Oh, can you hear me, Charlie? I’ll keep talking.ġ, 2, 3, 4, 5. Is the technology business a natural area to allocate excess capital for the best return on equity for the company? Now its fastest-growing subsidiary, Journal Technologies accounts for a large part of the company’s earnings. In the past year, you’ve in the past, you’ve described Daily Journal’s unique position of being a newspaper, which generated enough excess cash in the past to invest in an equity portfolio. The second question comes in, and it’s in regards to capital allocation. So I expect a lot of clarity on our long-term approach sometime later this year. I like the business and the potential for it. And what I can say now is that the parallels between the software company I built in and Journal Technologies are remarkable. And I had incomplete information at that time, and I thought it was important that I have the optionality to hire someone better suited or promote from within if we discover that be a better path.Īnd I founded and helped grow a geography software company with no background in publishing or the legal and court sector. Yes, I’ll say that when we were in discussions a year ago, I told Charlie that I was committed to ensure the success of the business, but that I wasn’t sure I would be the right long-term CEO. Well, the answer is Steve chose his own titles coming in and we’ll change whenever he wants to change it. How is he performing? And when will the decision be made on selecting a permanent CEO?” He says, “Can you give an update on the company’s new CEO, Steven Myhill-Jones? He was appointed as interim CEO nearly 1 year ago. The first question that we have comes from, and his question is related to Journal Technologies. But first of all, Charlie, thank you for taking the time today. We’ll go through as many of these questions as we can during the session. We got a great number of questions that came in, and I’ve tried to sort through as many as I could. Steven, thank you very much, and welcome, everyone.
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