Silicon Valley venture capitalists nurturing growth of green technology

Brett Maas suggests you – Check out this story on the LA Times

Silicon Valley venture capitalists nurturing growth of green technology.

What green technology stocks are you looking at right now?

Let me know and at my Brett Maas Facebook, Brett Maas Twitter or at my Brett Mass Charity site –

Investor Relations defined by Wikipedia

Here is a great link to what Wikipedia defines as Investor Relations.

Investor Relations (IR) is a strategic management responsibility that integrates finance, communication, marketing and securities law compliance to enable the most effective two-way communication between a company, the financial community, and other constituencies, which ultimately contributes to a company’s securities achieving fair valuation. (Adopted by the NIRI Board of Directors, March 2003.) The term describes the department of a company devoted to handling inquiries from shareholders and investors, as well as others who might be interested in a company’s stock or financial stability.

Also, don’t forget to add me as a friend on my Brett Maas Facebook and Brett Maas Twitter.

Global Axcess becomes a cash machine

Link to article on Jacksonville Business Journal

Friday, August 21, 2009
Global Axcess becomes a cash machine

Jacksonville Business Journal – by Kimberly Morrison

Global Axcess Corp. is one of Jacksonville’s lesser-known publicly traded companies, but if it keeps up momentum, that won’t be the case for long.

The ATM operator turned self-service kiosk provider is emerging from a three-year turnaround that has produced fatter margins and more consistent profits than it has seen in years. Management thinks the company is finally in good shape. Earnings have nine quarters of positive momentum, and in the last quarter were up nearly 24 percent to $557,000 with less debt and more cash.

It’s a different company from what it once was — a little more grown up and finally figuring out what it is really good at and how to build on that. In this newfound maturity, Global Axcess is branching out into DVD rental kiosks, which it is piloting in Jacksonville and two other markets.

The move is part of a broader strategic plan to increasingly expand beyond the ATM, which is an industry not expected to see an increase in use over the next several years.

Global Axcess (OTC: GAXC) today remains a small player in the $7 billion to $12 billion ATM industry. Its 4,300 ATMs account for just 1 percent of market share, making it the seventh-largest non-bank ATM company in the country.

As the company enters the final, high-growth stage of its turnaround, it has a new crackerjack consulting agency in tow. New York-based Hayden IR is helping the company launch an aggressive marketing and investor relations campaign to drive growth and maximize shareholder value.

“In my opinion, the management of Global Axcess Corp. has done a tremendous job of repositioning the enterprise to differentiate it from others in the industry and to set the stage for revenue growth and margin expansion,” said Brett Maas, Hayden managing partner.

Global Axcess this week landed a three-year contract with an undisclosed national grocery chain worth $750,000 per year, one of the company’s first major successes for its newly restructured sales team. CEO George McQuain sees a good future ahead.

Back in 2006, things were less stable. A management shake-up ended in three top executives resigning from the company. Michael Loiacono became chief financial officer and McQuain was named CEO, both promotions from within. But company losses accelerated to $3.6 million that quarter. There was house cleaning to do.

Before new management, the company had overestimated the benefit of an acquisition, which inflated quarterly earnings that the company later had to lower by $500,000. A group of investors sued the company, resulting in a settlement in 2007 of undisclosed terms.

“George stepped into a quagmire of trouble,” said Lock Ireland, vice chairman of the board and chairman of the board for Proficio Bank. “His first full quarter, he made a profit of $14,000, which was a tiny amount of money but an amazing turnaround.”

Global Axcess then sold an unprofitable South African subsidiary and outsourced certain functions to focus

resources where they were most needed. The company began paying down debt and working to increase cash flow, which made 2008 a banner year on the balance sheet.

McQuain looks back and can see where the company went wrong, although he refuses to take credit for getting it back on track.

“We weren’t sure of our core competencies,” he said. “We had a strategy that didn’t emphasize what we were really good at, and it stretched the company.”

His first step in the turnaround was to scrub expenses. Costs go to the bottom line, and finding places to cut was going to be easier than generating new revenue.

“We have an internal value of ‘bare bones, no frills’ — only spend money on things that add value,” McQuain said, pointing to his older, beat-up office furniture that he seems to take pride in. “So if that means I stay at a Motel 6 when I travel rather than a Howard Johnson, then that’s what I do. Our clients don’t want to pay for me to stay somewhere expensive.”

Step Two was emphasizing operational efficiencies. Divesting unprofitable operations and outsourcing was part of that, but Global Axcess also did a better job of making sure the ATMs were always working, and making money. Then the company implemented an overdue fee increase.

Step Three was to listen closely to clients — the owners of convenience stores and grocery chains where the ATMs were. Surveys and other research helped the company identify its strengths through its customers’ eyes, so it could then capitalize on the information and differentiate itself in the market. Global Axcess found out that paying its clients on time, better-operating machines and service so personal it sends gift baskets to clients on their birthday made them a standout.

It’s somewhat of an extension of how the company’s small 20-person office in Southpoint operates. The family-man side of McQuain was also listening to his employees, and he began letting parents bring their kids to work, bought laptops for each person so they could work from home if needed and recently started offering college tuition reimbursement. Happy employees are productive employees.

The strategy has paid off. Although the company’s stock hit a 52-week low in February at 10 cents, it has been on a steady ride up ever since and hitting new highs almost every day. It reached a 52-week high earlier this month at 73 cents.

“I think Global Axcess is a jewel in the sea,” Ireland said. “Cash flow has been increasing tremendously, earnings are increasing beyond our expectations and the revenue base has been increasing in 2009 beyond what we expected. We are in tremendous shape for diversification.” | 265-2218

Investor Relations Contact:

Brett Maas, Hayden IR

Hayden Communications’ Brett Maas Offers Advice for Small-Cap Companies to Survive..

Hayden Communications’ Brett Maas Offers Advice for Small-Cap Companies to
Survive the Crisis

NEW YORK, Oct. 28 /PRNewswire/ — Brett Maas, President of Hayden
Communications, Inc, a national investor relations firm focused on emerging
small- and micro-cap publicly traded companies with significant growth
potential, today provided advice for small public companies to deal with the
financial crisis. The precipitous drop in Wall Street valuations have hit
smaller companies particularly hard. Mr. Maas today offered advice based on
the feedback received from the many interactions he has had with institutional
investors, hedge fund managers, research analysts and other professional
investors, as well as the success of certain clients during this period:
— Focus on profitability: The lack of access to external working capital
and the focus on solvency has made it increasingly important for public
companies to do whatever can be done to drive positive cash flow. The
investors who are putting money to work are typically focused on profitable
companies. It is incumbent on management teams to eliminate unprofitable
operations, restructure, if needed, and delay acquisitions or initiatives
which may impact profitability. In addition, management teams should clearly,
concisely and proactively communicate their plans to investors to demonstrate
precisely how profitability will be achieved (or expanded).
— Strengthen balance sheets: If a company has the ability to solidify its
working capital situation, now is the time to pursue those opportunities.
There are two reasons: first, it may be impossible in a few weeks or months,
and second, nobody is in the mood to take risks right now. Management must
eliminate obvious risks as proactively and publicly as possible. Investigate
debt financing or lines of credit with banks and, if possible, restructure
debentures or existing liabilities.
— Talk more, not less: Many CEOs instinctively want to focus on the
business and ignore the stock. After all, everything is going down and there’s
a perception that there’s nothing one can do about it. When professional
investors once again actively put money to work, it is likely they will look
for growth. The goal of management teams at this point should be to talk to
new people as much as possible. Even if they don’t buy today, the objective is
to become the first idea on their list when they get back to work.
Mr. Maas added, “Proactive and aggressive investor relations efforts are
more important than ever in these market conditions. This means trying to keep
existing shareholders in place and reaching out to appropriate new contacts
and providing clear and convincing reasons to consider a new investment. This
is more challenging if you are not profitable, or are poorly capitalized.
Despite the near-term crisis, those who are appropriately proactive will
benefit both first and most when the market begins to turn, and it always does
turn. Hayden Communications has continued to demonstrate the capability to put
high-quality companies in front of appropriate investors, despite the economic
This is not an offer to sell or a solicitation of an offer to buy any
securities. HC and its affiliates, officers, directors, subsidiaries and
agents have been compensated by its clients to perform shareholder and
investor relation services. Each contract varies in duration, services
performed and compensation received. HC, its employees, consultants and
affiliates may, from time to time, acquire positions in the companies that
they cover. This could represent a conflict of interest. More information is
available at:
Brett Maas
Hayden Communications
(646) 536-7331

SOURCE Hayden Communications, Inc

Brett Maas of Hayden Communications, +1-646-536-7331,