@longorshort I've been thinking long and hard about your...

@longorshort I've been thinking long and hard about your question if I were the CEO what would I do. Its a great question but as I'm sure you'll appreciate there is no simple strategy you could put together in a few paragraphs for a post here. What I am pretty sure about is that AGI have been on a solid downward spiral for the past 5/6 years and as such they are now so far behind other companies in their industry that I just don't see how that can even start to turn AGI around inside of 5 to 7 years (and that's probably a bit optimistic). It took ALL more than 5 years to turn themselves around and they had a lot more things going for them than AGI currently does. I will say that are some on this forum that think all AGI needs to restore itself to its former glory is to get the "one killer game". Well with all due respect to those that believe this to be the case, that is a niave statement and a gaming company need much for than that to have a sustainable and healthy long term business. It is probably also worth pointing out that AGI did have that one killer game in 2011-2013 and look where they are today. Anyway, If I were the CEO my two immediate priorities would be to: first, urgently bring in a raft of solid experienced gaming professionals across most aspects of AGI's BUs. Sure I think AGI's R&D is not up to the mark, but I'm sure AGI's problems are far more widespread and go much deeper than just R&D. The current CEO will not be able to turn AGI around by himself and the CEO's current team now has a demonstrated track record of over 5 years of running the company into the ground. Unless the CEO gets a strong and deeply experienced team around him quickly I think AGI will be dead very soon. I just don't see how AGI can pull up its stocks without first pulling in place the right high caliber people. I guess the second immediate thing I'd be doing is to try and stop the bleeding. Based on their AGM release the only glimmer of hope AGI has is their Nth American business. I think the CEO is kidding himself by calling Nth America an excellent result, but compared to their other markets Nth America could stand a chance. You only have to look at their latest Australian and Row results to see AGI is in the short term wasting its time and effort in those markets. If I were the CEO I'd be throwing everything behind Nth America and at the same undertake a wholesale review of their Australian and RoW businesses and maybe winding back some efforts there. AGI must have some serious commercial or sales issues if (as the CEO has indicated) they can't sell a single machine to a corporate or casino. The thing I would really like to know is that the CEO has indicated that the first half of new FY will come in at a loss. What I am really looking forward to is AGI first half results because that will show what segment is responsible for the loss. If the first half figures show a stable Nth American business but further declines in Australia and RoW then that will support my hypothesis that those businesses need a serious wholesale review and re-assessment of their long term viability. At this point I think again needs to cut its losses get behind its only real prospect to try a get some stability in the short term otherwise the crappy aspects of its business will take the company down. Once the company gets some stability in the short term then perhaps they should give some thought to a serious and well thought out long term strategy. Anyway, I guess it's easy for me to sit here and be a keyboard CEO when the reality is if I really knew how to fix a company with one foot in the grave I'd probably be the CEO