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Aw, bless. the pompous, know all stalker has a hissy fit. Diddums.
Do you need counseling hun?
Get well soon my little soldier.
Elrico response to nick..Filtered!
Typical of this sad individual..Give an alternative opinion and then he will press the cancel button.
Response to me..cancel!
Response to TW..cancel subscription
He is nothing if not predictable
Meanwhile he continues to lead his lemmings over the cliff
Lol. Make of that response what you will.
Filtered!
Haven't read it obviously, but sbtx and India is down to the previous owners of dermatonics imo. Hope if it is a masterclass, they utilise Greg Andrell as much as possible who did the work.
Elric, look after the brand.
Alex has posted a Deep dive: In a world where global reach is key, OptiBiotix Health #OPTI and SkinBioTherapeutics #SBTX demonstrate the power of local wisdom. Their strategic creation of subsidiaries and partnerships in new markets is not just savvy business; it's a masterclass in adaptability and local integration, proving that understanding local landscapes, especially tax intricacies, can unlock unparalleled competitive advantages and pave the way for substantial market success. A lesson for all in international commerce: adapt, integrate, and thrive.
It's a good job, it's the weekend. :)
https://lemminginvestor.substack.com/p/strategic-moves-and-patient-gambits
Well the wheels have fallen off the share price and Ashman has still to take remedial action.
So boring these people.
His motive was obvious, didn’t take long for the wheels to fall off. Lmao!
Well said Nick1978. Very much a misunderstanding by Elonmusky9. The 2 directors sold into their ISA's which is a smart move. This happens in every company.
Stuart Ashman, CEO and PDMR, sold 123,878 ordinary shares of 1p each in the Company ("Ordinary Shares") and repurchased 122,517 Ordinary Shares into Mr Ashman's ISA account. Following this transaction Stuart Ashman's beneficial interest in the Company shares has reduced by 1,361 ordinary shares.
In addition, Manprit Randhawa, CFO and PDMR, sold 66,778 Ordinary Shares and repurchased 66,778 Ordinary Shares into Mr Randhawa's ISA account. Following this transaction Manprit Randhawa's beneficial interest in the Company shares has not changed.
This is what we all should be focusing on.. why would DIRECTORS sell their shares if they thought the long term plan was robust.. you can't deny these facts.... THEY SHOULD BE BUYING HUGE AMOUNTS TO GIVE THE MARKET CONFIDENCE IN THEIR OWN ABILITIES - which they are not..
SkinBioTherapeutics Director dealings
Trade date Director Volume / Price Trade value Trade type
06/04/2023 Manprit Singh Randhawa 66,778 @ 16.00p £10,684.48 Sell
06/04/2023 Stuart Ashman 123,878 @ 16.25p £20,130.18 Sell
Better to claw back some funds at 8p rather than selling out at 2p ... unless you can afford to lose money
Totally agree - but listed companies are all based on performance or hype... eventually the hype dissipates and revenues are key... the R&D and IP are critical but they need the commercial routes to market... they need a large powerhouse to commercialise their range but so far this hasn't happened. I've worked in several sectors and this is biggest hurdle of all.. that's where they need a new commercial director/ceo who has relationships with these global partners. easier said then done unfortunately.
EM, Your point about the market's preference for hype over substance. However, it seems to overlook IP development, collaborations, and product evolution, not to mention the compromises investors must reconcile minnow/fledglings. Companies enter agreements with larger, less agile Corporations with a significant power advantage. My divergence lies in the details: OPTI slip. SBTX was the first, followed by ProBiotix. The rationale for this manoeuvre was multifaceted, aiming to 1. PLC expenditures, 2. Unlock inherent value, and 3. Mitigate shareholder dilution in OPTI by leveraging SBTX shares for financing. There are additional nuances I could have explored.
Yes, investors want to see the money because sentiment has been damaged over time at OPTI and SBTX. Sentiment is NEVER worth ZERO. Think about it-sentiment drives the market in both directions.
BTW, 130p, and 71p came before and after.
Because it's called a reality check... Opti split into 2 (which was purely to increase funding and share volume). They were up to circa 71p (which was based o n market hype). Opti SP was also based on hype (not revenues)... There's comes a point where sentiment is worth zero and investors want to see revenue streams (not smoke and mirrors)
Excuse? Define failure. Discuss.
Thanks, BP, for a refreshing counter rather than the emotionally charged comments.
While involving external consultancies like Evercore in the heavy lifting of M&A activities is a common practice (if this is the case), it doesn't diminish the in-house team's strategic role. I assume they had a larger role through conversations over a year, including Cath O'Neil's role. This counters your timeframe IF I am correct with my interpretation). External consultants bring in expertise and an outside perspective, but the in-house team's deep understanding of the company's strategic objectives and culture is irreplaceable, such as the viability of backing SBTX IP into acquired assets. They are crucial in defining an acquisition's strategic fit and integrating it post-deal, ensuring the acquired company aligns with the parent company's vision and values.
The suggestion that an M&A director is necessary, with an expected compensation package in the region of £150k plus bonuses, is an interesting one. However, the role and compensation of an M&A director can vary widely based on the scale, complexity, and strategic importance of M&A activities to the company. Full time! I doubt this fits with the long-term strategy as the current M&A objective appears to be a short-term proposition with long-term revenue build. Of course, we have yet to learn the full costs associated with any M&A, which could be considered excessive in some quarters.
IMHO, we need to keep a watching brief to see what synergies manifest and just how accretive they become. I certainly do not subscribe to them being worthless or minimalistic in value. A perfect example of the double standards employed by We All Know Who is evident today after OPTI announced their Indian partnership with SlimBiome. Whilst I think it has significant potential, one asks why the same excitement by you know who is not shared with the prospects of UMG, which has a much larger sales team, and a far bigger reach in 15 more countries and launched on 1 March. It's a classic example of allowing specific trigger points for cloud analysis.
Pete,
Try answering my query rather than deflecting - the one where you imply I have concerns over cB fees being paid. TIA.
What was the last placing for...... paying for grotesque boardroom remuneration. Elric you have made a pathetic excuse for abject failure.
Elrico, the finance team can only be single figures in size, including the recent acquisition (which presumably operate entirely independently of parent co).
Regards M&A, it took so long to get deal #1 completed that no credit is due. I am a cynical sod, but I have little doubt this will have been farmed out to a consultancy outfit such as Evercore that will have done all the donkey work, although we will never know whether or not.
Regards financing the deals, challenger banks fall over themselves to provide convertible instruments to listed companies with big fees (and we will have to wait another 7 months to hopefully find out how big the fees were)
If your substantive point is we needed an M&A director, the salary for a private equity M&A director in NE would be circa £150k + bonus
Elric , what is the salary of the CEO and of the CFO and the revenue of the company?
Let's have a bit of fun for a change. I'll start.
Regarding Manprit's remuneration, the AIM data suggests a certain... extravagance in his compensation. However, the real conundrum lies in comparing the responsibilities of Finance Directors across different firms. Take, for instance, the hypothetical scenario where we could classify FDs based on specific duties like advising on M&A, being integral to negotiation teams, or proactively scouting for acquisition targets. In such cases, these additional responsibilities would undoubtedly be factored into their compensation packages.
For weeks, I've observed from the sidelines, silently musing over the glaring oversight that no one seems to acknowledge: the invaluable asset that is Manprit. To play the devil's advocate, if I may. With that in mind, let's focus on Dermatonics and the upcoming acquisition. Will this be when the CEO/CFO's decisions are proven justified? Time will be the judge.
I'd be more impressed if Elon Musk bought! :)