Post by vdexdiabetes on Dec 4, 2019 14:51:50 GMT -5
Casper,
Even though you don't deserve the attention because you're likely a phony, I'll reply so people on this board hear it from me. Your psychoanalysis of my motivation is way off base. I didn't start Vdex because I'm pissed about losing money on a stock. I wouldn't spend hundreds of thousands of dollars and years of effort because I'm mad. There's a phrase that captures such behavior: throwing good money after bad. As LeAnne said, I don't think I made a bad investment in MNKD. In fact, I'm more convinced than ever that it will end up being one of the best investments I ever make. I suspect Vdex may be even better.
I started Vdex because I saw an opening in the market. I saw something I thought I could improve and that I could profit from. It happened to flow directly from my investment in MNKD because I came to understand what Afrezza really is as a therapy. I'm no different than any other entrepreneur. And, like almost every entrepreneur experiences in developing their business, we made mistakes, we spent more money than we wanted to, and we took longer to figure it all out. But, we've figured it out.
We've gained a perspective on the commercialization problem with Afrezza that you can really only gain by operating a clinic, interfacing with real patients, real providers, and tussling with insurance plans. No amount of academic analysis of this process can take the place of actually living it. When we observed the actions of management and the BOD, we knew no one in either group had this experience. We think it's critical to making Afrezza a success. So, my issues with MNKD mgmt, and really, MC, is the unwillingness to listen to this perspective, to listen to ideas other than his own. If Afrezza were succeeding, I'd understand better his unwillingness. But it is not.
So, the vociferance of the HFM movement, and my critical comments relate solely to making Afrezza a success, and by extension, MNKD. I am a shareholder. I believe there's a leadership failure. I believe I have a perspective on how to fix it. It would be self-destructive to sit by passively and not try to make changes. Lastly, I fear the present strategy WILL result in failure. That's why I'm agitating for change.
So, now you don't have to guess my motivations. I've laid it all out for you.
Bill McCullough
Even though you don't deserve the attention because you're likely a phony, I'll reply so people on this board hear it from me. Your psychoanalysis of my motivation is way off base. I didn't start Vdex because I'm pissed about losing money on a stock. I wouldn't spend hundreds of thousands of dollars and years of effort because I'm mad. There's a phrase that captures such behavior: throwing good money after bad. As LeAnne said, I don't think I made a bad investment in MNKD. In fact, I'm more convinced than ever that it will end up being one of the best investments I ever make. I suspect Vdex may be even better.
I started Vdex because I saw an opening in the market. I saw something I thought I could improve and that I could profit from. It happened to flow directly from my investment in MNKD because I came to understand what Afrezza really is as a therapy. I'm no different than any other entrepreneur. And, like almost every entrepreneur experiences in developing their business, we made mistakes, we spent more money than we wanted to, and we took longer to figure it all out. But, we've figured it out.
We've gained a perspective on the commercialization problem with Afrezza that you can really only gain by operating a clinic, interfacing with real patients, real providers, and tussling with insurance plans. No amount of academic analysis of this process can take the place of actually living it. When we observed the actions of management and the BOD, we knew no one in either group had this experience. We think it's critical to making Afrezza a success. So, my issues with MNKD mgmt, and really, MC, is the unwillingness to listen to this perspective, to listen to ideas other than his own. If Afrezza were succeeding, I'd understand better his unwillingness. But it is not.
So, the vociferance of the HFM movement, and my critical comments relate solely to making Afrezza a success, and by extension, MNKD. I am a shareholder. I believe there's a leadership failure. I believe I have a perspective on how to fix it. It would be self-destructive to sit by passively and not try to make changes. Lastly, I fear the present strategy WILL result in failure. That's why I'm agitating for change.
So, now you don't have to guess my motivations. I've laid it all out for you.
Bill McCullough
