Perhaps many of us have assumed that the only tangible outcome or benefit of having had this TRAB should have been either a product order or an investment stake by the company that full-time employs T.B., or some traditional concept of what such a board might do in the context of another sort of company.
Could it simply be that the board fulfilled the mission that Ajit set for it at the beginning, and that that mission may have been less about one or more specific products and more about developing internal management protocols and benchmarking abilities; or: figuring out what kind of backgrounds for the various unfilled upper management slots should be sought out, given that the technology could lead the industry into uncharted waters? or, given the company affiliation of T.B., we might have been learning from the master about how to keep company secrets, and how to set up a system within the company and its supply chain whereby such key trade secrets could be kept secure...
Not trying to conjure excuses... just trying to think outside the box we have constructed for ourselves.
