It will be a long process to turn things around, and the...

It will be a long process to turn things around, and the question that had to be asked was "is it worth turning around?". I think that was answered by TP agreeing to come on board. The product did not fluke its various technical awards and accreditations. So it can obviously do what it says on the can. Interestingly though, it appears that it may not have been so user friendly in doing what it did. So the turnaround journey commences. Board and executive leadership completely changed. Operating costs halved. Technical resources deployed towards better user linkages between product and common user applications. Narrow the sales focus to Government & Banking/Finance sectors primarily in Australia and UK. Beef up sales capability and focus on short term sales (direct and channel support) rather than on 'bus dev'. Once runs are on the board then re-assess. Runs on board measured in terms of dollars - not in meetings, headcount, number of offices, number of collaborations, number of channel partners, numbers of POC's etc.

IMO, a major speculative punt at this stage but the chances of upside now greatly increased as compared to prospects under old regime and strategy. Admittedly that is an unflattering benchmark. Upside quantum far outweighs downside quantum by sheer virtue of the low current SP.

Bottom drawer and re-assess quarterly and on major announcements - IMO.