Tas this is a lot more specific. And point i was getting at last post.
Objectively, comms and strategy are weak at best, they might have some small rev coming in from legacy associations but nothing to harp on about, price growth will come natural as business cycles change, webinars are not a right they are a privilege (and were introduced by a ceo that didnt perform which tells you everything), and have been arguably a waste of time over standard asx reporting requirements. You are correct making money is the aim of the game, but at the speccy end if market which we all know this is, its how you get there that counts, and the can involve spending until the inflection point hits. But your efforts are best directed at the chairperson and getting that dialouge happening.
For me personally its a no risk hold. So ive done my strategic movers and happy to see this story unfold. Sometimes our success is in our own hands with entries, exits, freecarries and risk limiting techniques. There are also upsides, like good cash on hand, ownership of ip, strategies that can be revived, assets already developed, and new leadership which clearly has a proven record and a strategy that will hopefully unfold. And in an emerging but tough to crack industry. DYOR.
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