The success of the Vocal platform thus far is predicated on the notion that content as a commodity in the digital space has continually appreciating value. Or, more precisely, content has potentially ever-appreciating value when it exists on a platform that is powered by strong technology and armed with a strategic distribution methodology that not only disseminates and monetizes the content, but optimizes its platform for scale. That is exactly what we built in Vocal, a proprietary platform whose technology is self-evident and driven by data.
At its core, Vocal is a platform for creating, sharing and distributing content. It turned out that, while building a best in class, long form social platform, we found ourselves with a very powerful IR product to boot. The assembly, digital distribution and search engine optimization of corporate materials and messaging in a structured environment like Vocal is far superior to patched-together data platforms or paying for research on forgettable websites. Simply put, there is no one better to piece the puzzle of public information together and define the narrative of a company than a CEO and executive team, and no better medium to share it than Vocal. My partner Justin Maury and I use the Vocal platform for more in depth discussions about the digital space, as well as Vocal product updates and Jerrick’s uplisting process. Each week, we’ll be publishing this recap, which will amalgamate and contextualize the various updates from the previous week and is designed to maximize communication and transparency with our shareholder and creator communities alike.
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. From inception, Jerrick's goal has been to build a billion dollar company. In fact, that goal drove our decision to go public in the first place. While Jerrick Media Holdings, Inc. became a publicly traded company in February 2016, my particular journey to that point can be traced as far back as 1990.
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 individual technological advancement, is met with the same questions. Sociologically, every new digital platform is viewed through that same lens: