Just like you Andrea, I have put everything into POET and really cannot buy more and I do not regret it after the last 4 months. I did this for one simple reason: this is disruptive technology at this point in time; it is the only development that can advance microprocessor technology at low cost. I have not seen anything else that can that can remotely challenge because it is ahead of the curve.
I agree that a buyout will give a large immediate return but partnerships will lead to a slower but probably much larger gain over time. I also agree that a later buyout is possible and there may be "a best of both worlds" effect.
The difficulty will lie, I believe, with the board who are likely to face a dilemma that has been faced by all companies with a groundbreaking product. Can we successfully manage this product's development and sales ourselves or, because we have limited experienceand resources in handling product developmet, marketing and sales, should we sell out.
In such a dilemma, I take the view, that the issue will be a leadership one, often the Chief Executive's and his or her desire to be successful. This means it will reduce to vision and enthusiasm by, usually, an individual. Very often this is the CEO, and even if not, he or she will rise to become the CEO. How many large companies, that are presently so hugely successful in the technology field can attrubute success to this? Bill Gates - Microsoft, Warren Buffet - Berkshire Hathaway, Steve Jobs - Apple, Zuckerburg - Facebook; there are many more.
The interesting feature is that POET's CEO, PC, is described as an interim CEO. Some have assumed he will be replaced in a partnership arrangement by an appointee from the partnership company; I know not. The question will centre around his vision and desire and this I cannot know with certainty. The question all long-term investors should ask is: do we have leadership with vision? May I suggest that when listening to Dr Geoffrey Taylor on April 28th, who will be unquestionably be the star, some thought be given to any input from Peter Copetti whose background is in marketing. Perhaps we might ask if there is vision and can we feel a huge desire for the company's success. What is the strategic aim? If it's the development of this company, then we should support a plan for longer term growth. If it's rapid financial success, then a well devleoped plan for rapid share rise is probably the best protection for we long-termers. This date on April 28th could be more than fascinating, it will be riveting; all investors should watch this one; I hope to do so live if possible.
David
