PAA 2022 , Human Trials , Covid , MND , Oncology , HVTL-1, K9 Phase III, page-631

Many thanks the responses and comments made by all - and I suspect some that have not been committed to strokes of the keyboard

Just (briefly) wanted to add / explain the basic reason for my ramblings, that at the core of any robust strategic plan I have been involved with over the years success boils down to just 2 fundamental constructs that need to be continuously reviewed and balanced. In fairness it is a proactive rather than reactive management model.
1. How and by what actions do we seek to (legitimately) optimise the entities opportunity objectives (offensive actions).
2. What risks can be identified and mitigated against. (defensive actions).
I'm sure we have all seen examples (sometimes too closely) of businesses where management have focused very well on one or the other of these but to their determent not kept both in balance. Mostly, as an investor I dont actually favour poking the bear however, there are circumstances where one occasionally feels compelled to "put ones mouth where ones money is", in the hope management at least considers and potentially acts upon relevant matters raised.