Thanks for your courtesy, Marcus. Somewhere between a bet and an investment is something where you can affect the outcome. Unusual for me, I don't know what to call it. You can tell that I think corporate strategy needs tweaked and there is still opportunity for WSGI. Right now I can detect two messages from shareholders to management:
#1. "You suck. We're dead. You are still crooks."
#2. "It has been too long--sell a bag of helium (or blau gas) now, now, now!"
I don't think either of those messages will positively affect the outcome. I worry that management has heard the second too loudly. As to the first, why people like to urinate in their own well, I just can't figure out.
I am trying to send a third message--"Thanks for the BIB--nice job. Now please stop and think! What is our unique product and capability in LTA?" Stratellites are good (probably needs packaged to the FAA as an untethered balloon and not a UAS--untethered, unmanned balloons fly in the NAS all the time). Argus is good--a long evaluation for a novel product is not unusual. BIB is really a step in the right direction and may even get us some sales.
What is missing is turning them into a complete, integrated system that gives customers capabilities that no one else can give them. How can they be integrated with each other? The What else is missing that makes it a comprehensive battlefield, security or border enforcement solution? What are some of the 21st century challenges regarding helium that can be addressed innovatively?
I would like to see shareholder pressure change from immediate sales to clear market strategy and eventual sales, of course. The opportunity is still there IMO. So yellow water, sales at all costs or strategy. We do have a small effect on the outcome in my opinion.
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