Some people need to chill out. I'm not a big fan of IS either, but I think he is on the right track.
Most CEO' are paid about 20% salary and 80% incentives on performance.
IS has succeeded in bringing Aphria to #1 in Canada. That's no small feat and should be recognized and it was, with an increase in salary to a whopping $18 million. The incentive of 80%
I also agree that he holds up at the hacienda, puts feelers out, have discussion, entertain mergers and not gallivant around the world buying up...whatever. Not the right move in this environment and all the unpredictability around us right now.
Canopy and Aurora probably wish they were in the position Aphria is right now and we all know what that is...if not, do some research.
One other thing, the markets don't give a damn about how well a company his doing, if they achieved all their goals, increased market share, #1 in their industry etc...All they care about is, did you meet analyst predictions, if Not...your SP plunges. That's exactly what happened, so get over it already.
Thank
GLTA
Ventura
This link is a good read. I have taken excerpt of the article.
https://hbr.org/2009/05/what-only-the-ceo-can-do
Balancing Present and Future
Resolving the tension of sometimes divergent short-term and long-term priorities is, as Peter Drucker reminded us, a challenge as old as business itself. Drucker said, “The CEO decides on the balancebetween yield from the present activities, and investment in an unknown, unknowable and highly uncertain future….it is a judgment rather than [a decision] based on ‘facts.’”
Determine the optimal balance. Resolving the tension of sometimes divergent short-term and long-term priorities is a challenge as old as business itself.
I’the liberty of expanding on Drucker’s theme by saying that we must work on the present to earn the right to invest in the future. It’s a balance that the CEO alone can strike, because he or she alone is exposed to all the external andinternal interests—while being accountable for the long term.
Determining the optimal balance between yield from present activities and investment in a highly uncertain future entails the riskiest choices a CEO can make. It’s as much art as science. The pull will always be to the present, because the interests of most stakeholders are short-term; few are deeply invested in a company’s performance for more than a year or two. In times of financial crisis and global recession, CEOs feel even more pressure to focus on this week, this month, and this quarter. Understandably, such pressure can result in a significant reduction of investment in the middle and long terms, including the slashing of capital projects and R&D innovation.