Cree has outperformed the competition in increasing brightness and lowering costs.
They have underperformed on increasing revenues to increase profits.
Management promised break even this year. Instead they shredded shareholder equity with their recent offering .
Why are these guys being paid for gross underperformance. CEO and CEO should be fired.
The risk reward ratio as discussed in the previous post is less than attractive. More to the point, we have to understand that , so far, the risk, in large part is execution. Why no additional sales/ leases in the Oil and gas sector.
On the positive side the idea of leasing equipment is brilliant provided they ramp up revenue generation
ERII must produce significant revenue improvements in the next couple of quarters.
I am not a short. Agree with a previous poster. Show me more than one lease and one sale. At least give me a time line on revenues beating marketing and sales expenses. Tighter Execution needed in terms of money and time. Essential for a small cap.
Filed with SEC. Unable to access content. I asked for it to be posted on their website. Did not get any response. IR does not have the courtesy to respond to shareholder enquiries.
I have seen quite a few companies falter despite excellent technology. It takes superior management to successfully commercialize technology. If they can't sell to the fracking industry in the current environment senior management is obviously subpar. The buck stops with the CEO. Nothing personal. My comments are limited to professional competence.
The presentation's impact on the stock price appears to be less than impressive.
Lets hope the company shares the contents with shareholders. Otherwise we are being put at a disadvantage over the institutional investors. The latter is unethical if not outright illegal.
It is somewhat reassuring that the fracking product will be initially marketed in the US. It is a logical and strategic decision. The same should have been done for the gas industry product.
If you succeed initially in selling in the US, it makes sense to expand market share here first. Only then should a small cap with meager declining revenues expand into other markets.
Hopefully the execution strategy will be refined to produce meaningful revenues in a shorter time period.
Let us hope today's presentations will be available on the company's website- even though there is no mention of it.
I understand the challenge and opportunity. The CEO is nonetheless responsible for bad execution decisions.
There are large caps that probably loose more money but unlike ERIi they can afford to.
There are established strategies and metrics for market development . Continue to wonder if the former CEO left because of differences with his mentor/ boss. Has Rooney hired a CFO who is a yes man. Time will tell.
Same guy had promised break even this year. Now he diluted the SHIX out of the stock price by raising a measly 10 million dollars for equal number of shares and an additional 10 million warrants. How do these guys keep their jobs despite gross underperformance.
I consider ERII to be small cap not speculative. I understand the vagaries of the desal market. My criticism is limited to the execution of the products for O and G. Yes, new products require acceptance and adoption but to increase operating losses by millions by premature hiring a global sales force...when the adoption in any one geography is not entrenched and is unprofitable appears to be a blunder. Rooney has come pretty close to admitting this if you read between the lines. Either have salesforce become cost effective or reduce the sales overhead.
A small cap operating inefficiently is unhealthy.
The inventory buildup could provide a guess revenue estimate for the order but there isn't enough info about the pump business inventory.
Wonder if a new ceramics application is the next sizzle seller.
If ERII can't sell into 70 dollar crude, then its definitely underperformance by sales management which includes CEO. The Board must not accept laissez faire ( it happens when it happens) attitude.
The flawed sales execution strategy for O and G has increased losses. Rooney's own explanation of the selling cycle to this sector contradicts the premature and expensive expansion of sales force.
He talks about potential market size but does not quantify his quarterly or even annual performance targets. Nobody hires sales staff without specific targets. Rooney must be judged on the cost effective and timely commercialization of technology. He can't spend years on the runway learning to take off when he is being paid to fly the plane.
Given the estimated days for shorts to cover, probability of stock price improvement decidedly better
Irrelevance and insults reflected in the posts which can be easily exchanged bilaterally by email.thank you all
Barriers to entry include spectrum and access to huge chunks of capital. Good news trajectory stream will put increasing pressure to cover.
A woman in a hot-air balloon, realising she was lost, reduced altitude and spotted a man below. She descended further and shouted to the man "Excuse me, can you help me? I promised a friend I would meet her an hour ago, but I don't know where I am"
The man below replied, "You're in a hot air balloon, hovering approximately 30 feet above the ground. You're between 40 and 41 degrees north latitude and between 59 and 60 degrees west longitude."
"You must be an Engineer," said the balloonist.
"Actually I am," replied the man, "How did you know?"
"Well," answered the balloonist, "everything you have told me is technically correct but I've no idea what to make of your information and the fact is I'm still lost. Frankly, you've not been much help at all. If anything, you've delayed my trip."
The man below responded, "You must be in Management."
"I am," replied the balloonist, "but how did you know?"
"Well," said the man, "you don't know where you are or where you're going. You have risen to where you are due to a large quantity of hot air. You made a promise, which you've no idea how to keep, and now you expect the people beneath you to solve your problems. The fact is you are in exactly the same position you were in before we met, but now, somehow, it's my fault."
Compared to his flawed execution of the products for the gas industry.
At the very least, stock options for senior management must be tied to financial results not future prospects.
Otherwise stock underperformance serves management interests by award of options at depressed prices resulting from management spending decisions. Obvious room for conflict of interest.You don't hire 6 sales people for a product currently generating 400 k.
Specially, if you need client field experience validation and testimonials to sell into a new market.
Why wasn't an American or Canadian company, incentivized to start field trials ahead or parallel to Aramco.
Why have the sales staff failed to 'sell' additional field trials beyond Aramco. Rooney has quintupled the sales overhead and yet remained decidedly vague. Don't the sales staff have revenue targets to meet?
May be ERII needs to strengthen operation management.
Rooney has made no public commitments. No wonder the stock price is "asymmetric" . If so, the Board is rewarding the very people contributing to the asymmetry between between prospects and multi year Q results.
To be held accountable. Why is ERII absorbing cost of delayed desal orders. Does this mean ERII is building on spec.? Is part of the delay because of alleged disruptive technology in desal. Why doesn't Rooney talk about improving desal technologies to ward off potential competitive threats. Is desal suffering from neglect? Does the new CSO understand desal market?
Teasing with disruptive technologies and then ineffectively executing commercialization reflects management malaise. The Board should be asking tough questions which remain unaddressed.
Analyst day presentations may serve as nice pep talks but its multi year Q results that speak to Rooney's stewardship. Sorry the buck must stop with the CEO. He is vague about revenue prospects and timelines for every product line.