It's not really the only catalyst Nasty1.Management know that...

It's not really the only catalyst Nasty1.

Management know that their IR is, to put it mildy, inadequate and that shareholders want more information, good or bad about the company they are invested in.

We have three Australian based investors. One is an ex corporate Broker. When he was elected i was hopeful that some normal style of communication might prevail but, alas it didn't.

Unfortunately we suffer from a difference in opinion about IR with our American led board who see it as normal business to say nothing until you actually commercialise a product by licensing it in the mainstream.

I'm afraid that this model does not fit the bill for an Australian listed company.

As for having our Chief Technology Officer and founder sitting in Perth running a research division well, what gives with that? Might be time for a change either in location or if he is approaching retirement then appoint another brilliant mind that is connected to the people that matter both externally and internally. Makes sense to me anyway!

Whilst in on location of key staff the company could consider if having your IR representative based in Perth is a wise move also. I'd also like to see that person have some previous expereince in the technology sector and preferably not just Australian. The current representative has a mining background.

Other catalysts include many of the topics already mentioned in this thread so far but to summarise:

1. Clear communication with shareholders whether it be good or bad, via ASX release
2. Broker roadshows on a regular basis worldwide,
3. Introduce a house broker to the mix so that you eventually get the research analyst to cover you on a paid or non paid basis, i don't mind,
4. Court institutions on a worldwide basis to build a relationship that delivers the desired result of onscreen buying and engagement that can produce lateral introductions to other clients of the broker that might include potential customers.
5. Engage with media and aim to position yourself, whoever that in company person is, to be the talking head on all things Ai so that we can leverage of that "Trusted brand" individual who elicits interest in the company and its products.
6. outsource the quarterly "most frequent questions" for the board to an independent source. Anyone who believes that Tony Dawe put Antonio Viana on the spot in the recent podcast isn't seeing reality.
7. Never, ever make that statement again that "The share price will do what the share price does". This was even reinforced during the last podcast and I can't work out what benefit that was meant to derive.

We consistently hear that the board and key executives have their noses to the grind stone in an attempt to deliver commercial success. They seem to be missing the trick that they need a stable shareholder base to assist with this and have taken their eyes off the IR ball if they ever had their eyes on it.

All of the above can be fixed if the company places enough priority on it. If they don't which I suspect will turn out to be the case then we will see this linger around these levels even witha license or two signed.

There are so many stale bulls in this stock that making headway with the price is presenting as a real challenge.