I agree. They spread limited resources across too many products and distribution channels. They chose to deal with the largest and most demanding big box which they lacked capability to service. Rather than building a regional brand around loyal customers (iike Burts Bees), they went Mass Market with discount programs. It was a risky and flawed strategy that burned money. They screwed over channels by offering product at discount houses like Costco. Wasted money on NASCAR sponsorship. It made no sense to sell Performance (Oil) Products and Appearance (cleaning) Products under same brand/channels. This was just bizarre. Galesi never delivered sales to Municipality -- possibly because the products weren't as advertised, which he learned too late. What a wild story with colorful people -- Zuckerman the stock promotor friend of John Stanton, Paul the ex-con, Marshall the drunk. It's been a long movie, I am wondering when it will end.
I recall the company saying during the lawsuits with Zuckerman that the original patents were worthless (anyone surprised). The company subsequently used different methods and feedstocks to create it's bio-oil. Most of the inventions the company is now using comes through Invetek (Dr. Paul A) but who has the time to research whether any of this IP is an asset of GETG.
Could a public company do a worse job of disclosure to its shareholders than GETG -- completely run by insiders who have deep conflicts of interest.
Jeff Loch's marketing company still getting paid despite horrendously bad performance. Wheels fell off this bus years ago, but Jeff still gets to milk the dying cow. There was Hail Mary to pivot into oil field products -- but (you can't make up these blunders) some genius chose Venezuela. Insider dealings ran amok, but shareholder have no one to blame than themselves. The writing was on the wall from day one.