Pinned straw:
@thunderhead I agree. Mike Lamprom always seemed to me to be a pretty steady, straight-shooting guy, but could never drive sales ahead enough to create some operating leverage, and thus $M7T has been a poor investment (long ago dropped by me, and often covered on this forum.)
My question is are the situations comparable? $VHT has a specialised niche, and is the market leader in that niche. Teri was able to bring the capability to sell into the larger accounts, and in so doing transformed the performance.
But is $M7T a competitive product? To what extent are its capabilities now features within the $PME suite, for example? Mike and his team have had plenty of large multi-year contracts over the years, and even some renewals. Just not enough of them to scale the business with any real impetus. For example, there is early evidence that $PME was used by the US Veterans Health, but it is $M7T that has more recently won the multi-year, headline contract. But these big, headline deals appear relatively few and far between.
I'm going to watch from the sidelines, because I don't have any conviction that this is something a CEO can transform, whereas with $VHT it was clear from the start. I will certainly tune in to listen to Teri's first presentations, just in case she can work some magic here too.
Teri diagnosed the $VHT issue very quickly, and drove a change in performance consistent with that initial diagnosis over a 1-2 year period. IMO the market was slow to fully recognise this, and so $VHT got bought out. Perhaps beleagurered $M7T shareholders are hoping for the same.
Disc: Not held