Reprinted with permission from The Wall Street Transcript. September 1, 2008

AIMS Worldwide, Inc. (AMWW)

B. Joseph Vincent, chairman of the Board and “chief strategy officer” of AiMs Worldwide, inc., was a founder of AiMs LLc, the private predecessor research and development company of AiMs Worldwide, inc., and served as Vice chairman of the company since its inception until becoming chairman of the Board in 2007. he is responsible for public company leadership in shareholder trusteeship, governance, Board of Directors corporate strategy, policies, procedures, executive compensation and other accountability issues. in addition to AiMs Worldwide, inc., activities and responsibilities, Mr. Vincent has provided in the past and continues in certain situations to provide “of counsel” “strategist” services as a strategic consultant in Raphine, Virginia. he is responsible for providing a wide range of strategic advisory, planning and consulting as well as marketing, public relations and creative communication services for numerous clients and affiliated companies. in addition to service as an independent consultant, advisor and “strategist,” he also serves as “of counsel” on the Board and in executive capacity of the oZone Group, inc. (chairman of the Board) and integrated power Group, Limited (Vice chairman of the Board). From 1996-2002 he was Vice chairman of the Board of Uci Web Group, inc.; Vice chairman of the Board of the neighborhood Marketing institute; Vice chairman of the Board of .netVillage.com LLc; and Vice chairman of the Board of the communications Group/ Management Group. From 1990 to 1995, Mr. Vincent was executive Vice president/chief operating officer of Businesship international, inc., in coral Gables, Florida, a multi-million dollar private shareholder owned saudi/ American holding company. From 1979 to 1990, he was president and chief operating officer of Globalcomm/ commGroup inc. he was president of the Management Group from 1976 to 1979, Vice president of sales and Marketing-Worldwide for Visual Graphics corporation, from 1972 to 1976, General sales Manager of Recognition equipment incorporated, from 1969 to 1971, and he held numerous management and executive development positions with control Data corporation from 1965 to 1969. From 1988 to 2006, he was a General partner with harrell Woodcock Linkletter and Vincent, a general investment, consulting, strategy and planning partnership engaged in a wide range of business and commercial ventures. Mr. Vincent attended the congressional school and George Washington University, Washington, DC.

TWST: We’d like to begin with a brief historical sketch of the company and a picture of the things you’re doing right now.
Mr. Vincent: AIMS was founded out of the diverse backgrounds of four extremely experienced business executives. We converged in the late 1990s with the exact same query about the marketplace of marketing sciences. My background came from an early business career in the scientific computing industry and then as a long time “of counsel” strategist to Fortune 500 companies. Another partner, Gerald Garcia, came to the company from the media industry. He was the highest-ranking executive of Hispanic origin, first at Cap Cities in their newspaper division and then at Gannett where he was on the launch team of USA Today. At Gannett, Gerald was the Regional Vice President for all of their 19 newspapers west of the Rockies. He has been inducted into the Hispanic Journalists Hall of Fame. Gerald was the first Hispanic appointed as an editor of a general circulation newspaper, the Kansas City Star, and then later the first Hispanic publisher of a general circulation newspaper, the Tucson Citizen.

We have another founding partner, Mike Foudy. Mike’s background was from the advertising, public relations and marketing communications industry. He was one of the partners at WFC/ Westcom, which was eventually sold to Ogilvy & Mather. Then we have our fourth founding partner, Denny Smith, who has a long history of raising seed and development capital for the small cap venture industry. Denny’s claim to fame is, among other things, that he raised a lot of initial funding for Craig McCaw, and we all know about the success of Craig McCaw and his associated communication ventures.

So these four guys, in the late 1990s, got together and were lamenting the impact of technology on marketing and the world of marketing, meaning both the advertising agency side and then the client side, not really understanding what was going to be a dramatic shift in the paradigm. So we took a look at the world of marketing and decided that we would create an LLC to invest in the required benchmark research to definitively understand the history, scope and reach of the overarching function of marketing. The LLC was called AIMS LLC. AIMS stands for Accurate Integrated Marketing Solutions. It is a fourletter audio-logical-acronym, which is a positioning statement, brand and articulates our underlying business, services and activities. In the LLC, we took two years to do exhaustive, private, non-academic, research on the history of marketing. We looked at its size, its structure and we looked at the technology that impacted it, starting with movable type and printing at the turn of the 20th century through to the Internet and the digital age.

We found in our bench research that the word marketing did not exist in any of the unabridged dictionaries at the turn of the century, and I am talking about 1900, not 2000. Other words such as sales obviously existed and market and marketplace were in common use, but the word marketing did not. We looked at the impact of the first major piece of mass marketing technology, which was radio. We then looked at television. This is an interesting aspect. We looked very deeply at the significant impact of computing on marketing. Had it not been for the cost of computer memory going down exponentially and the cost of computing transactions going down via Moore’s Law, you would not be able to have a mass of databases. If you didn’t have database management, you wouldn’t be able to have outbound or inbound telemarketing.

You wouldn’t have had the ability to have an online capability as, eventually in the late 1990s, we discovered the liberation of this powerful tool called the Worldwide Web.

So we looked at all of this from an historical standpoint and we then said, why is it so unbelievably difficult to view marketing on a scientific basis? Why is it so very difficult to design a marketing strategy, plan, tactics and budget, put in reporting systems and measurement tools to be able to then determine the return on marketing investment, or ROMI. If I’m Anheuser-Busch and I’m going to be spending somewhere in the vicinity of hundreds if not billions of dollars a year in marketing, why is it that Anheuser-Busch cannot tell you exactly what its return on marketing investment is? They can tell you what the return on an investment in a new brewery is, but they can’t tell you what the return on marketing is. So, based on our research and analysis, we saw that there was going to be a paradigm shift, moving marketing to a business science.

When we looked at the paradigm shift, we determined very clearly that you had to take a whole cloth or new, clean sheet of paper and you had to design a new business model that could satisfy the future of marketing sciences and the rapidly changing paradigm shift to provide an accurate, integrated, marketing solution as a product, brand and service. This would be required whether running a political campaign for a candidate, business-to-business transactions or selling a consumer product. That’s why we undertook a reverse merger of the LLC into AIMS Worldwide Inc. (OTC BB “AMWW”) in December 2002.

During the past five years, we did alpha and then beta testing on our proprietary processes. We have AIMSolutions, which is a consultancy, and it has spent the past five years doing all forms of testing on our processes, proving our concepts, developing our programs, enhancing our algorithms and charting everything that we practice, so that we can go into a client and do a detailed marketing science review of their marketing activities, report on the review of their marketing, show the client where there is unaccountable waste, and then design a beta test to demonstrate our AIMS. It makes no difference who or what the client, product, service, candidate, household or business-to-business pitch is. I mean it could be Anheuser-Busch or it could be the Bud Light with Lime brand within Anheuser-Busch. I am just hypothesizing here. In the past five years we have been conducting and managing a broad range of beta tests in a wide array of industry segments so that we have the knowledge and experience that are critical to our groundbreaking AIMSolutions Consulting.

TWST: Would you give us an example, a case study?
Mr. Vincent: Yes. We had a political issue client that was within about six weeks of the 2004 election. Due to confidentially, I’m not at liberty to disclose the specific client, but we had a major think-tank come to us and say, we want you to take a look at all of our past issue message management and we only have about six weeks before this election. There were several states that had unbelievably tight Senate races at that time including, among others, South Carolina between now-Senator Lindsey Graham and the Democrat and in South Dakota, where Tom Daschle was unseated.

This think-tank said, what we want you to do is to look at all of our advertising and give us an accurate integrated marketing solution that is going to provide us with the highest message penetration on a one-to-one basis, not on a mass basis, at the lowest possible cost. (In other words, not using TV with thousands of mass eyeballs.) We want it on a one-to-one basis and we want it as targeted as possible to the as yet undecided voter in these critical, too-close-to-call swing states. So we did an analysis and saw where the think-tank client had been spending all of its mass marketing dollars and it had been very effective up until the last six weeks leading to election day. If you looked at the candidates at the national level — George Bush and John Kerry — and then looked at their respective platforms and if you looked at each one of those swing senatorial states and the candidates for these seats, you would find that approximately 94% of eligible voters had already picked the brand. I mean they advertised like crazy — radio, TV, more TV, television at 3 AM for the insomniacs; everywhere they’re advertising like mad.

The brand already had been selected by 94% of the electorate: Either I’m going to vote for Bush or I’m going to vote for Kerry. I’m going to vote for Daschle or I’m going to vote for the Republican candidate. But in between, there were 6% undecided or independent voters as of week five and counting down to election day. When AIMS looked at it, we came up with an analysis, strategy and plan and a measurable means by which we could secure and buy the appropriate media to swing this undecided voter, at the lowest possible cost. The undecided voters tended to be independent thinkers. They tended to be demographically older and well educated. They were, of all things, newspaper readers, and we selected daily newspapers in all of those marketplaces and we ran full-page ads further explaining and noting the candidate’s difference from the opponent.

In all of those states, every single one of them, the shift in the next four weeks was a result of using full-page newspaper placement. The client was still doing TV at maximum rates to reinforce the brand. AIMS’ client candidates won all five Senate seats. That’s an example that is unbelievably non-traditional, but guess what, you could buy more mass newspaper at a fraction of the cost of TV. So we ended up getting the highest target, one-to-one voter profile to maximize the return on marketing investment.

TWST: What’s on your agenda now? What are you looking to accomplish over the next couple of years?
Mr. Vincent: That is a great question, but in advance, let me further explain another piece of our business model, just so you know how we accomplish our forward-looking agenda. Here is AIMSolutions Consulting; it is like a McKenzie or Bain or Booz Allen or Boston Consulting. But it only has one focus, marketing; it has only one area of expertise and that is providing an accurate, integrated marketing solution for a product, a brand, a service, a candidate or an issue. The focus is to provide an accurate integrated marketing solution at the lowest possible cost.

We have a second growth model, and that is, once you have an AIMS strategy, tactics and budget in place, you generally can reduce the cost to the client if you own companies that are in a broad platform of marketing communication services. For example, if you have market research, then you don’t have to go out and hire a thirdparty vendor with its separate profit margin to undertake the required research. If you have your own strategy and planning company that you acquired because they are already doing marketing strategy and planning for clients, you don’t have to start your own department. If you have acquired your own public affairs company, then in addition to an organic and internal business growth model, you have established a second growth model through merger and acquisition. Our organic growth model is AIMSolutions Consultancy, but our external growth model is to buy companies in the core competencies of the marketing communication services platform.

In the past, we have acquired a series of companies. In 2007, we acquired, among others, IKON Public Affairs, a major public affairs company, and Target America, a robust digital database company specializing in individuals, consumers and households in the top 5% demographic. So we have been making acquisitions to continue to build out our core competencies.

TWST: These companies that you have acquired have specific capabilities. How do you integrate them into what you are doing?
Mr. Vincent: What we do is the following — even though we own them, they remain with their management intact, their brands, areas of expertise and business models growing. We have not acquired businesses to put the sellers into retirement. We are acquiring like-minded entrepreneurs and owners and partners and businesses for our mutual AIMS. The sellers agree that there is a shift in the marketing paradigm toward science versus the beautiful art of advertising and they want to practice marketing as a science. So as we acquire these companies, they are consolidated from a financial standpoint, but they are assimilated into an evolving and build-up culture. We have no pre-set culture. We are going to take the best practices of our emerging acquisitions and we will evolve the culture. These companies continue to remain on their own, growing on their own, building their own ventures and brand equities.

When AIMSolutions Consultancy has a client and that client needs to have, let us say, public affairs as a part of their solution, we will introduce them to IKON Public Affairs. If they have the need for a digital database, an affluence profiler, then we would introduce them to Target America. If they had a need for grassroots marketing, we acquired several years ago StreetFighter Marketing, so they would then use StreetFighter Marketing solutions for that component. If they needed strategy and planning, we would introduce them to Bill Main & Associates in Chico, California, which is a strategy and planning company. So, we use the horizontal core competencies and the vertical integration of the tremendous resources of our company-owned companies to provide an accurate integrated marketing solution.

All of these companies are growing on their own. A similar corporate development model of sorts would be at Procter & Gamble. They acquired Folgers, a coffee grinder, in their consumer packaged goods business. Even though it’s owned by P&G, they kept the brand and they require Folgers to continue to grow and penetrate the packaged goods coffee market against Maxwell House. So AIMS companies like IKON operate and continue to grow and prosper under their original/legacy leadership, but where there is an AIMSolutions client that needs a particular skill set, then we introduce them into the AIMSolutions Consultancy model.

TWST: What is your agenda for the next couple of years?
Mr. Vincent: The agenda for the next couple of years is quite simple. We continue to fill our pipeline of core competency marketing communications and media property companies. We look for like-minded, ongoing, EBITDA-driven profitable businesses. So our acquisition and merger activities continue to fill that pipeline and with each company purchase, they accrete to our growth.

The second thing is that we continue to grow AIMSolutions, now in its first full-year of 2008 and into 2009, with its now revenue-driven clients. From a financial standpoint, AIMSolutions is targeted to grow at 100% per year. That’s for consultancy revenues at 100% per year. The ongoing pipeline of acquisitions that will be brought into the company will contribute and they will grow at an estimated 35% per year. We have a pretty ambitious and robust growth model. In 2007 we did somewhere around $2.1 million, I’m giving you round numbers, you can go to Edgar and find the exact revenues (it’s $2,119,459) and we are on track right now this year to do somewhere between $17.5 million and $20 million, which is pretty dramatic growth.

TWST: Are there other companies that are somewhat similar to you?
Mr. Vincent: None. There is absolutely no one. Now, you can look at the large advertising holding companies like WPP Plc or Omnicom or Interpublic. They have great brands in their advertising platforms. They have great brands in their PR, sports marketing and other competencies. However, to date as holding companies, they don’t integrate them, they do not provide accurate integrated marketing solutions. In other words, Omnnicom’s BBD&O is out there doing an advertising campaign for a client, maybe for Visa at the Olympics, and maybe Hill & Knowlton from a competitor at WPP is doing the PR. At AIMS we start from the premise of coming in and providing the research, the analysis, the strategy, the tactics, the measurement tools, the reporting systems and a pre-estimated return on your marketing investment to provide an accurate integrated marketing solution. No, nobody else is doing it, to the best of our knowledge.

TWST: Does television come into the picture as well?
Mr. Vincent: Almost never. This is important. If we can’t measure it, we don’t recommend it. An example would be poor Anheuser- Busch, which is on the brink, as one of the greatest brands and one of America’s icons, to go to InBev, to a smaller tier Belgian brewer, just because the euro is so darn strong; it is just tragic. That not withstanding, we would never recommend to Anheuser-Busch and specifically to the Budweiser brand that they continue to have a minimum of eight 30-second spots at the Super Bowl. You know why? You can’t measure it. Chief Marketing Officers would say, We have to have our brand in front of hundreds and millions of eyeballs. That’s not a good enough reason to spend millions on mass media anymore. So we would say, If you can’t measure it, we will never recommend it. Now, are there strategies to use mass television? Sure, but they need to be measurable.

Let me give you a hypothetical example. Let’s say that rather than spending $50 million in media and production of ads for the Super Bowl, plus maybe another $25 million for all the hospitality that goes on at the Super Bowl for Budweiser, why don’t you run one ad and invite everyone to visit www.thisbudsforyou.com, download a digital number, take the digital number to your local grocery store or pub, have it validated and have a free beer on us? If that were the case, all these people would go into the supermarket — from a redemption standpoint — and Anheuser-Busch could start to account for the advertising investment. You would be able to keep all the coupons at the bar, in the pub, in the tavern, and you’d be able to say, well, that 30-second spot moved the Anheuser-Busch Budweiser brand needle by an additional 455 million gallons. I’m just theorizing here, as you can well appreciate. The point is, if you can’t measure it, we at AIMS would never recommend it. It doesn’t mean that we wouldn’t recommend television advertising, because there are zillions of ways you can recommend television advertising and case studies that underwrite its use in marketing. Here’s an example relative to a past Super Bowl. I don’t know if you remember this or not, but about five years ago Victoria’s Secret ran a 30-second spot and invited everybody to come to victoriassecret.com to see a seasonal lingerie fashion show. The traffic crashed the server. So you know that $2.4 million 30-second spot was very well spent because it crashed the server; men in the 18-64 demographic got up and went to Victoria’s Secret’s website. So you know at least there was something that was measurable even though it wasn’t quantifiable, but you’d like to have had it more quantifiable as you would with the redemption of a coupon or something like that.

TWST: What about challenges or problems? What are you going to worry about?
Mr. Vincent: AIMS Worldwide, over the initial three and a half years as an LLC, doing all of the benchmark research and then in the past five years is doing all of our beta testing — including some acquisitions that have started to build our platforms going forward — has never done any investor relations. We’ve never been out talking about ourselves, we’ve never hyped ourselves, we’ve never promoted ourselves, we’ve actually never ever really told our story to the wider financial, investor and shareholder community. The reason for that is real simple. We’re experienced and have pretty senior management, as indicated by just the background of Gerald Garcia, a founder, President and CEO. But the real key is that until you have enough traction, scale and material events to get out and really tell your story, you’re not serving your present or future investors and shareholders until you really have something to say. Now, midway through 2008, AIMS has something to say.

We’re going to go from approximately $2 million to anywhere from $17 to $20 million this year in revenues. When I say $20 million, I’m leaning off into 2009; we’ll probably be projecting somewhere in the vicinity of another 50% gain. So we’re going to be somewhere in the vicinity of around $30 million to $32 million in 2009. In 2008 we will have earnings, we’ll have very robust EBITDA and in 2009 it’ll be even better. So now we’re in a position to start to launch our investor relations, start to build market makers in the retail and the wholesale sides of the market. We’re in a position to start to seriously talk to institutional investors that look at small cap and mid-cap fast growing companies. So we’ll have a solid foundation now, AIMS will have a platform starting in October through the balance of the fourth quarter of this year, and, for the first time in this company’s brief history, we will get out and start to tell our story.

Moving beyond the concerns of not having an aggressive IR program, then our primary concerns going forward are: Can we continue to find the right core competencies, entrepreneurial partnerships, either private or maybe small public companies that fit into our AIMS acquisitions program at the right time to be assimilated into our external growth model and continue to grow slowly? When I say grow slowly, remember, it’s going to be 100% growth. But our base is very small, our AIMSolutions Consultancy, our client practice. If I went through a SWOT analysis — strength, weakness, opportunities and threat — I would take a look at the threats and I would say that the greatest is our continuing need for capital. By the way, the economy is not a threat to us because we’re a low cost provider. Everything we do is at the lowest possible cost. Our solutions are always at the lowest possible costs in order to raise revenues every single year, but it’s always at the lowest possible costs. I would say that our greatest threat would be our appetite for raising investment capital because we need to appeal to the investment community to continue to invest in our growth model. That would be a concern.

We have a pretty voracious appetite for investment capital to be used in a combination of cash and AIMS stock. As AIMS stock price rises in value, we can issue fewer shares to continue our acquisitions. Another threat would be the possibility that someone with much, much larger size, scale, brand recognition — let us say like a McKenzie or Boston Consulting or Booz Allen — sat back and looked at the direction that we take in providing an accurate integrated marketing solution for products, goods and services and things of that nature. They may decide to come in and compete with us. The difference is, I can’t imagine any of them bringing tactical solutions like buying a public affairs company or a PR company or an advertising company into their business. I think that the big general consulting brands would probably adhere to their strict consultancy model. I can’t see them going out and finding, buying and integrating a mid-size advertising agency. I can see them continuing to provide advice and counsel and trying to help corporate management to get their arms around ever-increasing marketing costs as a tool to get a better return on it, but I can’t see them using the same kind of accurate, integrated marketing solution model that we do.

TWST: What is your long-term vision? What would you like the company to be three to five years from now?
Mr. Vincent: I can tell you right now. Our goal and objective for AIMS, provided continued investment capital — and that’s a real critical issue at the right cost of capital — I would say that five years from today AIMS should be a minimum of $0.5 billion to $0.75 billion in annualized revenues with anywhere from a 25% to about 27% EBITDA and I would say a market cap certainly north of $2 billion and possibly up to $3 billion.

TWST: Would you tell us more about the four principals in the company?
Mr. Vincent: When I left university, my first job in the mid- 1960s was with a company called Control Data Corporation, which at that time was the fastest growing and largest scientific computer manufacturer. I was with Control Data in sales and marketing and then I moved to product management, from product management to industry and government relations, from industry and government relations to mergers and acquisitions. About every year and a half, Control Data moved its young managers into different areas of functionality to con- tinue to develop a really good management team. I then went to a company called Recognition Equipment in Dallas, Texas, as General Sales Manager and later as a consultant to the group operating staff. At that time, Recognition Equipment, REI, was the world’s largest optical character reader and systems manufacturer.

From there I went to, of all places, Wall Street. I went to a boutique high technology investment banking and analysis company called Quantum Associates, which eventually became the high-tech group at Bache Halsey Stuart, which was acquired by Prudential and subsequently by Kidder Peabody. For a period of time I was Vice President of Sales and Marketing-Worldwide for a company called Visual Graphics and then I started a small strategy planning company focusing on doing nothing but long-range strategy for small to medium- sized businesses. These clients didn’t have necessarily the historical strategic management perspective. They were really fine companies, but they weren’t looking out five years in advance to where the company, its capital and its marketplace were going to go.

So that company, which was called The Management Group, remained relatively small. We took select Fortune 1000 companies globally and assisted them in their professional strategic planning abilities, thinking and culture. In the meantime, I had also been participating in a broad range of other partnerships. One of those partnerships was Harrell Woodcock Linkletter where I was one of the general partners. The General Managing Partner was Dave Woodcock. Wilson Harrell, the creator of 409, was one of the partners. Art Linkletter, the great American broadcast icon, was a partner. So while I was running The Management Group on behalf of clients’ strategy, strategic development and long-range of view, I also was involved in a series of these partnerships.

One of the eventual clients of The Management Group was a very, very influential Saudi. They requested that The Management Group do a 25-year investment strategy — and that was in 1989. It took us about sixth months and we reported to them that 25 years from today — the year was 1990 — potentially the world’s largest industry in the year 2015 would be information and it would be neck and neck with health care. In the final analysis, I believe that our 2015 forecast, all the way back in the year 1990, is pretty much on track. Then The Management Group continued as a strategy company.

I’m sure if you think about, it is very similar to Greenspan Associates that stayed as an economic strategy firm while Alan Greenspan served as the Chairman of the Fed. But TMG remained a functioning enterprise and I became a Founder, Director and the Chief Operating Officer of a private Saudi-American multinational holding company called Businesship International. By 1996, we had built Businesship into a $3.65 billion multidisciplined information, education and distributive services organization. After six years of 85% global travel as COO, I went back into the strategy business and in that strategy window I met Gerald Garcia, Mike Foudy and Denny Smith in 1998. We set a division of responsibility. The principal operating responsibility is Gerald Garcia as President and Chief Executive Officer. Gerald’s responsibility is the day-to-day ongoing management, direction, assimilation, consolidation of the financials, and the reporting as a publicly held company.

I was the Vice Chairman at the time of founding and my responsibilities were strategy, merger acquisition and institutional and investor relations planning when the time was right for that. Mike Foudy at that time was Chairman. Mike’s responsibilities were building, curing, packaging and managing the AIMSolutions beta test to go through all of the various kinds of industries, from package goods to consumer electronics to political issues and things of that nature to get our scientific processes down, proven and intellectual properties in the works.

Last year, Mike, who’s from the Southwest and had been here in the Washington, DC, area for about a decade, decided that he wanted to go back into private practice. His background, after being one of the partners of WC-Westcom (they sold it to Ogilvy), was in the area of political issues, candidates and campaigns. He has a great passion for being involved in political landscape and strategy and planning and things like that. With good old 2008 coming near, he wanted to go back into private practice, wanted to spend more time back in Arizona, so Mike resigned as Chairman and I then became Chairman of the Board. Mike is “of counsel” to AIMS. He still is a major share- holder and he’s a very dear and good friend of ours. Denny Smith was also one of the founders. He is not on the Board, but he’s a major and founding shareholder who continues to be involved in what I refer to as our founding shareholder relations and capitalization program.

We have a number of fantastic, unbelievably loyal founding shareholders in this small emerging publicly held company. Denny is responsible for continuing to maintain these relationships, whereas Gerald and I both are more responsible for the evolving institutional shareholder relations and the more sizable capital formation programs that this publicly held company needs today and into the future.

TWST: What are the two or three best reasons for the long-term investor to look very closely at AIMS?
Mr. Vincent: I believe that we have a unique business model that is a combination of a massive $1 trillion plus market potential. Most people are not aware of this, but I will reinforce that all of our bench research indicated that the marketing sciences is a minimum of $1 trillion plus marketplace. Why do I say plus? The $1 trillion spent on marketing is only recorded where in fact you have professional trade associations and governments that report it. Example — we know that there is a Public Relations Society and Council of Public Relations Companies here in the United States and we’ve got the AAAA, the advertising agency professional association, and they do a pretty good job of recording what’s going on in their industries, their professional associations and their trade groups and reporting to the U.S. Commerce Department. There is no Public Relations Society of Egypt and there is a lot of PR going on there. We know that it is a $1 trillion plus market universe. So we believe that one of the reasons for a long-term investor to consider “AMWW” is that we have a massive market universe, which continues to grow and expand.

Number two, the market universe is now recognizing the vital importance of using applied science to maximize the return on the dollars spent on marketing. That’s true of every single indicator that we continue to watch, whether it happens to be the Buick division of General Motors or the Pampers brand for Procter & Gamble. People responsible for spending marketing dollars are no longer going to spend it blindly. CEOs, CFOs and general managers are finally saying they need to get their arms around these runaway costs. So that means there is great potential for AIMS to come in and introduce its scientific method.

I would say another reason is that AIMS is going to continue to acquire strategic core competency companies and those core competency companies will be providing us with a reasonable, predetermined amount of annual revenue that will be added to the company and EBITDA as well as earnings to the company, once we’re through all the adjustment periods. So if we only had one growth model, which was just our organic AIMSolutions business in consultancy, that would be probably more than enough reason to take a look at AIMS. But when you add the knowledge that we’re going to be acquiring companies that are going to add revenue, EBITDA and earnings, we think that we have a very compelling reason for people to take a look at and make a long-term investment in AIMS. Finally, I would say that AIMS is not inventing anything; we are not in the pharma or genetics or tech lab. We are simply rethinking, re-engineering and remodeling an existing trillion-dollar-plus market. We have completed the required research and five years of beta process development and are now ready to place into practice a transformed model for marketing as a science. This timing is ideal for a long-term investor and institutional investment for a maximum capital gain.

TWST: Is there anything you’d like to add?
Mr. Vincent: We’ve been blessed by the nature of who the founders are, our combined century of enterprise knowledge and because of our experience in coming together and seeing the importance of marketing as a science. We also have some great partners that invested with us, including among others, Charles Brunie, former Chairman and Chairman Emeritus of Oppenheimer and Dr. Milton Friedman, the Nobel Laureate. Now of course, his estate is holding shares. So we just have had great founding investors who believe in our AIMS. These sophisticated individuals and groups invested with the long-term view that it would be five to six years in research and proof of concept. However, with the groundwork accomplished, it’s done; AIMS is going to be a real growth engine. And that growth engine is fueled with a $1 trillion universe out there.

TWST: $1 trillion and more, as you say.
Mr. Vincent: Yes, $1 trillion plus.
TWST: Thank you.