Agree,
@stockrock. There is nothing to guarantee there are no shenigans. All the more, management is everything. Manufacturing and financial disciplines are the other essentials. Helps that FLC's GM for China is an old hand in China, lived there for 18 years, worked in MNC's over that time. He also has extensive experience in SE Asia, and was responsible for breaking into Cambodia.
He's an interesting mix of Western education in the US and speaks the Chinese language fluently, and can understand the mindset of the Chinese. He's ethnic Chinese but not from China. A perfect blend of East and West needed to thrive in this competitive landscape of WWT. He's perfectly aware of the environment he is operating in, of what can go wrong In China, and has placed accounts receivable risk and IP protection as top of his priorities. Hence, he puts in policies to take 30% cash before the product is shipped. He was employed by Eytan. It was one of the last things put in place before he left the reins to Henry. He is one of the reasons why I am remain in FLC. I only worry that he is not head hunted elsewhere because he is proven CEO quality. I have met him personally at the Singapore International Water Week, but he has been featured quite a few times in interviews with the Chinese versions of business journals.
Let's hope the structure put in place will stand the test of time. China is a huge place. If the decentralisation theme entrenches itself further, we will see Aspiral Micro's dotting the landscape and that is just the beginning. A huge test for Aspiral's features of remote sensoring, low opex, low maintenance. I am betting the picture in China will get better. Don't forget Cambodia and other SE Asian countries.
