Statistically, most microcap OTCQB companies fail. Only the great ones don’t and only the very best ones make it to a higher national exchange.
Reversing to move forward is part of Jerrick's journey from the OTCQB to the NASDAQ Capital Markets.
Cultural revolutions are often followed in history by innovation sprints. Consider the printing press. It took the world 561 years—a blink of an eye relative to human history—to go from Gutenberg's great invention in 1440 to listening to Beethoven on an iPod in 2001.
I spent the last week with my team at the world's largest gathering for those who thrive on the business of consumer technologies: CES. It's a universe of innovation and inspiration, where capital-hungry startups in Eureka Park can get noticed by venture capitalists, and tech giants can flex their trade show budgets. We are more dependent on technology than ever; our needs are starting to mirror our wants. Part of my job at CES is to answer the question: How will I allocate my company’s time and resources to take maximum advantage of technological innovation? My thought process follows.
Having recently celebrated Vocal’s second anniversary as a platform, I realized that as our technology evolved so has our management group. Jerrick has matured into a cohesive and talented executive team supported by a network of committed stakeholders, advisors, and investors.
People essentially want to know how they can use the internet to make money, gain fame and influence, or just have their voice heard. The entire evolution of digital media and every advance in technology has been met with the same questions at ever-increasing intensity. Sociologically, every new digital platform is viewed through that lens.