Frustrated31 Jan 2020 10:50
Some further thoughts.....I don’t think there is any major disagreement here from a shareholder perspective. We all want to have confidence that the company is operating in a transparent, open and accountable manner. This is not Wall Street - we are a medium sized operator in a pretty simple marketplace. The key to success is centred on generating enough annual income to cover our costs and make a surplus which can be distributed to shareholders – it’s hardly rocket science is it.
It is bewildering how such a simple company proposition shows repeated failure in both its financial management and market communication.
At individual level - is Toby H a good CEO – he is pleasant to deal with and appears knowledgeable on our industry, but the fact is he is a highly paid executive who more than likely relies too heavily on Michael S to run the financial operation – and that’s where the problem lies. There is too much miscommunication on financial performance (we like to use a lot of financial reporting terms - sales, deferrals, revenue, cash flow, cash generated) – and the deals on London, vip, law and goodness knows what others were all bonkers. We have likely raised $100m+ in auction income and flushed it all away. Even last year we were having to make last minute adjustments to write off revenue which had been recognised in prior periods – hardly good accounting practice in the first place. It appears there may be similar on the way on the .vip debts. MS appears to have presided over some almighty poor financial decisions and performance – and yet there is no accountability – just reward. There is no point being a sales led business if those sales don’t earn income. What happened to our premium sales business – radix sold $3m in the last year – do we really care it they are one off if they help to support revenue growth – we were led to believe we had a strong inventory? Its all fine and well wanting to be an annuity business but that should not preclude other initiatives to drive revenue.
We can’t be the only ones looking in and wondering about the ability of the team to deliver.
2020 was meant to be different. For me it was all about regaining trust and confidence in our team, the business model, the resolved legacy issues, the clean balance sheet, the future – and it’s not there yet. SB