Member Info for popgoestheweasel

Inflammatory statements indeed el toro - and I keep an open mind to everything I read. If you can convincingly substantiate your claims that the boiler was always a dead duck then by all means do it.

Hedge funds are quite flexible and can invest in all manner of things and have few restrictions. I know not a great deal about them or how they operate in reality, so treat my past words with some caution. First Utility I am well informed was bought for �240 million according to my latest research.

After the boiler was pronounced a dead duck - as an investor, I was more reliant on the Energy side which I still had confidence in, thinking I knew its value. At the sale there was a broker figure of 72 million. One reason why someone interested in a merger or sale prefers to acquire a company in a " not for sale " status is because broker's tend to hugely overvalue assets for obvious reasons, which puts the buyer at a disadvantage. Mr Tirpak partners a Hedge fund with an office address in Greenwich Connecticut and Horowitz of RNS fame, is his partner. If you want to invest in a hedge fund you need to prove an income of $200,000 over the last two years or over $1,000,000 capital. Hedge funds as most of you realize operate with other people's money , hence leverage, (but not always) and will regularly charge 2% commission and take a 20% from profits. There is a possibility that some or more of the loan notes are Palm's investment clients and their risk is leveraged. The company does not declare its worth. These type of funds will sell short or long positions and this is their skill but those who leverage too much can go down as we saw in 2008. Flow group fell dramatically from 5p to 3p last year and there was a lot of selling - then there was the unfortunate leak which cut its price more than in half which had the effect of reducing the selling price. There was a strong smell of fish to me..... and I will go to bed with it.

Looking at the loans I still have to be repaid - you may not be far out Do you wanna be in my gang my gang my gang Sheeno ? Take a pew we tramps never wash !

Mum they are ganging up on me again - I am getting the voices - What do I do ? " Kick all their heads in and go to bed - you will feel a lot better in the morning and take your teeth out before you get in "

Looks like I slipped up magian - I will go to bed as Tony ---- oh ruination - my kingdom for a horse to escape this ever constant tide of tripe, this regurgitated recipe of remorseless ridicule !!

I knew she was waiting in the wings or in the wig department waiting for an actor to forget his lines and then she'd pouncewith her prepared scream ..." FRAUD TRAITOR - YOU ARE NO ACTOR - YOU ARE A DISGRACE !!!"

El.toro not at all what I heard about him and I must find out the truth of this. Yes the Chinese then the Germans then the UK then Jabil - that poor scroll it was like an unloved sausage dog in a game of pass the parcel. I heard there was 600 watts 24 hours a day for two years. Above that reliability and tweaking needed. Somebody is telling porkies !

I will finish the evening on Stiff the fall guy on here who has been kicked into touch so many times he has become a supporter. I knew nothing of Richardson's eight months or Hutching's or his difficult board. I never got too close to Tony Stiff. I could have talked for hours with him about energy but he did not want it and kept a respectable distance. I was never in the inner circle. although I once told him and Canham that I would like to sit in an empty room with them, with just a simple table and three chairs and a bare electric light bulb swinging above, and just talk Bletchely with them. It never happened and Tony Stiff spoke little of the boiler it was always the positives of energy. He was a good ambassador and his presentation skills were very well polished after an initial rockiness. All in all he was always very pleasant and was a good communicator. Whether he kicked *rse in the boardroom, or needed to, I do not know. He bought about 13 million extra shares after the shake up and I never understood that and it confused me. None of the other directors bought shares for yonks and you should have all seen that YA BIG HISSING SISSIES. He came out very badly I guess. Whether he still has some position at Flow, I do not know, or if his resignation was something other. Oh well water under the old boiler I suppose.

Of some interest - so you are saying S**ro was the quick brown fox and mother Theresa of the organisation rather than the lazy dog and indeed a whistleblower who needed to be rewarded with the Ballon d'Or for his gaul but was indeed silenced. Did Whitchurch have a team of men full of enthusiasm before the second launch - were you one of them ? I may have spoken to him on the blower. Know nothing about Barker.

I am not writing all my thoughts because I am treated with contempt and abuse and more than that you one eyes twist my words - and make them read as if they come out of a different part of me. Grow up the lotta YA and get yourelves some learnin !

You are extremely damn rude and have an ingrate mentality, have you learned nothing in your 47 years ? and no doubt your parents were probably closet bridge players and seemed to have been far to busy rubber scoring than teaching you the rules and how to jump on and off the circle of life, moreover, how to engage with others successfully, and the etiquette needed to win. Giovanni - and reputedly sacked, so they say on here, and did not bring much to the table.

OTTO if you are to be believed, Richardson had problems with Spottiswoode and S**ro (who asked this board to have his name put on the offensive list.) My feelings exactly a toxic BOD and a lot fed up with bad management and failure - V- phase epitomised this - the battery that could not find its feet and took 800k out of the balance sheet last time I checked. Richardson put some blame on himself and was not in my opinion a natural CEO. You need to a certain degree to be a sociopath and put achievement and success and profit over popularity. You need to kick *rse and some in your list, far from kicking them did mot move their own, and complacently expected things to drop from heaven like manna and they were in hellish heat of Capenhurst and stretched out fanning themselves in meetings for dog's sake

It is a typical reaction clogheen when you have lost heavily to blame the first thing that moves, and to think irrationally. There were also external factors including Brexit, the wholesale price of Energy, Government action, and the ECJ that had quite some bearing on events. GW got out of the share unscathed some little time after the first launch. I did not, and bought on the way down. GW lost on the energy after the last funding - how much I have no idea. The absent a.glen@1 I am sure has lost and last seen at the 3p bus top, but to assume people were ramping the share for their own advantage is typical loser talk. There were many de-rampers who were spooking the market most probably for gain. I reserve judgment on what I can only surmise. You and the disgruntled ex-employee OTTO write as if you have some god given direct access to the fount of wisdom - the all knowing truth, or you are in the back bar of a masonic lodge sozzled to bits because of where you feel you shouldn't be - tits up.

Interesting OTTO and el toro for your pieces earlier, and despite no physical evidence for your assertions I do take note. Personal liability for directors is a difficult and complex area and the law and the High Court who often decide these issues do try to strike a balance between the protection of incorporation and tortious liability and the general rule that everyone is personally liable for their own tortious acts and in this case misrepresentation/fraud that you are suggesting and indicating is a certain tort and does reequire some action by the other party and can the perpetrator can be guilty of omission alone and keeping relevant material hidden . There have been some cases where claims have been successful where a director so acted, without informing the other party, he was acting on the company's behalf, and there is sufficient doubt that it was reasonable for the injured party to believe so and thereby remove the protective veil of incorporation. In 2006 in a such a case in the High Court Irwin J (who went to Jesus Cambridge - for any Oxbridge looking in) stated... "In my view, there is no necessary contradiction between a foolish optimism that something will turn up and dishonesty. Specifically, it is perfectly possible for a businessman to practice deceit in order to keep his business alive, in the unreasonable hope that things will come right in the end". In that case there was an agreement to pay for goods in a certain time limit when the director knew there was no reasonable doubt insolvency was coming. Now surely Brian, Brad, and Jamie the three new non execs who I suggest, have invested much more than we have in this "sham" via the placing last year would surely be bringing personal actions against their fellow directors for deceit, and lets face it they are bigger quantatative losers than us in some regards.

Palm is not that much of a minnow but is compared to Shell boots. I did wonder how they got involved in the sale process last year, being mainly based in America. I did do some research and found a loose connection between Nigel Canham and Brad Tirpak. They were both executives on the board of different dental companies (Nigel for some time) Brad's company supplied other dental companies and I htought there may have been some locking of teeth at some time. All of the highest speculation and I am sure Nigel would smile, or possibly grimace, at my suggestion. Strange that Flowgroup is never mentioned in the long list of Palm investment acquisitions. Maybe a subsidiary contains it.

Peter Richardson (past CEO)joined the Safestyle Board as a Non-Executive Director in July 2016 and was appointed as Non-Executive Chairman in April 2018. Peter has extensive Board level and Non-Executive Directorship experience across a number of sectors including technology and engineering, fast moving consumer goods (FMCG) and utilities. He was a Group Board Director and Chief Operating Officer at Dyson Ltd for almost 15 years, during which time the business grew from a revenue base of �40 million to more than �1 billion. Peter's early career was spent in the sales and marketing functions of Cadbury Schweppes, Coca-Cola and Colgate Palmolive. In 2012, Peter joined Energetix/ Flowgroup plc, as Group Chief Executive Officer. Peter is currently a Non-Executive Director at Global Garden Products, a �500million revenue European enterprise, and is a Director at Explain The Market Ltd. Peter had an MBA and lasted eight months in the top job at Flow but felt out of place with the demands placed upon him and the function of his role. He started as a salesman at Dyson and it is my belief that his his COO role did not provide huge executive function experience or expertise to make huge decisions or was the type to process the shake up that was probably needed at Flowgroup. Peter took some time to start work at Safestyle, the replacement window group, and interestingly as non-exec director. With an outsider not bringing too much, and not lasting too long, the Board became defensive and safely went for someone inside the network and Tony Stiff was somebody who, although bringing a lot to the party was an insider and had worked directly for Hutchings. I believe his past connections proved some baggage, and he felt it difficult to change things, and my opinion is he may have rather towed the company line, and possibly did not shake-up the company enough as might have been necessary then. Alan Lovell is once more an outsider and well...lasting another eight months the same as Peter, but he came at the most difficult time. Adrian Hutchings (pre Peter time) was the dominant force for a long time but V-phase probably damaged him, and his particular expertise was more in developing technology than getting a company to make it perform on a balance sheet. He took his 9% shareholding and he has not to my knowledge done a lot since, and he may have stayed too long.

Various CEO's to blame if that is the case Jalpa A not counting all his chickens statement from Tony Stiff..and he is vague and fails to explain what the new phase was to be in ......... "Welcoming Alan to the business will, we believe, bring further experience in helping us achieve our goals as we enter a new phase of our development.�

Who was Brad phoning three hours before the meeting. Did he phone big Steve (Shell) who probably had to interrupt his call to Ian (First U). Was anything agreed between them ? Palm is a minnow and one thing it did not want was a huge delay. Time is money and Flow was a costly asset. What would have happened if the Coop had not completed with Shell sitting firmly on its big hands in a time of flux and uncertainty for the whole industry. Did Brad capitulate - did he weasel out ? Better a bird in the hand and a good team of lawyers to possibly settle outside to get the other hand. The RNS stated 200 million but I have read 200-300 million for the Shell purchase. 825,000 customers and the two year old German operation First utility GMBH. Let's say that brings them up to a million. Let's see what rings up in the till ? CO-OP = �71 a customer OVO = �150 ish a customer (although difficult to know exactly and final figures not accounted for or full cost of exiting Shell ) First Utility (deal with shell) = �200 - �250 a customer. All speculation and possibly all bunkum - but apparently that is what I am good at.

130,000 accounts not customers - oh dear - time to call it a day !