RE:Competent ExecutiveThey've made big mistakes, but none fatal, and they are now in the past. I like to avoid Monday morning quarterbacking decisions when I can't quite see for certain what was known at the time they were taken. I also prefer not to ascribe to corruption that which can be explained by foolishness or simply chance. I can no longer count the number of companies I've owned shares in that mismanaged cash and had to raise capital at rock bottom SP. I am thankful to Cathy in this regard, and I trust that Dato too is further helping to right the ship. It seems to me that we're getting back on course. Finding good people is very hard, and especially so for a small company like ours - at sustainable cost, no less. I'd rather run a skeleton crew than risk money on more big salaries at the moment. Dato isn't a magician: our expectations need to be realistic, with due regard to real constraints that we simply must contend with. Slow and steady is very probably better than forceful drastic changes that risk whiplash. Remember that despite common misconception, the board is legally responsible to the company, not to shareholders (nor, of course, to themselves personally). They must do what in good faith they perceive as best for the company. The market then determines the value of the company. Now, I believe that at the moment the market is extraordinarily wrong, and I think this is mostly because we are invisible. Cathy is actually a very good manager (she was an excellent CFO), but she lacks the communication skills that are essential for the CEO role. This wouldn't necessarily be a problem if not for the fact that our supposed IR guy is a useless mushroom farmer. If I were running the show, the one forceful and drastic thing I would do is performance manage Cushing's a$$ raw. Not having done so already is already a mistake, and not doing so immediately will surely in hindsight be an even bigger mistake. Nevertheless, all things considered, my outlook is very very positive.