Then again, while more informed, shrewd and knowledgeable money in this space – classic examples of conventional-thinking money – very often are on the cutting edge of being in the right place at the right time, I do not think they understand paradigm shifts any more than other like-minded, industry-oriented money.
A blog reader asked me to describe how I arrived at my stock position in Provectus. Greatly simplifying the answer, I reply by saying I made a two-bet parlay. First, I bet that management could demonstrate the tremendous, multi-indication efficacy of an incredibly safe drug compound. Second, I bet that management could and would protect Rose Bengal’s economics in a size and scope commensurate with the depth and breadth of their innovation.
The risk-reward of my investment in the company eventually matched the clinical and commercial risk-reward of the drug.
This company and this situation also represent a quest for me: the eventual realization of a seminal investment in my career to date; the never-ending hunger to be right; the tangible and intangible satisfaction, results and provision of future professional and personal means that only a financial moonshot yield; and, a unique opportunity to continue to successfully build my investment management career as, how and when I see fit if ultimately right.
In further answering the reader’s inquiry, there reached a point in my due diligence, analyses and conclusions when and where I found that, over time by periodic buying of shares, I had pushed every discretionary dollar I (we) owned into a capital pool with the express purpose and intent of owning as many shares as I (we) possibly could.
Management's next task is to optimize ROI, an effort that is no small feat. And while thus far they have protected the economics of the opportunity, which could be enormous, a great outcome is not yet assured.