RE:RE:RE:RE:RE:Lockdown in GermanyI wholeheartly agree.
My guesses / opininon as to why we pivot and have that meandering path towards our target;
1) no functional drink deal: BG as a carrier is too expensive (thus move towards soduium alginates, and now towards yeast vs. oat BG), now do we need to do more efficacy testing on these alternate carriers for CoQ10?
2) licensing: as mentioned before by Gilles, corporations wanted the farm by taking all of PGX under one license, Gilles offered pieces as "new chemical complexes", but it's been a year since this pivot, don't know why there's a holdup, COVID can only account for so much in delays, though it cannot be understated, teleconferncing still works
3) PGX partnership: I believe in this business model, Ceapro would be producing product with their own equipment, but to have enough commerical capacity they need a plant (Edmonton did not have enough PGX capacity for impregnation of bioactives), they only have enough for small players and Gilles didn't want a "Mickey Mouse" deal, so here we are installing equipment in Germany
Other delays have been explained: ie.
COVID therapeutic, added max. tolerable dosage to the study
BG pill - expanded study to allow patients who only want to take BG (obvious COVID impact as patients can't get to clinics for enrollment as well)
Minty_33 wrote: And in between those crooked arrow lines on the path to success, there should be some better communication to shareholders. That's all I'm saying