General Discussion / Social Media, page-564

I used to think that if Alcidion proves itself to be technologically advanced company, it would be taken over. However, my line of thought has changed somewhat having spoken to Ray and Malcolm a few times.

As co-founders and invested so much of their own monies, time and effort, they do not come across as the type of individuals that would sell out before the story plays out due to the strong level of conviction that they have, particularly in the Miya platform, and the inevitable application of artificial intelligence in the healthcare system.

Again, I do stress that this is just my personal thoughts. Given that they are our top 2 shareholders, a takeover without either of their support is likely to fail. The only plausible alternative I can see is a management-led takeover in conjunction with someone like a private equity.

This is also why I have been banging on about the need to bring onboard a big brother on our share register. Not only to provide the credibility, financial firepower when required but also as a defensible mechanism against the co-founder(s) or management selling out to a takeover. I would again use the example of TPG. If its founder (David Teoh) were not supported and protected but its 'big brother' (Rob Milliner of Washington Soul Pattinson), I reckon it would have been acquired by one of the big telecoms way before TPG had the chance to grow and disrupt the cosy telecom market.

Your comment on highlight the number of beds using Alcidion's products is also a very valid one as I previously expressed the view that in addition to providing financial key points in their corporate announcements (e.g. 4C), they should provide additional business development highlights and outlooks. All which would provide greater visibility for investors.

For example, this could take the form of:
- penetration of key markets- no. of beds using Alcidion products and generating revenues- validation of Alcidion's products via sales to new markets and/or customers
- increased roll-out of new/upgraded products
- forecast reduced cash burns for upcoming periods based on achievement of sales targets
- commentary on R&D and their international expansion plans (whether via tapping into existing customer base or joint ventures with hospital operators in other geographical regions).