Member Info for krayzkat

The institutional investors mentioned in the last RNS, would be investing in the asset based securities that we facilitate, and not in the actual shares of SYME.

Extrader obviously has a financial incentive to derail this BB.

Welcome to Green Box Heaven, where all pathetic trolls go to die!

New account. 1 post special. Obvious troll is obvious!

Welcome to Green Box Heaven! Where all pathetic trolls go to die.

(I suggest all serious SYME investors do the same)

SYME has staff, and now can utilise staff from Epic SIM, to originate (find) investors and clients.

Many banks, funds, and institutions, will want to invest into our asset-based securities to help diversify their portfolios. For them it is very low risk as th inventories could always be sold in the case of a default, plus we do due diligence and do not "not monetise inventory for companies in financial difficulty or with inventory that they are struggling to sell" (bottom line of latest RNS)

AZ is saying that we can't double count inventory, as that would mean there would be more risk. It would be like getting a full mortgage on your house from one bank, then going to another bank and getting another full mortgage on the same house! The whole point of these asset based loans is that if there was ever a default, the inventory could then be sold to cover all costs. This would not be possible if we started 'double counting' or loaning against twice the value of the assets.

Furthering on the mortgage analogy: If we took out one full mortgage, then paid it back at some point, we could then take out another full mortgage at some time in the future if we so wished. Or we may sell our house and the new owners would take out a new mortgage.
From the perspective of both sides of the supply chain: We could monetise (mortgage) the newly-built house from the house builder, so that they free up funds to continue building more houses in their plot. Then the loan is repaid, the house-builder can sell the house to an owner-occupier, who then proceeds to monetise (mortgage) the house themselves.

A share consolidation is potentially on the cards, although it has not been officially announced yet.
The reason is due their being a lot of shares that we inherited during the reverse takeover (RTO) process from ABAL Group.
AZ says during the interview, that many institutions have been asking to invest in Supply@ME, but these institutions have specific policies about not investing in penny stocks. So the way around this, is to consolidate the shares (AZ calls it a reverse-split) so that we are no longer deemed a 'penny share'. Then we will have more new institutional investors.

PART 5/5

ST: When will confirmation be coming in the form of a RNS update, regarding safe harbour Italian banks?

AZ: Again, all of the things, the self-funding agreements with the local banks, the StormHarbour placing, the UK pilot, are all on track. We are working hard, because as I’m saying, all are strategic agreements so we prefer to take time, a couple of days, in order to clinch strategic long term agreements.

ST: Depending on the success of the current pilots, particular in the US, what kind of time frame can we expect customer partnerships to be announced?

AZ: We see a huge appetite for our service in the US, and the professional and the team that we have ready, and the feasibility study, asks us to anticipate to accelerate the rollout of our service in the US, because we see interest, not only by the client companies side, but also from the funders side. So, giving you some details, we projected the US in our business plan in 2022, and for sure, we anticipate to accelerate the rollout over the next months and early next year.

PART 4/5

ST: Why are there so many shares in issue compared to other companies of the same size as Supply@ME?

AZ: We come from a reverse takeover, and accordingly, Supply@ME is the result of a reverse takeover with a cash shell which was ABAL Group. We know that it is important to plan a stock consolidation, because the very important point, is that many institutions are asking to invest in Supply@ME, but you know, they have specific policies on the institutional side not to invest in a penny stock. So we are managing with our partner a reverse-split of the shares, because we would like to work alongside new institutions. Maybe we are also announcing new agreements with institutions that are interested to invest in our equity in Supply@ME. This is very important information also for retail investors.

ST: When will you announce the partnership with the Italian banks? And, when will the UK pilot results be announced?

AZ: Thank you Zac. You know it is sensitive information, because we announced the agreement we are working hard with our local partners. I can confirm that we are working with lawyers, and we will announce shortly the results of the 2 very important agreements for the Italian self-funding models, and agreement with banks, and also the UK pilot. Also we are saying in today’s RNS, that shortly we will inform the market, and all things announced will happen.

PART 3/5

ST: How are you pushing the business into the limelight to improve visibility for potential clients.

AZ: We don’t need limelight in order to foster our service, because the demand is huge. In each country, in Italy, the UK, in US, in the Middle East. The appetite for our service is huge. Our view is also the reason for the RNS today, to work alongside partner in order to get onboard more and more companies pursuant to our strong very important policies, and so it is important that investors understand that we use institutional partners, the big four, professionals that originate companies, and so we think that we have to manage it with a very strong methodology of onboarding, the efficiency of onboarding, and is the reason of today’s RNS. One of the points of today’s RNS.

ST: How many companies are you currently able to onboard at one time? Do you have a target number in mind to aim per quarter, in terms of the capability to onboard?

AZ: Right now, we have the right capacity plan in order to manage the existing portfolio of companies, and thanks to the partnership, we are mentioning the Epic SIM partnership today, and we are talking about the self-funding agreement that are arriving, we are signing. We use the staff of this partner in order to have a suitable capacity plan, suitable staff, in order to manage, to onboard, we project roughly 50 companies per month. This is our ratio, is our also objective, you know that Supply@ME had a business plan in order to achieve 300 companies by 2024, but we are over-achieving that right now. So we are preparing staff that could onboard nearly 50 companies a month.

PART 2/5

ST: Ok. Is there potential to monetise the same stock twice?

AZ: We, Supply@ME could support the end-to-end of the supply chain. Accordingly, we could work firstly with the manufacturer, and then when the manufacturer sells the inventory, the goods, to their end customer, the retailer, then we could monetise the retail side. Obviously, we cannot monetise the same inventory, as it is a double counted risk. But, in an end-to-end continuity supply chain, if we happily support, right now we are supporting, both the manufacturer side and the retailer side. Thinking about the franchising model, we could support the manufacturer and also the point of sale. But inventories change, it is a rolling mechanism. So the reply (to the question), the answer is yes, but potentially we cannot double count, or monetise, the same inventory.

ST: ls the MOU with iMass showing signs of developing into something more concrete. As we know, an MOU is merely an understanding on how you will cooperate with each other. How will this relationship benefit Supply@ME moving forward?

AZ: The MOU is a concrete document that foresees concrete tasks, and right now we are working on giving you more details. We are working with the iMass structure, 2 local banks, and a very important partner that is managing the Sharia assessment in order to foster a new Sharia asset class, that underlines the inventory monetisation process, so the inventories. So we are in an operating phase, and just had the MOU signed. It was a very concrete document, with very clear tasks that we are achieving.

ST: So it’s more than a business plan, it’s something a bit more intense?

AZ: Correct.

PART 1/5

Share Talk (ST): Can you provide an indication when the re-marketeer platform is due to be up and running?

Alessandro Zamboni (AZ): Sure. Firstly I think it is important to understand our model in relation to the re-marketing activities. Because right now, the re-marketers task and systems are on air. For each of the companies that Supply@ME get on board and analyse, the vehicles sign a re-marketing agreement in order to hedge, to mitigate all the unsold risk, all the commercial and price risk, related to their inventories, in order to foster for the investors, the funders, a note with a low risk note, with a very strong credit announcement. So, the answer is we are on air, it is ready, and you know that we are working. We have two layers on re-marketers. One are the commercial marketers. The second one is an agreement with Gordon Brothers, that are cross-border, very important, disposition players.

ST: Does the owner company set up some form of discretionary trust arrangement with Supply@ME as beneficial owner that allows Supply@ME to take the benefit of the inventory as collateral/security for the issue of the bonds?

AZ: Yes, again it is important that investors, and friends, understand our model because Supply@ME is a FinTech platform, and accordingly, Supply@ME has no risk on their balance sheet. The inventories, and the risk related to the inventories, are segregated in vehicles, and consequently, the ownership is collateralised in the underlying of the sequential notes. It is very important, in order to distinguish our intuitive that it is service driven, a service driven initiative, for instance, compared to a bank that has risk on its balance sheet.

ST: So you are just getting fees for what you do, and that’s it?

AZ: Exactly!

Omg the derampers are getting desperate lol

Only a deramper would say the share price will tank without mentioning the fact that you will have the dividend amount already in your pocket....

If a special dividend was announced, then the share price would rise X amount above that dividend amount, and then once the dividend amount has been paid out, the share price will drop to around X amount.
Nobody who owns shares before the dividend is paid will lose any monetary value, because although the share price will be reduced, you will in fact have the dividend amount in your bank account too....

Gunfish it looks like you are deliberately spreading (fear mongering) incorrect information, and continuously repeating an idiotic conclusion you made up in your head.

Are you intending to scare people into selling to avoid paying this phantom ISA-tax you just made up?

People like you make me sick.

You may say you were just giving your opinion, and therefore I will just give my opinion too and say you are either a troll or an idiot. Either way deserves being blocked and becoming a green box. You offer no potential benefits to any decent investor

+ unknown 4th hub.... All we know is that it will be "non-European". I suspect Far East/Asia

DG73 - Nice point about the trade data collection. It would certainly be handy to know what items/commodities/etc are in surplus or deficit....

PART 5/5

ST: Right, and the barriers, what are the negatives? Are there any negatives that you can see at the moment?

AZ: Not that I see. Our point that we could improve, for instance, the speed of the scaleability of the business, because in order to do our business, it is not a transactional business. We have to assess companies, we have to evaluate the companies, to conduct the due diligence. Accordingly, the barriers are also to be efficient so to study the processes in order to be efficient, and so achieve more and more companies.

ST: Right, so to finish off, you’ve announced, let’s say in the middle eastern hub, you’ve got your deal there. I presume that you would like to have something similar in place in London, in New York, or the Far East etc? Is that the goal, and is that the kind of outlook that you have, and investors should be looking to?

AZ: Correct. We are working in the UK, also we are ready to deliver in the UK, a very important supply chain on multi-billion companies processed, UK companies processed, in order to use our service, and we already started the US pilot because one of our directors support us in order to facilitate the feasibility study and one of a very important professor of the US, asked us to write a technical paper alongside our rollout in the US. So I think that the US is very important news and all our things in place will happen. We are thrilled and bullish on our future.

ST: And in terms of final, final question, in terms of the costs of running your business, I presume that it doesn’t, it’s not cash intensive?

AZ: No. Another point is that for each company we get onboard, the company pays a downpayment. So, we are generating cash in August, in July, in September, because each company pays a downpayment, so we are happy because our cash position, our working capital, is in a very good position. Also, thanks to the due diligence, because our services are a very powerful service, and companies are able to pay a downpayment for the length of the future securitisation issuances.

PART 4/5

ST: Right, you’ve got, you came up with this idea, you’ve got first mover advantage. Is it the case that somebody else might look at it and your company, and say ‘well I like that idea I’m going to do that myself’, and they could compete with you, or they could, I dunno, take you over, but obviously that would be nice, but they could compete with you and, you know, your growth won’t be so great. Is there competition in your area?

AZ: Right now we don’t see any competition. I’ll give you an example. One of the most important banks in the world that is working with us, conducted an assessment in order to understand if in the world, the market, there were is a similar initiative, and they didn’t find any similar initiative. And I am talking about one of the most important banks in the world. Accordingly, we think that right now, there is no competition. I think a genuine competition would be a supporting to our growth and I also see that specific players, that also articles, that say that our competitor wrote us in order to work with us. So we think that there is an opportunity to speak to the untapped market also working with the quasi-competitors.

ST: Right, so what are the barriers to growth, and what will drive growth? What are the pluses and minuses in that, what will help you, or what will slow you down?

AZ: I think that the opportunities for growth, is to increase the communication, the dispatch of our service, and also the investors side has to understand this new structure because it is a new asset class for the funding side. Here is an example. When I talked about the StormHarbour placing, that is on track, the very important point is that the 16 cross-border, multi-billion asset managers, understood our structure. Accordingly, we strategic partner also for the new issuances, and accordingly, the point is also the culture, the understanding of our investing structure. If and when investors, funders, understood our structure there is a big opportunity to scale our business without problems.

PART 3/5

ST: Right, and the other point with that is, and you mentioned the banks, but presumably the reason that you are in business is because basically banks weren’t providing a proper service, or they weren’t prepared to lend or provide finance, in the way that they wanted. So you are in a way, a challenger to the banks.

AZ: Our point of view is to highlight, as you are saying, that inventory monetisation is not lending. It is not debt for a company. This is a very important, and most important point. Also, to understand, that banks for us are partners, are not competitors. Asset based lenders are partners, because asset based lending can’t support 100% of inventory value for a company. Supply@ME can support, can deliver, can purchase, 100% of inventory value for instance. Accordingly, we think there is an opportunity to work alongside banks, the reason because in Italy we are closing an agreement with 2 important banks, in a self funding model, and we are seeing the same opportunities in the UK and other countries.

ST: Right, and so your USP is your technology, or is it your idea, or is it, I mean you can’t have 2 USB’s, but is it the idea or the technology?

AZ: It is combined, a combination, because we founded, we created a new product, the monetisation, under IFRS 15, so compliant to IFRS standards, and we use technologies in order to ensure that this new product could be scaleable, and also investors could rely on the platform, the processes.