Good article Imran, "But amid the carnage was a sense of...

Good article Imran,

"But amid the carnage was a sense of salvation with the appointment of chief executive, Ted Pretty, who forged a strategy to close or sell underperforming non-core businesses with a view to entering more lucrative and resilient markets."

Sense of salvation when someone decides to sell non-performing businesses, dont tell me that TEd Pretty thought of that strategy all by himself??

The quest isnt about selling non performing assets because they become someone elses problem.
The question is whether Mr Pretty has the business nouse and innovation to understand what is required to run innovative and technology business units.
The whisper on the street is that many of their innovative and technology business units have had important support staff laid off leaving business units in disarray where the technology itself cant be satisfactorily supported.
Intuitive staff are leaving in droves and many are/will be now in direct competition to Hills.
Where will this leave their revenues if customers are unable to be supported with products?

In this day and age it doesnt take long for competitors to copy an innovative product. What is crucial is the ability to service the product and the customer.

Lets see if the brokers forecasts reflect Hills ability to perform with existing business units and acquisitions!!

Cheers