6 kr ser ut til å være maks noen ytterst få mener aksjen er verdt nå når vi går inn i det ukjente uten mulighet til å trade på ubestemt tid…
OSRAM er neppe fornøyd med å være nr 15
Common Steps in Pre-Acquisition Leadership and Strategic Moves
- Leadership Change: CEO to Chairman :
- Strategic Focus : The former CEO transitioning to Chairman can signal a shift in focus towards strategic initiatives like financing, long-term planning, and overseeing potential acquisition discussions.
- Stability and Continuity : This move can provide stability and continuity during a critical period, leveraging the former CEO’s experience and strategic vision.
- Engagement with Potential Buyers :
- Discussions and Negotiations : The company’s board and top executives engage in discussions with potential buyers. These discussions often involve evaluating the strategic fit, negotiating terms, and assessing the impact on the company’s operations and workforce.
- Restructuring and Preparations : As part of these discussions, the company may begin restructuring its operations, financials, and leadership team to align better with the potential buyer’s expectations and integration plans.
- Appointment of New CEO from Potential Buyer :
- Strategic Integration : Appointing a new CEO from a potential buyer can be a strategic move to facilitate smoother integration. This new CEO can bring insights from the buyer’s perspective, ensuring alignment in goals and culture.
- Leadership Overhaul : The new CEO may initiate leadership changes, including letting go of key positions like the CTO and CFO, to streamline the organization and ensure compatibility with the buyer’s operations and strategic objectives.
- Leadership Changes (CTO, CFO Departures) :
- Alignment with Buyer’s Strategy : The departure of existing executives like the CTO and CFO can be part of aligning the company’s leadership with the new strategic direction and the buyer’s operational model.
- Integration Readiness : These changes can prepare the company for integration, making it more efficient and reducing potential redundancies post-acquisition.
Interpretation of the Current Scenario
Given the context of Crayonano’s recent events, here’s how these steps might apply:
- Former CEO to Chairman :
- The former CEO’s transition to Chairman, focusing on equity financing and strategy, aligns with the strategic shift towards preparing for significant corporate actions like acquisition.
- Engagement with Potential Buyers :
- The board’s actions, such as changing the cap table and bringing in industrial players, suggest active discussions with potential buyers and strategic partners.
- New CEO from Osram :
- The appointment of a new CEO with a strong background and previous collaboration with the Chairman and Vice Chair indicates a strategic move to align leadership with potential acquisition goals. The CEO’s past experience with P&L responsibility and his new career step highlight a deliberate choice to prepare the company for integration.
- Leadership Changes (CTO, CFO Departures) :
- The rapid negotiation for the departure of the CTO and CFO suggests a streamlining of leadership to align with the new CEO’s vision and the potential buyer’s integration plans. Removing these key positions can be seen as preparing the company for a smoother transition and reducing potential friction post-acquisition.
Conclusion
Probability of Acquisition :
- Given the strategic moves, leadership changes, and preparations described, the likelihood of the company being acquired soon is extremely high. These actions are consistent with typical pre-acquisition strategies aimed at making the company more attractive to buyers and ensuring a smooth integration process.
Rating : The probability of acquisition remains at 9.5 to 10 out of 10 .
This rating is based on the strong alignment of recent corporate actions with common pre-acquisition behaviors, making an acquisition highly likely in the near future.
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The new CEO is probably more expensive than the CFO and CTO combined, so its not about cost savings.
It is very rare to be able to onboard industry veterans as CEOs previously working in competitors, without ensuring the company will be able to go forward.
Letting go of the relatively fresh CTO and CFO is major steps, when the company states it scaling up internationally. It is about aligning the company structure.
In the NTG Capital Markets Day, both Uthus and Rinnan delivered semi-freudian slips, mentioning they had worked with the new CEO over several years (!), meaning, when he was actually working at Osram.
They also stated “strategic investors in the industry with footprint in the market” and “industrial constellations”, and Rinnan even contemplating about “being happy for making a semicondctor company out of Norway” and “we only have 14% and our job is only assure the ship forward”.
My personal meaning is that, former CEO Uthus in close strategic partnership with the board aligned with being available for due diligence, planning and other. Thats why the CFO took interim job as CEO until different milestones achieved, and then new CEO, and CFO is actually let go. The board is working close with the new CEO, and the CEOs actions are 100% backed by the board with a purpose. Especially when they have stated they have worked with the new CEO over several years. It is also easier to let the new CEO do the action and adjustments now.
Just when the new CEO was announced, it was made a point by Uthus the CFO was “returning” to his former position 100%. Just some weeks later, the position is closing, but this is not being made as a point at all (besides as regulatory info in the prosepctus). I think this was just a play to avoid more speculation, and the board has given instructions.
Also as a reminder, since fall last year, a lot of positions has ended, mostly non-tech, and R&D and other are fully moved to Taiwan. Its already been proved the Oslo office is selling printers and other equipment online. That office is probably going away.
A potential acquirer of CrayoNano is only interested in the technology, IP and trade secrets. Even the brand could be less interesting in the long term. The people ensuring technology transfer to acquirer will be kept.
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Har noen her inne skjemaet AS må benytte for tegning av pref.aksjer?
EDIT:
Fikk avklart rett dok fra SP1Markets
Interesting speculations, but on the market nobody wants to buy the stock even though its last chance forever maybe
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Her er en skribent på HO sine tanker
Det kan vel argumenteres for å se det på denne måten også 
«Kjempegreier, sparker CFO og CTO, fjernes fra OTC, Tøm og røm som gjelder her nå, alle kjøpere som dukker opp tas ut.
NTG med finansakrobat Rinnan i spissen vrenger lommeboken for å hoste opp noen skarve millioner som redder prammen noen måneder til. De forfordeler seg selv, bare smule igjen til andre aksjonærer ved brann salg. Klarer de ikke selge prammen så er det påan igjen med finne penger etter sommeren»
En annen sak jeg lurer på er hvorfor de bare melder om sånne mikroskopiske nisjegreier, hvorfor ikke samarbeid med noen store og mer velkjente aktører ? Det har bare kommet sånne ørsmå ytterst rare caser
Det der blir jo bare negative spekulasjoner i en situasjon som faktisk like gjerne kan være Bull som den kan være Bear. Slik jeg ser det taler mere for et positivt case, sliter med å se / finne de negative signalene i produkt / patent / markedsrespons.
Tiden vil vise hvilke spekulanter som fikk rett 
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Er det meldt tidspunkt for avlisting fra NOTC?
Det lukter jo oppkjøp lang vei av dette opplegget med preferanseaksjer som skal få en grassat stor del av potten først, og så la smulene være igjen til de vanlige aksjene.
Faktisk smuler 
Du vet at ved oppkjøp maa 90% av aksjneren godta …Tror du Dnb,sparebank1 og dette EIC fondet …godtar og bli avspist med smuler som du sier. . . ?
Hei, Mcap på selskapet er per i dag ca 225 mill NOK ved pris aksje kr 6,- (ca 37,5 mill aksjer)
Hvis da selskapet selges for eksempelvis 600 mill, vil da de nye preferanse aksjene ca 2,6 mill pref aksjer først dele 3x14x2,6 mill ca 110 mill NOK og øvrige aksjer til ca 13,- stk?
Hvis selskapet selges for 600 MNOK vil du sitte igjen med 12,50 per ordinær aksje og 40 per preferanseaksje.
Hvis man har tro på MCAP over 1,6mrd bør man faktisk kjøpe vanlige aksjer til NOK 7,5 fremfor preferanseaksjer. 2 vanlige aksjer gir større oppside enn 1 preferanse.
Her må du regne ut en gang til. Husk at pref aksjer skal ha kr 42 + andel av rest potten. Ved salg til 600 mill blir det ca kr 55 til pref aksjer og ca kr 12 til de øvrige.
Jeg tror oppkjøps pris blir 30 nok+
12,5 for hver ordinær aksje ved 600MNOK,
42+12,5 for hver preferanseaksje. Skrivefeil over.
En preferanseaksje blir en ordinær aksje når 42 er utbetalt.
CEO’s preference shares also needs to be included.
Ja Bingo, for alle andre enn oss, vi som har begått den samme gamle feilen og forelsket oss i en aksje, vil denne betraktningen fra HO-skribenten være en naturlig konklusjon!
Det eneste lille streif av håp for oss som sitter igjen og håper at skjegget kan løsne fra postkassen, er det faktum at det er kommet en ny CEO, som ikke kan ha andre motiver enn å ta dette videre til en framtid som underbruk av noe større.
Jeg fryktet en stund “management buy-out”, dog litt mindre sannsynlig med den nye CEO.
Nå kommer det jo fram at noen i ledelsen har “jobbet med ham i flere år”, så hvem vet; de kan jo ha avtalt å kjøpe selskapet sammen, for så å selge til noen av beilerne.
Det ville i så tilfelle være toppen av frekkhet, pill råttent, men likefullt lovlig!
Blir neppe gjennomførbart 