Thanks Toasty,Thank Dodgy Knees.
Back in the mid 1990's the latest IT buzz was about electronic commerce. But there was one significant problem. At that time websites were unable to let a user "maintain state" between pages, meaning the data you entered in one section of the site (e.g. the catalogue) was lost when you navigated to another page (e.g. the checkout). This seem almost unbelievable now but believe me it was a real problem back in the day.
Then we introduced a development and deployment environment call "WebSpeed" (google it) which provided a solution to the problem. Why do that? Well, we had an extensive VAR network that was clambering for a workable and affordable solution to what had been a roadblock to the widespread implementation of e-commerce - which was at the top of many of their customer's must do list. It quickly became a great success.
The difference with AKIDA getting to market is twofold. viz;
Both of those problems were always going to take time and skill to overcome. There can be no doubt that PVDM and AM are visionaries - what they have achieved technically is amazing. So amazing it seems that, apparently, many in the industry either don't believe or are keeping their heads well and truly in the sand. Hello Elon...........
- There was no existing VAR channel (aka eco-system) through which the product could be introduced and
- As some here refer to it as, AKIDA is to many in the IT industry "science fiction".
I maintain that management had/has underestimated the task in hand of commercialisation of a ground breaking technology. PVDM should never have uttered the words "explosive sales" and SH should not have told us to "watch the financials." Both of those comments/statements smack of over-promising and under-delivering on the commercial front. Trust is a very fragile thing and saying things like that and not delivering shakes trust. I had my doubts about our CEO's appointment from the outset because his CV does not show experience in taking a revolutionary product to market before. He has plenty of commercial experience and success with existing products/vendors but not with something like AKIDA. I suspect he's learning many lessons, particularly around how to be a public company CEO. In my opinion the one member of mgt who seems to understand appropriate messaging at this stage of the company's development is RT.
As I've said recently, I hope the yearly contains evidence of concrete progress on the commercial front. Not just partnerships and back slapping about how great AKIDA is, but some meat on the bones. I'm hungry..........
The incoherent ramblings of an anonymous internet person so please don't consider anything as advice.
As you would appreciate, selling software is a whole different ball game from selling hardware SoC IP. ARM has mastered it, but they were still selling their own improved version of well established von Neumann designs. They had to build up their business slowly.
As you say, we are selling voodoo electronics - how can someone get the same results as a tried and tested CNN software classification system with multi-million image model libraries, but using a much compressed model library and using 1/1000 of the power and time? Clearly snake oil!
And we must not overlook the stupendous contribution of Simon Thorpe's group in devising JAST which in itself looks like a conjurer's trick - digital neuromorphic prestidigitations - how did they discern patterns in that plethora of random spikes? .
When I first found BRN and looked at their patents 5 years ago, I was immediately overtaken by FOMO because BRN were giving a podcast seminar to engineers in the US. I was expecting explosive hockey sticks back then, and I still am.
Not that I expected immediate product sales, rather is thought that the audience would immediately recognize the potential.
I think there were only a couple of attendees who had any (peripheral) understanding of the tech. Presumably they were familiar with CNN. That is, they were the people who understood the state-of-the-art at the time (leaving aside the ivory-tower university researchers and their analog neurons). And, being engineers, they probably weren't that much into the stock market.
So yes, it is easy to underestimate the difficulty of introducing such revolutionary tech to the market.
Mind you, PvdM was coming of the relative success of highly awarded BrainChip studio software and the added advantages of the BrainChip accelerator companion hardware.
BrainChip has gone through a series of market re-incarnations:
Studio;
Accelerator;
SNAP;
Akida;
Akida IP.
There came a time when BrainChip was forced to abandon development of the legacy products, tighten its belt, and focus on Akida SoC development.
Since then, they have re-focused on Akida IP, a very hard sell with extended lead times.
So, yes, the company has been forced to change course several times. But none of the management team had a crystal ball, and establishing an entirely new leading edge tech market against the tide of incumbent inertia required a lot of probing to find an entry point.