Class business model, page-2

As mentioned in a previous thread - the entry of Class into the corporate compliance space was a natural Segway and strategically makes sense. The additional “bulking up” transaction here subsequent to the Now Infinity transaction I assume are a scaling exercise as there does not appear to be any distinguishable “value add” accretive to these transactions. Synergy gains of of all of these (including NI) will be 100% determined by the ability of Class to integrate these businesses, rationalise their collective systems and costs, and deliver collectively an overall market distinguishing and compelling offering.

IMO this offering needs to be a “on. e stop shop” for these entities and the related activities and that need to occur during their establishment and ongoing maintenance and management. There are many moving pieces here which consume a lot of practitioners time and if thee can be automated and made totally seamless there is worthy prize at the end of this endeavour including many revenues lines.

Saying this - tight integration, execution capability, and intimate domain expertise is critical here along with complete automatic fusion with the Class operations system and ledgers. Eg. As an entity is established and/or any pre-existing entities within these acquired businesses should all be automatically established within Class as pending account and ready to be activated with the click of a button. It should be a standard default as if this already done then the practitioner will more than likely take advantage of this time saving feature -!especially if they know that by doing this any future updates will also automatically flow through. Total austinatiin of the entity lifecycle should be the end game.

Is this the strategic goal of Class, can they execute such a plan, can they effectively transition and integrate these new acquisitions - these are all key questions. @Greenie99’s thread posses some key questions and states some sober realities of the businesses performance over the last 5 years. Is this the right “re-imagine” strategy and can they execute this - these are the core questions.

IMO - they have a great core product, they have spent a lot of time and money addressing legacy technical debt commonly found within a fast growing company and have now pivoted their strategic direction under the control of new management. The chess board has been reset and the initial moves have now been made which have shown us the game plan - can they follow through with these strategies will play out over the next 12-24 months. Failure will impact the SP are raise the spectre of becoming a takeover target - success will FDA bot the brave and will take Class into the next level of its evolution.

also as a long term S/H I hope for the later.