RE:RE:RE:RE:RE:RE:RE:RE:Aside from share price ... smells right for some bolt-onsEbbFlow88 wrote: This is the last thing I'll say for a while..
Any time I've heard of investors speak of Knight in the last couple of years, they mentioned that the company has gone nowhere for the last 8 years. Management was over-hyped. Raised too much cash, etc. and they are so glad they sold. All of that has been true or true to some extent.
However...GUD is completely different today than it was in 2014-2019.
At that time, it was cash, a couple of drugs and a PRV and an experienced management team. There was no foundation to build off of, no momentum, no where to put the cash to use in a zero interest rate environment. Today's Knight is a very different beast and yet so many investors are blinded by the past.
A few are starting to see the recent changes as a positive, as I believe they should and building their positions such as Armoyan. The rest will follow suit once it's crystal clear.
Yes ... well said. It is completely different.
We've gone from a company bringing in sales of $300K in the first year to sales around $270MM now.
It's a huge change and eventually it will pay-off (IMO).
It's a patient chess play.
Here are a few hidden items that could also play out but I'm only going on expectations from a team that's doing it again for a second time - better educated in pharma - more experience and capable of wow-ing the croud one day ...
1. Large cash position and growing cashflow to feed opportunties.
2. Environment will decide when events happen - willing to wait a long time until the payback is where GUD wants it.
3. Additional partnering with Novartis if Exelon goes well.
4. Partnering with others and using Novartis as a resume item in selling themselves.
5. Acquisition of PLB drugs or a variety of other portfilios from struggling pharma companies.
6. Acquiring small companies with a single drug but with lots of debt - also very possible and very much like what GUD would do during times like this.
7. Own ATE sales for 6% of the globe and could use this as a stepping-stone into new geographies (alone or in partnership). 2023 will tell us clearly where this can go.
8. While ATE is negotiating with Big Pharma, GUD could sell ATE drug licenses to third parties (for cash or for a percentage of their business) - OR - GUD could look to acquire more rights in new geographies - OR - both (offload in present areas to buy in LATAM) - nothing would surprise me here.
9. Future new indications for Exelon as an anti-depressent or for other neurological disorders - if they're considering that in the reasoning for buying all of Exelon (including IP) in 15-16 geographies.
10. Extend ownership in M8 (from 5%).
11. Consider expanding to other LATAM geographies for manufacturing - cheaper - create additional presence and then move product manufacturing as needed based on economics.
12. Negotiate additional geographies for PRN prostate ablation.
13. Start expending PRN beyond Sunnybrook - first site in Canada but GUD has no plan to rollout until reimbursement is established and MRI equipment problems are solved. Then again, need to ensure GUD hasn't sold back their Canadian rights (don't think they have). Again, nothing would surprise me PRN roll-out in Canada is still a few years in the making. USA is expanding - that's good to see.
As I'm typing this ... I see that I could go on and on about what is being created at GUD and what the potential is in the future.
Nothing is done here with the next year or two in mind. It's done based on a strategy that creates a unique ROW offering years in the future.
Let's call the present limited shareholders ... Gatekeepers.
The 60 or so Gatekeepers are in place for a reason. To ensure ROW is created and it's created to Goodman's vision. Guessing that also includes Samira's vision as we move forward. The Gatekeepers provide the might (the fortress) that stops partners from taking advantage of the company and from taking advantage of the cash reserves.
Investment houses understand this and most want no part right now.
They will wait for it to be built and functioning more like pharma operations should function ... and ... less like an investment company would.
All in my opinion.