April 28, 2004
The May Report: 4/28/2004: A very quick report: update on Efoora
machinations; what happened to some Divine entities; UL internal memo and
the management team at Profind, a Midwest Venture presenter
Editor and publisher: Ron May, ron@themayreport.com, ronaldmay@aol.com,
773-525-3944.
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TABLE OF CONTENTS
The Scoop section:
-- UL Change process: an internal memo
-- Midwest Venture presenter: Check out management team at Profind.com
-- Briefly noted, by Ron May
-- Efoora update, by Ron May
1. READER COMMENTS AND RESPONSES
1a. Efoora mail (2 messages)
1b. Miscellaneous mail (2 messages)
2. OTHER (Events)
2a. Thursday, May 6: GrowingCo. com
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The Scoop section:
_________
UL Change process: an internal memo
Date: Wed, 28 Apr 2004 06:04:03 -0700 (PDT)
From: Name withheld upon request.
Subject: UL Change Process
To: ron@themayreport.com, miker@themayreport.com
Ron,
Too much change at UL? It seems that Loring Knoblauch still believes that
we at UL are still a "family." Please withhold my name.
Thank you.
Loring Knoblauch/NBK/ULI
04/01/2004 04:51 PM
To: US.Staff
Subject: Change Process
I have given a lot of thought to the change process underway at UL and have
consulted with many of you around the company. While a lot has been
accomplished in the last three years, we are coming now to the core of the
change process. Change is never easy and indeed it has been, and continues
to be, a stressful time for all of us at UL. The course of treatment we
select is vitally important to the long-term health of this company, but
that does not mean it is either easy or pleasant.
I believe we need to accelerate the pace of change. While most employees
are energized by change, at least in the early days, as time goes on,
protracted change can be exhausting and draining. And, I am increasingly
concerned about improving both the quality and the consistency of our work.
So, I asked the Board for their agreement on a plan to accelerate both the
Operations Optimization (O.O.)/Model Certification rollout and to move up
in time the last bits of restructuring that lay ahead. To do so will
require spending more dollars in 2004. To make this possible, we need to go
on a "war footing" elsewhere and aggressively control costs. Cost control
will be the order of the day and absolutely everything will be looked at.
The good news is that the pace of change will be very significantly
accelerated (we will roll out the Model Certification Process to all U.S.
Divisions in 2004) so that when 2005 comes, it will be clear to all that
the worst is behind us and we will see a lot of visible and encouraging
progress. The bad news is that the next nine months (the rest of 2004) will
be tough. Important programs will be put on hold. The organizations not yet
touched by restructuring will go through that in 2004. There will be
downsizing, delayering and more change. Most of the changes will be in the
United States. The Model Certification rollout outside the U.S. will take
place in 2005, and we think the changes outside the U.S. will be more modest.
Rumors are very damaging to companies, and UL has more than its share. Most
of the time they are utterly without foundation. So, to make sure you all
know precisely what is happening, I will tell you that our plans for the
remainder of 2004 include a reduction in staff of roughly 300 people across
all of UL. I have promised to be open and direct even when the news is not
what you want to hear, and I will continue to do so.
Companies are like families, and that is even more true at UL. The next
nine months will not be easy. Management's popularity will continue to
decrease. Over the last three years, I have come to love this company very
much. It troubles me deeply to inflict pain on UL and so many of its
employees, and these decisions have been difficult to make. But, I know it
is the right thing to do and the company will emerge better, stronger and
healthier. The only way we can get through all of this essential change is
to all pull together. My mission is to be sure that in treating the
patient, we do no harm, preserve all of what has made UL a great company,
and make it even better, even stronger. I hope you will join me in
hunkering down and working our way through the last big push. Obviously,
change will go on in 2005 and, indeed, on an ongoing basis. But, by early
next year, we will have crested the summit of the hill we have been
climbing and will be heading down the other side. Thanks in advance for
your understanding, patience, support and fortitude.
The companion announcement on the 401(K) match reinstatement may seem to
fly in the face of this period of severe austerity that we must go through.
But I believe strongly that UL must become an Employer of Choice. We have a
wonderful group of passionate and caring employees at UL. We need your help
and must do all we can for you in return. I fought long and hard for this
reinstatement, not simply because I wanted to please our U.S. employees,
but because I felt it was the right thing to do. However, we will have to
work all the harder elsewhere to get our costs down, and keep them down, so
we can afford to accelerate change.
LWK:edw
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__________________
Midwest Venture presenter: Check out management team at Profind.com
Date: Tue, 27 Apr 2004 18:32:55 -0700 (PDT)
From: Rhonda Sweeney
Subject: Midwest Venture Presenters
To: ron@themayreport.com
Ron,
I was looking up the presenting companies that Krauss mentionsin his article. www.profind.com takes you to
peoplefilter.com. Check out the mgmt team.
http://www.peoplefilter.com/company/people.asp
Is mypoints still around? I should reactivate my
points account! Also, could you add this email
address to your newsletter list?
Linda Mourri
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Briefly noted, by Ron May
* There is just too much for me to get out and have time to shower and
shave before the VC conference reception, so let me make this very quick. I
have had a few conversations with a few people about where some people
ended up after Divine. The big story that seems to be emerging is that
"there is not a single product that is not still actively being sold and
supported with customers today, just with different entities," one source
told me. The "greenfields" were gone when divine interVentures became
Divine. But the products still exist, although under different names.
The untold story, one person told me, is that "a lot of the those
businesses were within days of being out of business and are strong
entities elsewhere. Like the Content Server business, that company Open
Market, was within weeks of being out of business when Divine bought it.
Divine actually floated [them] --- I mean that company was gone; now it's
part of FatWire and that company is strong," he said.
Catherine Wolanick went to Sovereign Software, which actually owns some
Divine assets.
Melita is now merged with Concerto Software. This was originally called
eShare. In the interest of full disclosure, Concerto is an advertiser with
TMR.
Jeff Schultz is with Abridean and he was originally with OpinionWare at
Divine before he became the CMO. Ted Collins was the founder of OpinionWare
and I don't know where he ended up.
Some parts of Parlano still exist. One Parlano person, Andy Carra, ended up
at CME. Others went to Bank of America.
Data Return was the hosting company/managed services company funded by
Divine and that was spun back out. Sonny Vanderback (spelling?) headed that
up.
FatWire owns Content Server.
Flip owns Silk Road and has those assets.
There is a company called Mxxxx, something, that owns a lot of the European
distributors.
Flip is still focusing on collaboration and blogging. They have taken some
of the assets of Divine and introduced a new product that does blogging for
the enterprise. One person who is still there is Chauncey Kupferschmidt who
does sales and marketing.
Sorry about the incomplete or incorrect spelling here.
* I heard that the Hastert reception, the so-called make-up lunch for the
Coalition, only drew about fifty people. I will confirm that with Maxson
when I see him tonight. If that is so, they got fewer people than The May
Report's event.
* Mark Glennon told me that there are many sponsors that have had input
into this year's conference. But that has not stopped Glennon from talking
to the Sun-Times and now an interview with Steve Lundin, his old drinking
buddy from Holleb and Coff, a law firm that is no longer. But Glennon does
not seem to have lost his appetite for taking the spotlight, even though
there are at least twenty sponsors and supposedly at least a half dozen
people who have had a significant hand in putting this together.
Lundin tells me that his June event is one-third filled up already within a
few hours of his first mailing today and he is toying with the idea of a
special evening marketing event on July 12th and/or 13th, which would
coincide with a national advertising conference here. He is in talks with
other organizations to make it a multi-organizational event.
* I have not had time to review the tape, but according to Dick Reck, the
reason marchFIRST got its name, an idea developed in the offices of KPMG,
he explained, is that by delaying the merger date of Whittman-Hart and U.S.
Web/cks for a few hours from Feb. 28 to March 1, 2000, they saved $6.5MM in
taxes. So, the idea was originally a tax scheme.
* Good news. Mike Freud just called and Field Harbor Parking just sold
three spaces through The May Report ad!! That is in addition to the five or
six they sold in our last campaign. These spaces appear to be going fast. ____________________ Efoora update, by Ron May
The best description I have heard about Efoora is that it is analogous to
being on life support right now. We have the status quo with a fair amount
of movement below the surface. Saying that it is on life support means not
that it is near death, even though they have less than $1MM in cash, but
rather that nothing is moving. No medication, there is no new money being
raised, deals with major companies are on hold, and they are just sitting
there.
Let's get to the specifics:
1. Craig Rappin tells me that the Sig deal may happen as early as this
week. The terms have been revised, according to Rappin, and a new proposal
has been submitted based on the work of Efoora's lawyer on this, Mitch Roth
of Much Shelist. Dan Caravette says flatly that he believes that the Sig
deal would kill the company. "It's a poison pill," he said to me this
morning on the phone. The original problem with the Sig deal was that it
would allow Sig to control the firm for $5MM because it essentially makes
him a creditor who can gain control if the firm defaults. Dan has not seen
the terms, and other key investors have yet to see the terms, according to
my sources. Other sources like one of the people who attended my TMR event
last week believe that the Sig deal is viable and feel that the terms are
now acceptable. Supposedly, Grosky has said that he will not go along with
the Sig deal unless the major investors agree to it, but he refuses to put
that promise in writing, my sources indicate.
2. The company is supposedly close to hiring a CEO. They have a candidate
that they like through a headhunter and they are talking about having this
person on board within three weeks. Craig Rappin told me Sunday night that
Grosky has been having Kiam and Jerry Hansberger do some of the
interviewing and Grosky himself has been doing much of it, but that Tom
Brown, the outside consultant who is supposed to be running things, has not
been involved much.
3. Dan Caravette doubts that a new CEO will actually materialize. He said
that nothing Grosky says can really be believed and predicts that three
weeks from now, there will be some excuse about why the new guy could not
come on board. One of the issues that has supposedly been dealt with is
legal liability for the new CEO. The candidate is fully aware of the
problems he may be facing, according to Grosky, as Dan explained it to me,
and he has no issue with the legal liability problem. The formation of a
shareholder committee also depends on insurance, commonly called D&O
insurance. Insurance is a key issue that has held up the formation of a
shareholder committee.
4. According to Rappin, Grosky has no intention of leaving. He has a new
employment contract drafted by the lawyer at Saul Ewing, Tim Hoeffner, and
Rappin told me that the contract gives Grosky a percentage, I believe 10%,
of profits. Furthermore, Rappin believes that Hoeffner approaches criminal
liability for his conduct in representing the firm. The idea that Saul
Ewing is representing the shareholders is a charade, Rappin and other key
investors have told me.
5. Grosky is hanging on to the possibility that he will step aside as CEO,
but remain as Chairman and have a position with Prion Developmental Labs.
Grosky does not want to sit at home, Caravette told me, and he does not
want to vacate the premises, I have heard from others.
6. Rappin made it clear to me that he does not want a management role in
the company in the future, either directly or through Sig. He resents that
he has been sidelined when his "crimes" are no greater than Grosky's, he
says. He has repeatedly said that he ran the firm and built the business
while Grosky engaged in all the shenanigans in raising money. Caravette
reminded me that Rappin stole from the firm, the original $350K was taken
by Rappin, not borrowed. Then, when it was discovered, Grosky helped Rappin
cover it up by turning it into a loan.
But Rappin made it clear to me that all the turncoats in the company who
never called him to say "Hi" or tell him how they still supported him would
be gone if he, Rappin, ever came back to power. Then he backed off of that
statement and said that they would not be promoted. Translation: they would
be fired. By the way, several people seem to think that the person who gave
Wolinsky info. on Rappin was Brian Borkin, a guy who had some real estate
dealings with Craig.
7. Grosky maintains falsely, Caravette points out, that the company owes
him $1.5MM. Caravette explained to me why this is false, but it was a bit
complicated. Apparently, Grosky was selling his own stock because the firm
supposedly could not sell it directly. The money was treated as a loan to
the company. The problem with that is that it converted Grosky from
shareholder to creditor which would put Grosky at the head of the line in
the event of a bankruptcy, Caravette explained. Grosky was, after all, a
bankruptcy lawyer, so he should know how to play that game, Caravette and I
agreed.
8. Going to the authorities at this time would be a mistake, Caravette
believes. He explained to me that it could shut down the sale of stock and
the ability of the firm to raise money.
9. The best approach, and the one Caravette and others have chosen, is to
force a shareholder meeting. They have envelopes prepared to go out soon.
Meanwhile, Caravette and others are continuing the process of politicking
and educating investors on why Grosky must go. There are several groups of
key investors: in Philadelphia, California and, I believe, Florida. Dan is
planning to meet with the Philly investors either this weekend or next and
wants to set up a meeting with those investors and Grosky. He is also
working the California investors who are in many instances doctors.
The Philly investors control about 20% of the shares collectively.
According to Dan, they vacillate on the issue of Grosky's departure. They
generally recognize that David should step down as CEO, but sometimes they
shift back and forth and show hesitation. Grosky has convinced some of them
that he wants to leave but that he needs to insure that the right person is
put in as CEO first. There appear to be doubts about whether Kiam is the
right person to be an interim CEO. Kiam is generally recognized as person
of high integrity and the people who visited me at the TMR event felt that
his business acumen is as great or greater than Grosky's is, but some have
questioned his ability to cut deals. My information is that Mort threatened
to quit if Kiam becomes CEO.
10. There is a tendency for investors to believe what Grosky tells them,
and Grosky is good at representing himself as a victim who is trying
sincerely to do the right thing, Dan explained. He added that Grosky is
good at schmoozing investors who don't know a lot of intimate detail and
that he is good at what one might call sincere b.s.
An example is the issue of the return of the 37 million shares. Have the
shares actually been returned? Grosky is saying that he has returned them,
but Dan has yet to see documentation of it. Craig Rappin is equally cagey
on the subject. Craig said to me that the shares are in the hands of his
lawyer, but that does not mean they have actually been returned. Grosky has
an incredible ability to tap dance around key issues, Dan told me.
11. We discussed the sale of stock to unsophisticated investors like Lynn
Vanzant in Tennessee. Dan explained to me that most investors these days
are unsophisticated and they don't do the kind of research they did thirty
or forty years ago. He said that the key thing is whether the person
selling the stock is lying to them. I raised the issue of whether Grosky
had been the one to promise the 15% interest to Vanzant or whether it was
the finder, Lonnie Layne, who made the promises. Dan said that it makes no
difference, if Grosky confirms the commitments made by a finder when the
shareholder calls him, and that is something that Grosky does not seem to
understand, Dan told me. It really does not matter if Grosky said it first
or confirmed it later, and Dan pointed out that many things are stated in
black and white in the business plans and PPMs that they send out.
Apparently some document says that they will go public in 2005, but you
can't tell a prospective investor that the stock will be $50 a share, Dan
told me. His view is that investors should know what they are getting into,
although many Efoora investors are under the impression that their 100,000
shares will be worth a million dollars.
12. Dan told me that according to Mort Alzana, the person behind the
development of the HIV-1 lateral flow test, the approval could come as
early as June. He told me that Fran White, the consultant who has been
shepherding the process with the FDA, needed a kick in the you-know-what.
He said that she had not shown the initiative that was needed to get the
approval through. Dan has mixed feelings about the approval because he
believes that it might entrench Grosky even further and make it harder to
get him out.
13. I have observed that many of the Grosky supporters are people who have
a large number of shares, but they were given those shares by Grosky for
bringing in other investors. Al Soboj is one such person. And there are
others. I will use first names: Allan, Terry, etc. Grosky was in effect
paying commissions to people for bringing in other investors and he paid
the commissions in stock and he probably violated every SEC regulation in
doing so since those commissions exceeded the amount allowed by law.
A number of people feel that they "owe" loyalty to David Grosky because he
helped them out in a moment of need. He helped their brother-in-law or
whomever. So, there is a great deal of personal loyalty to Grosky, their
leader, and it has not escaped my attention that the whole thing bears a
resemblance to a cult with Grosky as the cult leader.
Grosky is also a master at appearing to be moving in a certain direction.
The wheels are moving, but they are often standing in place even though
they are spinning. My information is that in the last week, a key investor
whom I will refer to only as Allen, has shifted back into the Grosky camp.
14. Lastly, I have been challenged on my terminological inexactitude. I
said that Efoora was a ponzi scheme a few weeks back. That is not true
since a ponzi scheme involves replacing old money with new money. I said it
was a scam and that too is not really accurate. There have been
irregularities in the sale of stock, but it is not swamp land in Florida.
There is a company, there is what appears to be legitimate IP.
I think that pretty much sums up where things stand at the moment.
One investor told me that choosing between Grosky and Rappin is like
deciding whether you want esophogial or pancreatic cancer. The same
investor told me that the top three reasons that Grosky has to go are, just
like in real estate they say three things matter --- location, location,
location --- the top three reasons are: he can't be CEO, he can't be CEO,
he can't be CEO. All the nonsense in selling stock and theft of stock
aside, the big problem with Grosky is that he could never take the firm to
the next level and could never attract legitimate venture money. That
leaves the firm in the weak position of accepting a bad deal from a guy
like Sig who has been described to me as a classic vulture capitalist. The
big problem with the Sig deal is that it would extinguish the rights of the
shareholders, I have been told by people who feel they understand the deal
well enough to draw that conclusion.
+++++++++++++++++++
Here is a letter I received earlier today from Craig Rappin. I called him
because it surprised me that with such glowing comments made about him from
Mort, the putative author of the letter, Rappin would view Mort as an
enemy. But Rappin told me that Mort has been a turncoat. Craig believes
that the letter was never actually sent. Mort gave him a copy of it.
Nonetheless, Mort was a big supporter of Craig's but has been one of those
turncoats that Craig was telling me about. Craig understands that the power
has shifted. Other turncoats, Craig says, are Tom Harr and Kiam. Craig has
set up his own website that will be operating in the next 48 hours called
www.efoorainvestor.com, so he says watch for it. He has many documents that
he is posting on the site, including letters from Grosky. Note the date of
the letter from Mort. It was a week before the Wolinsky article that
torpedoed Rappin. So, Mort must have known that something was up.
From: "Craig Rappin"
To:
Cc: "'Jerry Hansberger'" ,
,
,
"'David Grosky'" ,
,
"'Jennifer Rozga'" ,
"'Larry Irwin'" ,
,
Subject: letter
Date: Wed, 28 Apr 2004 13:10:14 -0500
This is something that I have not sent to anyone out of respect for someone
I thought was my friend, MORT, but now know he is not.
February 24, 2004
Mr. Howard Wolinsky
Chicago Sun Times
Dear Mr. Wolinsky:
I am writing this letter to help bring some light on a subject that has
been of concern for you and your paper. Specifically, as I understand it,
Craig Rappin’s qualifications as a leader for Efoora has come to question.
My information regarding Craig Rappin comes from my professional
relationship with him.
I have been employed by Efoora since early 1998. Since then, I have been
involved and have personally witnessed the growth of the company from a
small office to what you have seen today. I have been professionally
involved with Craig since 1998 when he hired me to develop the rapid HIV
test that you reported. Being the first employee at Efoora/Virotek, and not
an Officer, Managing Member, or Principal Partner, I feel that I am the
most qualified to comment on Mr. Rappin’s involvement and contributions to
the Company.
I clearly feel that Mr. Rappin, without any doubt in my mind or in the
minds of any other employees here at Efoora, is the Company’s true
visionary. Craig Rappin’s inherent knowledge, either through formal
training or via self education, has been one of the keys to our growth and
success as a diagnostic developer and manufacturer. Since 1998, Craig
Rappin has directed the design of all our automated manufacturing systems.
He has a clear understanding of the engineering involved as well as the
abilities of current and cutting edge technology. Craig Rappin has
continually lead each “brainstorming” session in regard to the methods of
manufacturing for any and all of our products, as well as those products
that we have been solicited to manufacture by other companies. During an
interview with any of the Company’s engineers, I think you would find that
Craig Rappin’s name would be at the top of the list in terms of directing
and participating in the over all design process. His innovation and
creativity is well recognized and respected by all engineers and scientists. Craig Rappin’s involvement in design goes beyond only manufacturing. This
is evident in the Company’s PRIMOS platform. This platform, currently being
utilized for our blood glucose system, involves as much ingenuity in
engineering as it does in biological or chemical science. As you can see
from the issued patents as well as the pending patents, Craig Rappin is the
lead inventor. He has earned that right by his innovation, contribution,
and leadership. It was his concept of creating a diagnostic test platform
that utilizes overmolding of metal electrodes to create a sensor in which
chemistry can then be added. Thus the acronym PRecision Injection Molding
Of Sensors (PRIMOS). This resulting sensor becomes the platform to create a
multitude of biodiagnostic assays. This innovative concept (now a reality)
is based upon Craig Rappin’s self taught knowledge and understanding of
injection molding coupled with his knowledge of engineering and then fused
with his passion for technology. If one word describes Craig Rappin, it
would be technophile.
Beyond his innovative ideas, I have known Craig Rappin to be instrumental in showcasing much of our technology to major pharmaceutical/diagnostic
companies. Mr. Rappin, for many years, has functioned to serve as the
Company’s Director of Business Development. It is his involvement in this
area that has resulted in many of the diagnostic industry leaders to call
upon and become involved with such a small company.
It is his involvement in this area that has resulted in the collaborations
for distribution of our products by these companies. Craig Rappin’s ability
to get the attention of these large companies and then involved with Efoora
has and will continue to be a major contribution to the Company’s success. In regard to Craig Rappin’s professional past, I do not have any knowledge. My knowledge of Craig Rappin as an innovator, manager, entrepreneur, and
person begins with my employment since 1998. In regard to the questions
being raised relating to his past, specifically past business ventures, I
feel any issues or concerns in regard to those past events clearly has not
influenced nor dictated his contribution and involvement in the Company,
nor have they in any way affected his leadership role in Efoora. Craig
Rappin has functioned and will continue to function in the best interest of
the Company and I feel that any issues in terms of past failed ventures,
have not proven to have any bearing on
the achievements that he has garnered while involved with Efoora nor have
they proven to have any bearing on his contributions as an innovator. If you have any questions or concerns, please feel free to contact me at
(847) 634-4500, ext. 224 or via e-mail at mta@virotek.com. Kindest Regards, Mortimer T. Alzona ________________________ 1. READER COMMENTS AND RESPONSES 1a. Efoora mail (2 messages) _______
#1: From: "Lynn Vanzant"
To: ron@themayreport.com
Subject: A FARMER
Date: Tue, 27 Apr 2004 20:14:14 -0500
RON/GLAD YOU ARE TRYING TO HELP US.DO YOU INTEND TO TRY AND HELP? RON DON'T
GIVE UP ON A BUNCH OF SUCKERS.LET ME KNOW IF THEY ARE TRYING TO CLOSE YOU DOWN.
A FRIEND LYNN VANZANT
+++++++++++++++++
#2: Date: Wed, 28 Apr 2004 11:58:16 -0700 (PDT)
From: "T. Mc."
Subject: Efoora & unsophisticated investors
To: ron@themayreport.com
Ron,
Greetings from downstate. I read something on the
Efoora BBS about "unsophisticated investors"
contacting you. I'm curious, what defines an
"unsophisticated investor"? Was there any restriction
that should have kept this from occurring?
My wife and I bought some shares and I'd hardly call
us "sophisticated investors".
Drop me a line sometime. Thanks!
Tom Mc.
____________________
1b. Miscellaneous mail (2 messages)
__________
#1: Subj: Re: The May Report: 4/27/2004: Gene Express to present at
Midwest Venture Summit; KACS and an interesting Tech Day afternoon;
letters, events and a newsletter from Michigan
Date: 4/27/2004 6:15:28 PM Central Daylight Time
From: jbynsdorp@bynsdorpconsulting.com (J Bynsdorp)
To: owner-mayreport@list.themayreport.com
Thank you!
-Jackie
+++++++++++++++++
#2: Subj: RE: The May Report: 4/27/2004: Gene Express to present at
Midwest Venture Summit; KACS and an interesting Tech Day afternoon;
letters, events and a newsletter from Michigan
Date: 4/27/2004 6:44:56 PM Central Daylight Time
From: eugenebreger@excite.com (eugene breger)
Reply-to: eugenebreger@excite.com
To: owner-mayreport@list.themayreport.com
Ron - thanks for dinner the other evening at Costa's. It was a fun time
and I enjoyed meeting you and Darcy in person. You are both even better
'live' than in print.I am going to look into the offering from parking lot
folks who co-sponsored your evening. The May Report.... It Pays to
Read.regards,Gene BregerThere is no security in the world, only
opportunity.-General Douglas McArthur
__________________
2. OTHER (Events)
2a. Thursday, May 6: Growingco.com
From:
To: ron@themayreport.com
Reply-To: ben@growingco.com
Subject: GrowingCo Invitation - 6May 7:30AM - Chicago
Date: Wed, 28 Apr 2004 09:50:08 -0500
Mark your calendar! Please join us for early morning networking and coffee
at 247 S. State Street, Chicago in the lower level conference room on May6
from 7:30 AM to 9AM. No RSVP necessary. No cost to attend either.
NOTES:
1) please tell 10 people to attend this meeting. Simply register at
www.growingco.org to receive future invitations.
2) We're trying to improve the quality of our networking. Please take this
survey below if you'd like to be matched with peers or with people with
similiar interests.
http://www.surveymonkey.com/s.asp?A=31302892E1750
3) Next Naperville meeting is May 20. Stay tuned for details about speaker
and topic.
Thanks for your participation,
Ben Bradley
GrowingCo, Inc.
ben@growingco.com
www.growingco.com
www.growingco.org (for information about meetings)
Please note: If do not wish to receive further emails from us, please click
the link below, and you will be automatically removed from our mailing list. http://www.surveymonkey.com/r.asp?A=31302892E1750
______________________
The May Report Ron May: editor, reporter, commentator,
and publisher. 773-525-3944. E-mails for Ron: ron@themayreport.com. Unless otherwise requested by the sender, all correspondence addressed to Ron May and/or The May Report is subject to publication in the newsletter and on the website. To unsubscribe from the free newsletter, go to www.themayreport.com, click on the free newsletter and send and unsubscribe request. _________________ END OF REPORT.