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NMS - Neptune Marine Services

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Yeah, I always kept some...the price is back above where I sold the first lot, so happy I did keep them. Outstanding run that's for sure. Last time the run ended at $1.50. Where will it end this time? Hopefully above it's last peak.
 
Be careful boys and girls, it went up on hype last time.I think it could retrace sharply at anytime.Only my opinion, and I definitely wont be buying in.:)
 
intersting move by a director - one a. harrison we assume, to have exercised his options 4 months out from expiry - @ 25c each - puts nearly half a million into nms - why is he exercising ? - hmmmmmmmmm

probably explains the 9.5c jump....but why ?
 
Could the reason be that he can now slowly offload some of his shares during the coming weeks, when NMS goes through the roof, and not flood the market too much?
 
obviously nms has now returned to more realistic levels after the presumed dumping by a.harrison last week - now we await the result of their strategic plan, put together by their latest recruits - lange & agostini......or is there something else in the cracked pipeline .... hmmmmmmmmm
 
last ann was a very nice advert for their technology - especially the convenience provided to the shipowners.

me thinks somethings brewing......and it dont smell like coffee.
i would have expected something from that asian deal by now.
did anyone ever find out who was the recipient of their work on cocos ?
 
The North Korean freighter used to smuggle heroin into Australia three years ago now rests on the ocean's bottom, destroyed by a pair of laser-guided bombs



ANOTHER JOB FOR NMS
 
http://www.defence.gov.au/dmo/news/ontarget/mar06/inn.cfm


In a world first, Neptune Marine has successfully painted sections of a Collins Class Submarine without dry docking the platform, making innovative use of their underwater welding housing to create a dry environment to paint below water.


The contract involved painting the surface areas of a Collins Class Submarine where it had rested on blocks in a ship lift during a prior dry dock painting, hence remaining unpainted.

Environmental constraints ruled out using an underwater paint to coat these unpainted surface areas and dry docking the submarines for a second time was an expensive solution that lead Defence Materiel Organisation (DMO) to brainstorm other innovative alternatives.

DMO Centre for Maritime Engineering, Assistant Director Engineering Hugh Hyland came up with the solution.

Neptune Marine Services Business Development Officer, Grant Mackenzie said Mr Hyland remembered that Neptune Marine had been involved in a previous underwater welding project. He called us to see if our technology could be adapted to paint underwater.

Neptune Marine Services has patented underwater welding technology that applies an approved permanent weld, equal to dry weld standards. Achieving welds to the American Welding Society 3.6 Class A code, previously only possible in a dry welding environment

The Neptune system incorporates a housing that fully encloses and isolates the heat affected zone from the surrounding environment.

Water is purged from the housing before superheated argon gas is delivered into the habitat to provide a completely controllable environment around the immediate weld area.

The Neptune, Collins Class, paint job involved reconfiguring their welding housing equipment to suit a paint applicator.

Mr Mackenzie said adapting the housing enabled Neptune to apply the paint without lifting the vessel and without any risk to marine life through paint spillage.

‘Essentially, our housing was fitted to the area that required painting and the area was flushed of water and dried before a coat of paint was applied by a diver.

‘Once the first coat of paint was applied we left the habitat over the surface for the paint to dry and moved on to clean another surface area that required painting.

‘A second coat was applied to the initial area with the habitat remaining over this surface until it was dry. The divers then removed it and moved on to the next area they had prepared between coats,' he said.

Mr Mackenzie said Neptune did not want to be seen as just an underwater welding company.

‘We wanted to be seen as a solution provider so we decided to take the challenge of adapting our technology for the painting process.

‘The hull painting was completed successfully without the cost of lifting and moving the vessel which proved to be far greater than the cost involved using our system.

‘The project gave our company the opportunity to expand our product. We were in the water for three days painting the designated surface areas. The adaptation was such a success that our divers completed additional paintwork not specified in the contract at no charge to Defence.

‘We plan to explore other potential adaptive uses for our housing. To me fiberglass work would be the next logical step. We also want to explore working deeper and covering larger surface areas with the current welding technology,’ Mr Mackenzie said.
 
just a thought - last time nms held a meeting to approve giving options (june 2004), they followed up with their very first contract - i remember thinking 'why hold a meeting just to approve options - very strange - must be something else happening?' and so i bought in.

HISTORY NEVER REPEATS ??
 
Transcript Boardroom Radio Interview 19th April 2006
Transcript Boardroom-Radio Interview with

Christian Lange , Managing Director

Wed 19th April

11.30am EST


1. Today you have announced a Strategy for Growth, can you summarise the key elements of this strategy?

Firstly, the strategic blueprint for Neptune Marine Service’s future has been approved by the Board. The Strategy encompasses four (4) main elements –

1. Neptune will broaden the service capabilities that we deliver to the Defence, Merchant Marine and Marine Infrastructure sectors.

2. Actively target business development within the oil & gas industry here domestically.

3. Expansion of the ‘Nepsys’ dry underwater welding technology to those markets in Asia and North America where the technology has a high degree of applicability and the infrastructure to support our entry. Once again, our primary focus will be on oil & gas, the final element be that the company will -

4. Continue to develop and the capability of the Nepsys underwater welding system.

2. As part of your Strategy for Growth you have said that you will be broadening the range of services Neptune offers. Can you comment on which services and sectors you will target and your rationale?

Neptune has been very successful in delivering a number of dry underwater welding projects for the Australian Navy, the Merchant Navy and Marine Infrastructure and recently completed a project for a major oil company in the Cocos Islands.

Additionally, each project has been significantly varied in terms of project management, scale and scope, therefore we have not only proven the versatility of the technology, but we have also proven that we can project manage large scale, technically challenging projects in a wide range of environments. Now as we move forward, the Company will evolve its product and service capability by building an integrated service model.

From a practical perspective, this means building on our project management skills by integrating our core technology with other subsea related activities such as underwater inspection and non-destructive testing, underwater construction, maintenance and repair, corrosion management and other client support services. Essentially we are building an integrated end to end solution for underwater maintenance.

The rationale here is based on evidence from customers and potential customers that there is a significant gap in the market place, especially within the oil and gas sector, as well as our need to build capability to successfully deliver on multiple projects while maintaining our high quality standards. So naturally we are targeting our traditional customers in the Royal Australian Navy, Merchant Navy and Marine Infrastructure, but we will be committing a lot of resources to developing our business within the hydro carbon sectors.

Simultaneously, we will be broadening our focus on the Nepsys technology by expanding our activities and market penetration into those key markets of Asia and the Gulf Coast in the US and Latin America. These markets arguably represent the largest opportunities within the oil and gas sector for our core Nepsys technology.

3. Can you tell us more about the timeframe for implementation?

Implementation is already underway with Phase I for completion within 18 months and Phase 2 to follow.

Phase I is really all about penetrating our core markets with Nepsys and building capability and resources to deliver an end-to-end solution within the Australian domestic market. This includes some potential acquisitions as well as finding the right partners to help our overseas expansion.

Phase 2 is rolling out our fully integrated model beyond Australia and growing in these markets.

4. You mentioned that acquisition opportunities will support your development and build capability. What is your acquisition strategy and how will this facilitate growth?

Our acquisition strategy is really to support our growth strategy. Neptune will pursue acquisitions that will fast-track the strategy for growth and build organisational capability. There is also a consolidation element to our acquisition model. The potential targets will need to satisfy several key elements:

· They will be focused in target sectors

· Provide the capability that we need to execute on Nepsys projects

· Provide channels to market for our core technology

· Have scope to scale an grow, and of course

· Provide stable and predictable revenues and cashflows.

In terms of where we are, we have already identified and are considering several opportunities.

5. You mentioned that a key driver of Neptune’s strategy is strengthening the management team. Can you give us an indication of your own expertise and some information on what else you plan to do to strengthen the team?

The important thing here is that we are building the right team to take Neptune forward and much of this was done previously.

Our current management team already has over 30 years of experience with the Royal Australian Navy and the Marine Infrastructure industry.

What I bring to the business is 20 years of knowledge in the service sector of the oil and gas industry where 16 of those was spent with global giant Schlumberger in the Middle East, Latin America, Europe and most recently in New York.

Additionally we have just appointed Geoff O’Connor to the team as head of Marketing & Business Development. Geoff brings with him a wealth of knowledge and networks in the oil and gas sector, especially in Australia and importantly his experience with Lloyds Register, one of the world’s leading Class Societies, is invaluable in assisting penetration into all industry sectors. I believe we have an excellent management team in place to drive the business forward.

6. You have announced the appointment of a new Board member. How does the structure and expertise of your board impact upon your strategy formulation and execution?

Similar to the management team, the composition of the Board needs to reflect the businesses that we are in. Similarly it needs to compliment the Management team.

To this end, David Agostini has been appointed to the Board of Neptune Marine and brings with him a wealth of experience in the oil and gas sector. David was a former executive with Woodside and former Deputy Strategy Manager for Shell in The Hague.

Additionally David is the Chair of the Industry Advisory Board for the University of Western Australia’s School of Oil & Gas Engineering and a member of the Governing Board of the WA Energy Research Alliance.

David was highly involved in assisting with the management team in developing the strategy for growth and is assisting the Board with its review and selection of future Directors.

So in closing Terrence, I believe that the future of Neptune Marine Services is in good hands and that our blue print for growth will deliver increased opportunities and benefits for our employees, customers and shareholders.
 
Well Baglimit, I just got back from my expensive 6 week holiday in Europe, funded by my profits from your previous tips, however was horrified to see that when I got back, the stock that is supposed to pay for my next holiday, CEO has gone backwards, while NMS has also not rebounded as you predicted. What is the deal, are you losing your magic touch?
 
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