RE:RE:SURPRISE...Insider buying!That is a great question. The issue would be that, because the existing Directors are “yes” people that “rubber stamp” all requests by Bond, the vote on any attempt to change would be 6 against 1. So, nothing will change. Here are some critical issues that need to be, at least, brought up for someone review and changed:
- Spin off KIX Q Industries (the Gizmo) into a separate company…it must stand on its own 2 feet and raise funds via a private placement as a stand-alone company (good luck!). For several years it has been burning cash generated by Kelso Rail group in Texas. Look at SIQ…the players are the same, they paid themselves well for a phony product and finally ran out of Private Placement suckers. SIQ is out of business. The group is now playing the same game except using the Rail Group as their corner ATM—not right!
- Require the Rail Group, only, to use their cash to build and improve their business, and not divert that cash to the ‘Gizmo’ and to the pockets of Directors and others.
- Change Directors compensation plan…a) option awards must be based on individual achieved annual goals, never given automatically to all. Presently options are 100% ‘vested’ at time of award. This means if the price doubled the next day they could exercise options and automatically double the money. Well run conservative companies vest options over several years, never 100% vesting at the time of award; b) Directors should be required to purchase shares with a portion of their fees to be part of the ownership, i.e. ‘put your money where your mouth is”…
- Flatten the Organization chart---Tony Andrukaitis as COO? Of what? KIX Q and the Rail Group? He has nothing to do with KIX Q(Gizmo); the Rail Group runs very well on its own. Do away with that position and name the VP Operations as President of the Rail Group, just as they named a President of the KIX Q (Gizmo). That also saves +/-$200,000 per year. That flattens the chart, makes the firm more able to respond quickly, and makes for one less unneeded corporate ‘do-nothing’.
- Bring in new stronger Directors-- Bring on new younger industry related candidates….no more divorce attorney, no more Vancouver penny stock trader, no more water slide developer, etc.
- Do something aggressive—Buy a related industry company, Merge the company with a related company, Sell the company.
- The CEO must step aside---A good CEO gets out to ‘manage by walking around’---talking to employees and calling on key customers and potential partners. This never has happened. And, shareholder value has dramatically decreased in the last 7 years. Time for him to step aside!
Hopefully all this answer your question!
vv