Now that he resigned from the board, Jim Balsillie is totally gone from Research in Motion, except perhaps as shareholder. He’s been selling his stock for years though and will probably accelerate his sales now.
As I said in The Globe recently, you knew the fourth quarter results would be bad because otherwise the two CEOs would not have resigned. They would have stuck around to take credit for a turnaround – it really is as simple as that. Now that Balsillie is leaving the board, rest assured that things will get worse.
RIM is a classic tale of failure by a board of directors. Notwithstanding what Roger Martin told The Globe, he and his fellow directors (including Balsillie and Lazaridis) botched it. There is no one to run the company. The new guy has no clue (“we can’t be all things to all people,” he says, and vows to focus on the business market, even as most businesses let employees choose what phone they want to use), and all the senior people are leaving. They had no plan, zero.
And worse, RIM is now losing money. This board authorized a share buyback even as the two CEOs sold their stock.
Good to know Roger Martin is the dean of the UofT business school.

How investors could have known Poseidon was running aground
February 18th, 2013While not a huge company Poseidon Concepts was a very widely held retail stock, in part because the deep-thinkger at CPMS had it as a top pick (CPMS is a computer based stock picking system used by a lot of brokers). Investors got slaughtered on this one, which had now degenerated into an accounting scandal.
But there were clear and obvious signs, as The President’s Club Investment Letter made clear starting 7 months ago.
First, insiders dumped a huge amount of stock from the fall of 2011 to the spring of 2012. Given that the company was only recently spun off from Open Range at that time, it was a red flag:
The second one was margins: at 90% they were just too high to assume there would not be intense competition, especially given lack or proprietary information. High returns guarantee competition.
Third, drilling activity was slowing down, especially in the Bakken, suggesting that Poseidon would have to chase customers to get business, and compete harder, meaning lower prices. This was easy to verify with a Google search.
Fourth, and perhaps most important, was rapidly rising accounts receivable. In the third quarter of 2012 they surged $75 million compared to nine months earlier:
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