[Updated Version due to the prior version being incomplete] Very...

[Updated Version due to the prior version being incomplete]

Very good, let me offer this to the mix...

1. I have three experienced candidates rather than two ready to go with a possible fourth or fifth depending on where the company wants to go and how.
2. Capital management raising (a mix of equity and debt) is required I agree but more importantly its effective deployment to drive EV (Enterprise Value).
3. Both Lian He and Tian Mei have a part to play but there is worth required before they can be called in to play.
4. Improving both the Balance Sheet (Statement of Financial Position in current speak) and the Profit and Loss (Statement of Comprehensive Income in current speak) is critical as is a continual improvement on the Statement of changes in Shareholders Equity.
5. Any new strategy needs to take into account where AHF is today and recognise where it has come from and take these as the business platform for the future as the business model is unique and has the starting of a good business moat.
6. Time is of the essence as opportunities exist in the market now that may well not be there in the near future (i.e. before the end of the calendar year).

The current destiny of AHF rests in the hands of the current Board members so the choice where they take us all up to them. They can try and do it alone or they can invite and embrace some new capability on to the Board. Those new incumbents come with new value driving strategies, the ability to introduce a new more effective capital management approach, access to new markets both domestic and international and some solid ideas in terms of "partnering" that could possibly take the milk intake well beyond 500m litres per annum in less than 12 months. And do all this with a lesser risk and greater shareholder engagement than has occurred since inception.

Having fun, making money and adding value is a pretty simple formula really.