Med. therefore, the OEM/retailer had an escape clause with ability to renege, and did, whereas, Collier assumed and acted in advance, rather than wait til the deal was done, and have the details for APL prepared to commence, after he had firm completed contracts on both ends, not just one. He commenced on faith, not contract. The one that cost us. That is all. And with this information, as an aspect of due diligence a few lessons manifest: 1) we as shareholders understand what occurred and its ramifications on current PPS and departure of employees, lowering overhead 40%, inhouse logistics. It gained surviving management a hard lesson that almost buried them, and resulted in the pain of selling shelf shares at a lower cost due to the effects of failure to gain viable retail revenue, while paying egregious unrendered logistics support resulting in firesales to repair these effects and nonperformance. 2) it allows clearer perspective into a new approach and business plan, which is IFE. One benefit that rather than the Collier, we gotta make 20% per unit, to we can make endless recurring margins, rental after rental after rental. 3) These considerations help to understand the new plan, increase shareholder confidence in a complex situation that has created panic and PPS drop, helps us all getthrough to better times ahead.
AI
