggestive of our, operationally, leaning away from the perishable goods side of things (read pharmaceuticals, cosmetics, etc.). Focusing, instead, on the moving of inventories far less subject to costly spoilage. And, doubtless, we’ll learn more as time goes by. But it definitely does strike as being the case that our latest acquisition is being every bit as reorganized/streamlined as was the case previously for us. Prior to said acquisition. In precisely the same manner. A called-for trimming of the cash draining/potentially cash draining. Focusing where need be. Clear thinking. With it, most definitely, being the case that pharmaceuticals and cosmetics do represent the intensely competitive as far as industries go. With same not saying that we can’t pursue all avenues and succeed/prevail. The same way as with TSXT. Only that things do appear to be shaping up in a certain and specific way. As the PR says. And again...
‘We intend to focus considerable interest in offering solutions for diabetic care.’
[ focus ]
And, so, focusing on the details. Thinking clearly, as always. With management doing no less. Focusing where need be. Thinking clearly. The numbers. Strong positive cash flows and company bottom line. Getting the job done. With the likelihood, again, of our becoming a fully reporting company ASAP being strong. Plan B, in the absolute, holding far more promise in the overall than did plan A. A rapid yielding of desired/intended results. And a sea change, for sure. Plan A to plan B. Transitioning. Our now talking about manufacturing and inventories and warehousing and distribution/delivery and a host of other such. With, at this point, one wondering if Bill Veve is still with us. And…
(Wed. 18 Oct. 2006)
‘SMMW … announced it has retained William Veve as Vice President of Sales and Marketing. Mr. Veve holds a degree in Economics from the University of Vermont. A successful business owner and experienced sales executive, his experiences have included the sales of businesses and assets, retail and wholesale management and media sponsorship placement. Most recently, Mr. Veve helped launch Astrablu Media in Los Angeles where he co-produced National Lampoon's "Cattle Call."
"We are excited to add William's range of experience and enthusiasm to the management. His results-oriented attitude, entrepreneurial spirit and diverse experience are welcome additions to our team," said Summus Works President Dan Burgess.’
With it being the case that never previously has there been, for us, a greater need of sales and marketing personnel. With us knowing about the BoD appointments intent but what of personnel otherwise? What did we gain in that particular area? And anything? With the strong likelihood being that we’ll be taking on a few new employees in the near-term. And we again shall see.
With all of it being exciting. The full potential, indeed, of our rebirth. The building of a long-term successful/viable company.
Plan B.
And have we called it right? Focusing? Reorganization/streamlining? The rest of it? Well, while what we discussed does fit. Is soundly reasoned. We can’t again say with absolute certainty. But, certainly, in light of our earlier reorganization/streamlining we do have Dan and the rest entirely focused on doing what it does take to avoid a repeat of earlier failure. Formulating an overall business plan and model destined to succeed. Yielding as desired/intended. A, for the most part, brand new start for us holding truly huge potential in the overall.
And anxiously looking forward to coming PR’s. The continuation of the story. Painting of a picture. Market level, by necessity, moving as desired/necessitated. A permanent and significant end to our one-sided quote ugliness. Our rebirth inviting the welcome buy-side. A long-term hold perspective. Free shares at the very least. Thinking about the future. Both personal and business.
Biotechnology … Pharmaceuticals … Cosmetics
Bio … Phar … metics
Our latest company divisions.
Subsidiaries.
And where DO we focus? Growth/expansion? Do we divest? Reorganize/streamline? Where is the greatest cash flows strength? Net earnings strength? The best of the coincident?
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