Share Name Share Symbol Market Type Share ISIN Share Description
Cyan Holdings LSE:CYAN London Ordinary Share GB00BF93WP34 ORD 2P
  Price Change % Change Share Price Shares Traded Last Trade
  +0.00p +0.00% 12.35p 4,750 08:00:00
Bid Price Offer Price High Price Low Price Open Price
12.00p 12.70p 12.35p 12.35p 12.35p
Industry Sector Turnover (m) Profit (m) EPS - Basic PE Ratio Market Cap (m)
Technology Hardware & Equipment 1.17 -11.14 -10.18 15.9

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Trade Time Trade Price Trade Size Trade Value Trade Type
2018-10-17 11:37:0912.561,250157.00O
2018-10-17 11:18:3512.562,500314.00O
2018-10-17 07:24:0412.501,000125.00O
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Cyan (CYAN) Top Chat Posts

DateSubject
17/10/2018
09:20
Cyan Daily Update: Cyan Holdings is listed in the Technology Hardware & Equipment sector of the London Stock Exchange with ticker CYAN. The last closing price for Cyan was 12.35p.
Cyan Holdings has a 4 week average price of 9.48p and a 12 week average price of 6.75p.
The 1 year high share price is 30p while the 1 year low share price is currently 6.75p.
There are currently 128,601,868 shares in issue and the average daily traded volume is 162,816 shares. The market capitalisation of Cyan Holdings is £15,882,330.70.
01/10/2018
12:46
cpap man: There are rumours doing the rounds that CYAN has a MEGA deal to announce that will promote it in to the top echelons of the industry premier league - Indian Have no idea myself except that the current CYAN share price is OBVIOUSLY extremely well supported so something much be cooking?!?!?
28/9/2018
17:14
lwaxf13: What an amazing performance from team Cyan. the share price is up about 100% from an all time low (which was down about 90%). Now Up 100% from a pathetically low base. Any chance of more low bar options to reward team cyan for destroying the share price then pulling it up off the floor? On a serious note let’s see if any of these recent mega bucks deals turn into actual real cash.
20/9/2018
19:41
timbo003: The slide set from last night’s presentation is here: https://cyanconnode.com/wp-content/uploads/2018/09/CyanConnode-investor-presentation-Sept-2018-v18-INVESTOR-v2.pdf I arrived at around 18:20 so missed the presentation but managed to help myself to drinks and canapes Most of the BOD were in attendance last night, including JC, HP and HB along with a number of employees, I spoke to as many of them as I could during the 45 minutes available before they had to clear the room. I was very impressed with Anil Daulani On India, the opportunity sounds huge and most of the heavy lifting has now been done with the first major contract announced earlier this week. This was just one contact with one utility in one state. There are over 30 states and typically three utilities per state. There are two main competitors and they were both tendering for this first contract which Cyan won. Cyan had certain distinct advantages over the two competitors, one of which (I think) was that with the two competitors you have to buy the whole kit (including the meter itself), but Cyan’s solution can be used with any meter. One new insight: Electricity loss isn’t just through attaching crocodile clips to transmission cables in rural areas, it is also through the Utility’s meter readers not being able to access affluent gated communities (the gates stay locked). If there is no meter reading, there is no bill to pay. There is also a problem with brown paper envelopes changing hands after meter readings have been altered (downwards). All the bad press regarding UK smart meters is based on SMET1, which is nothing to do with Cyan, nor is the “fix” which is being employed in an attempt to make the SMET1 meters suitable for switching suppliers. The Cyan SMET2 roll out begins Q4 this year. I suggested a couple of times that this should be seen as a good PR opportunity and perhaps Walbrooks should play a very active role in sending out a message that Smart meter problems were now fixed and the solution was provided by Cyan and partners. On Finance, Cyan will probably need to raise further cash before they reach break even (I got the impression this would be £4m or less) and I gathered that an equity based raise at the current share price was definitely not the preferred option. Invoice financing was mentioned a couple of times, but doing this through a UK finance operator would probably be difficult, given that the invoices and subsequent revenue will be coming from the Indian operations. An alternative would be to obtain the finance through an Indian based finance provider, I asked whether they had approached the British Business Bank which seemed to feature fairly prominently in the HMT’s recent Patient Capital Review, HP said she would look into that and it sounded like all options were being considered and no decisions had been taken.
21/5/2018
23:20
emptyend: .....well in essence you are just dressing-up the share price fall. Certainly some reasonably lumpy pieces of remuneration have been reinvested (unwisely to date, it seems) in the shares - so one needs to look at that picture in the round.Of course there is a question over whether the business model will actually deliver as expected, but the broad picture is that the level of investment cash required (and the time required) to reach the current stage has been longer than expected. But that is at least partly down to unforeseen events, such as the client not taking products, not paying etc....with the result that Cyan need an additional X million of working capital.The fact that a new venture requires more time and money than the promoters originally thought is not unique to Cyan. Indeed it applies to the vast majority of growing companies. What matters is whether they are actually near "turning a corner" on revenue generation or not. If they are, then the share price could easily recover smartly....because once the business generates enough cash the dilutions will stop.Similarly, if the industry thinks they could be near turning a corner, then there is a high(ish) chance of a strategic investor taking a 20-30% interest and funding the next 2/3/4 years before cashflow kicks in more strongly. That could happen tomorrow for all we know - and, if it did, would be transformative for the share price as it would lift the spectre of further dilution.I don't think the board are idiots. In fact there are at least a couple of smart cookies on there who would see though any sales-oriented b/s and wishful thinking. I don't see this drift continuing indefinitely.
23/1/2018
10:02
realist1950: I have just collated previous posts.. Answers on a postcard please: Does anyone know WHEN the following video was FILMED? https://www.youtube.com/watch?v=Ljh-Hq4PtgQ I know it was UPLOADED on youtube on the 18th October 2016. At 28.35, talking about himself and the rest of the BOD, John Cronin says: "...we're taking no money, the board, no salaries or fees or..whatever..for the next..until next July, so that shows our commitment to everyone in that we believe what we're doing..." However, the Annual Report for the year ending 31st December 2016 (pages 33 and 34)shows the following figures: John Cronin, 2016 basic fee/salary: £12,000 John Cronin 2016 Consultancy Fee: £223,000 John Cronin, 2016 Annual Bonus: £120,000 John Cronin, 2016 total, £363,000 (three hundred and sixty three thousand pounds) plus: John Cronin Options, as at 31st December 2016: 565,830,705 .................. John Cronin, Interest in shares as at 31st December 2016: 347,201,775 ......................................................... I've just found the answer. Looking at the first few seconds of the film, the display reads: 'Shares Investor Evening 12th October 2016' Hmmm. Tell me if I'm missing something. Also, recently announced to the market, regarding the companies decline in share price: 11th December 2017: "The Directors of CyanConnode note the recent movement in the Company's share price and comment that they are not aware of any corporate developments that justify such a movement." Yet, 14 days later: 4th January 2018: "the Company has been notified by a significant customer that deployment for one of these larger contracts has been delayed……..//……..a result of this delay, revenue for the 12-month period to 31 December 2017 will be significantly below market expectations at GBP1.2m." So, with only 10 days left before the end of H2 - a period where CYAN had previously told the market that it expects an increase in revenue, they were still waiting, from a significant customer, for the deployment (and thus income to CYAN) of a large contract. The question I have is this: In order for the BOD to make the announcement that they were unaware of any corporate reasons for the decline in share price, I would like to ask them, was it sufficiently reasonable for the BOD to expect that the significant contract due in H2 would STILL arrive in the specified period when there were only 10 days of that period still remaining. Personally, if I had not received that money and I had only a fraction of the period remaining in order for it to arrive, I would be more doubtful than confident that it would arrive.....and would suggest THEN that a delay might be likely. I guess the key word used here is "corporate", as a delayed contract may not be covered by that word. The market EFFECT of the statement however, was for a short but spirited rally in the share price, and people decided to buy with the impression that nothing was significantly amiss. Very soon afterwards the very significant news of a delayed contract (and the implications of that for the H2 figures) have made some to feel misled. This is NOT a good way to build a good relationship with the market. But that's just how I see it. And to quote the phrase, everything I post is also without prejudice and a reflection of my own views and opinion.
31/12/2017
19:54
multibagger: Hi cpapman, Let's hope we do much better CYAN share price wise in 2018 - Fincapp has a target of 100p as far as I know...didn't know that it was raised to 125p. Would you be able to share a link to the source please ? Best wishes to all for a very happy and prosperous 2018 :)
19/9/2017
22:14
multibagger: However, an actual interview with Harry Berry :) hTTp://www.businessweekly.co.uk/news/local-sharewatch/cyanconnode-order-boom-defies-doomsayers 19 September, 2017 - 09:52 By Tony Quested CyanConnode order boom defies the doomsayers CyanConnode Harry Berry Its share price is bumping along the bottom of the often turbulent pond that forms the UK stockmarket and cynicism abounds among some of the more pessimistic shareholders contributing to the LSE share chat service online. Yet CyanConnode has just moved past the 71 million of orders worldwide landmark. And in a fresh development it has engineered pole position in a Thailand market worth many billions of pounds. It last week raised a further £8.6 million expansion capital and is recruiting; it has deep-pocketed, world-leading partners in territories where it is pioneering new platform technology that promises to provide the most proficient ever offering in narrowband radio mesh networks. While its technology is used for smart metering and smart street lighting, these are just two of many potential applications for its platform as the Cambridge company becomes a genuine global player in industrial IoT. Net proceeds from the new raise will fund future expansion by investing in staff, R & D and working capital to execute on the company's order book, pipeline and growth roadmap. Harry Berry, who has raised millions of dollars for East of England innovators from global investors over the years, was appointed chief operating officer in July to execute on what was then a £21 million order book but which has now expanded significantly. Berry has an enviable track record in building and securing investment for technology businesses on both sides of the Atlantic: formerly head of Brightstar – BT’s world-renowned corporate incubator – Berry is currently European partner for the global New Venture Partner group. As such, he can swiftly tell the difference between a potential tech titan and a turkey. Berry is utterly convinced that in the not too distant future CyanConnode shareholders will be saying the company “is the best thing since sliced bread.” He told me: “I am not here to tell people hype or lies. I am here because I am genuinely excited by the prospects for the business. I know what we are doing; I know where we are going and how we are going to get there. The strategy we are following for building business opportunities in emerging countries is absolutely spot on.” He said executive chairman John Cronin had done an incredible job to engineer CyanConnode into a world lead against a backdrop that was far from simple. “The company wouldn’t be in the wonderful position it is in had John not worked so hard and so smartly; he has put his own personal credibility out there and put his own money into the business and I would not be here – CyanConnode would not be here – had it not been for his unstinting belief, expertise and dedication.” The business is a completely different animal now than when it started out as plain old Cyan, a microchip company, around 12 years ago. It is now up to 70 staff from 55 last year and has ignited a new recruitment campaign in Cambridge and internationally. As well as growing fast at its Cambridge HQ, the company has ramped to around 11 people in India where it has just hired a managing director, and through the acquisition of Connode is approaching double-figure headcount in Sweden. The world where CyanConnode customers work and live is switching to RF, the benefits of which the company’s industrial IoT platform is positioned to provide. As such the opportunities for new orders are spiralling. And that is the challenge facing the business – delivering on those orders, which is why Berry was brought in. “We couldn’t be in a better position,” says Berry. “Our order book and our partners around the world are telling us that. “The world is moving fast and we have had to move with it. We have always had the capability in electrical meters and street lighting but we are working on expanding into gas and water meters and to upgrade the lighting model through a new application and making it more scaleable. “Our technology is evolving to meet market demand and you will see developments on new applications later this year, perhaps into early next. You only have to look at the facts to see what a strong position we are in. “The market for our technology is absolutely huge; the global market in terms of consumption is less than one per cent take-up for smart street lighting and two-to-three per cent for smart meters which leaves massive headroom in both for CyanConnode to exploit. “John and I talk about the old Cyan and the new Cyan. It is a vastly different company today. There’s a lot of history with Cyan and a lot of people have not managed to shed that first base. “Our strategy has been to operate in emerging countries and these territories cannot be approached in the same way as traditional markets. John and I have been there before; we know from experience how these tricky markets play. “You cannot be certain exactly when they are going to take off but you need to be well placed in them when they do. And this is where I really take some comfort. “We are entering and building in those markets via established, indigenous partners who are well financed and highly experienced and respected. I remember BT tried to build a global network without partners and it was a disaster. “We have people in the countries we are targeting speaking the same language, with boots on the ground and they tell us they like the model where our role is to support them and help them deliver the technology – almost the ARM model. “The aim is to eventually establish manufacturing in these territories because you don’t want to have to employ 50 or 60 people in every single country you operate. The skill, which I believe we have mastered, is to choose the right staff and partners in those territories to deliver the product in demand. “We have multi-million pound companies on our team and we are their chosen partners, in India, the Philippines, Iran, Bangladesh and other countries. “We have just closed on a new and powerful consortium in Thailand, packed with influential partners. This involves billions of pounds and thousands of people and we are now in both leading consortia in Thailand targeting new and lucrative contracts in our area of specialism in industrial IoT. “If we were not getting the sales I would be deeply worried. We have just moved into 71 million of orders with more on the way. Piling up orders is not a problem; I have said for years that delivery on orders is a wonderful problem to have. It is a lot easier to deliver on orders than to win them in the first place. “It must appear that we are having a mini reorganisation every six months or so but companies have to adapt and sometimes restructure to deliver on orders. The beauty is that we know when we have delivered on all our orders we will get substantial amounts of cash in and when we get more money flowing into the business everyone will be saying we are the best thing since sliced bread. “I could make people a lot happier by stemming the flow of new orders; by focusing on the ones we have so the books look much rosier – but why would anyone do this when the markets are opening up in front of us and are there for the taking? “Our strategy is to expand and grab the orders while they are there, not sitting back and shrinking.”
19/9/2017
22:12
multibagger: hTTp://www.businessweekly.co.uk/news/local-sharewatch/cyanconnode-order-boom-defies-doomsayers 19 September, 2017 - 09:52 By Tony Quested CyanConnode order boom defies the doomsayers CyanConnode Harry Berry Its share price is bumping along the bottom of the often turbulent pond that forms the UK stockmarket and cynicism abounds among some of the more pessimistic shareholders contributing to the LSE share chat service online. Yet CyanConnode has just moved past the 71 million of orders worldwide landmark. And in a fresh development it has engineered pole position in a Thailand market worth many billions of pounds. It last week raised a further £8.6 million expansion capital and is recruiting; it has deep-pocketed, world-leading partners in territories where it is pioneering new platform technology that promises to provide the most proficient ever offering in narrowband radio mesh networks. While its technology is used for smart metering and smart street lighting, these are just two of many potential applications for its platform as the Cambridge company becomes a genuine global player in industrial IoT. Net proceeds from the new raise will fund future expansion by investing in staff, R & D and working capital to execute on the company's order book, pipeline and growth roadmap. Harry Berry, who has raised millions of dollars for East of England innovators from global investors over the years, was appointed chief operating officer in July to execute on what was then a £21 million order book but which has now expanded significantly. Berry has an enviable track record in building and securing investment for technology businesses on both sides of the Atlantic: formerly head of Brightstar – BT’s world-renowned corporate incubator – Berry is currently European partner for the global New Venture Partner group. As such, he can swiftly tell the difference between a potential tech titan and a turkey. Berry is utterly convinced that in the not too distant future CyanConnode shareholders will be saying the company “is the best thing since sliced bread.” He told me: “I am not here to tell people hype or lies. I am here because I am genuinely excited by the prospects for the business. I know what we are doing; I know where we are going and how we are going to get there. The strategy we are following for building business opportunities in emerging countries is absolutely spot on.” He said executive chairman John Cronin had done an incredible job to engineer CyanConnode into a world lead against a backdrop that was far from simple. “The company wouldn’t be in the wonderful position it is in had John not worked so hard and so smartly; he has put his own personal credibility out there and put his own money into the business and I would not be here – CyanConnode would not be here – had it not been for his unstinting belief, expertise and dedication.” The business is a completely different animal now than when it started out as plain old Cyan, a microchip company, around 12 years ago. It is now up to 70 staff from 55 last year and has ignited a new recruitment campaign in Cambridge and internationally. As well as growing fast at its Cambridge HQ, the company has ramped to around 11 people in India where it has just hired a managing director, and through the acquisition of Connode is approaching double-figure headcount in Sweden. The world where CyanConnode customers work and live is switching to RF, the benefits of which the company’s industrial IoT platform is positioned to provide. As such the opportunities for new orders are spiralling. And that is the challenge facing the business – delivering on those orders, which is why Berry was brought in. “We couldn’t be in a better position,” says Berry. “Our order book and our partners around the world are telling us that. “The world is moving fast and we have had to move with it. We have always had the capability in electrical meters and street lighting but we are working on expanding into gas and water meters and to upgrade the lighting model through a new application and making it more scaleable. “Our technology is evolving to meet market demand and you will see developments on new applications later this year, perhaps into early next. You only have to look at the facts to see what a strong position we are in. “The market for our technology is absolutely huge; the global market in terms of consumption is less than one per cent take-up for smart street lighting and two-to-three per cent for smart meters which leaves massive headroom in both for CyanConnode to exploit. “John and I talk about the old Cyan and the new Cyan. It is a vastly different company today. There’s a lot of history with Cyan and a lot of people have not managed to shed that first base. “Our strategy has been to operate in emerging countries and these territories cannot be approached in the same way as traditional markets. John and I have been there before; we know from experience how these tricky markets play. “You cannot be certain exactly when they are going to take off but you need to be well placed in them when they do. And this is where I really take some comfort. “We are entering and building in those markets via established, indigenous partners who are well financed and highly experienced and respected. I remember BT tried to build a global network without partners and it was a disaster. “We have people in the countries we are targeting speaking the same language, with boots on the ground and they tell us they like the model where our role is to support them and help them deliver the technology – almost the ARM model. “The aim is to eventually establish manufacturing in these territories because you don’t want to have to employ 50 or 60 people in every single country you operate. The skill, which I believe we have mastered, is to choose the right staff and partners in those territories to deliver the product in demand. “We have multi-million pound companies on our team and we are their chosen partners, in India, the Philippines, Iran, Bangladesh and other countries. “We have just closed on a new and powerful consortium in Thailand, packed with influential partners. This involves billions of pounds and thousands of people and we are now in both leading consortia in Thailand targeting new and lucrative contracts in our area of specialism in industrial IoT. “If we were not getting the sales I would be deeply worried. We have just moved into 71 million of orders with more on the way. Piling up orders is not a problem; I have said for years that delivery on orders is a wonderful problem to have. It is a lot easier to deliver on orders than to win them in the first place. “It must appear that we are having a mini reorganisation every six months or so but companies have to adapt and sometimes restructure to deliver on orders. The beauty is that we know when we have delivered on all our orders we will get substantial amounts of cash in and when we get more money flowing into the business everyone will be saying we are the best thing since sliced bread. “I could make people a lot happier by stemming the flow of new orders; by focusing on the ones we have so the books look much rosier – but why would anyone do this when the markets are opening up in front of us and are there for the taking? “Our strategy is to expand and grab the orders while they are there, not sitting back and shrinking.”
15/9/2017
16:04
multibagger: Thanks SBP - much appreciated ! My contrarian investments with a 3-5 year time frame come off well, more often than not. Though I have had my share of dogs in an earlier phase of my investing career ! Who hasn't ? The CYAN share price has picked up a wee bit now though...and if you look at it from a market cap point of view, then it is a small improvement. Good luck all :)
23/6/2017
07:17
multibagger: Good to see another Director buy today on the back of the JC buy of £50k yesterday.... CyanConnode Holdings PLC 23 June 2017 CyanConnode Holdings plc ("CyanConnode" or the "Company") Director Shareholding and Issue of Options CyanConnode (AIM:CYAN.L), the world leader in narrowband radio mesh networks, announces that Harry Berry, Non-Executive Director, has purchased 14,000,000 ordinary shares of 0.01p in the Company ("Ordinary Shares"), at a price of 0.14 pence per share. This brings Harry Berry's interest in the Company's current issued share capital to 110,559,292 Ordinary Shares, being approximately 0.62 % of the current issued share capital. The total amount invested to date in the Company by Mr Berry has increased from GBP203k to GBP223k. This purchase is following the share purchase yesterday by John Cronin of GBP50,000 and the investment made by all Directors and certain senior managers in the Company over the past 12 months whereby Directors have used 100% of their remuneration to purchase shares in the Company at the July 2016 placing price of 0.18 pence per share. The amount invested by Directors and certain senior managers under this arrangement was GBP0.7 million, and was in addition to GBP0.3 million invested by Directors and senior managers in the Placing in July 2016, bringing the amount already invested in CyanConnode shares by the Directors and relevant senior managers over the last twelve months to GBP1 million. Harry Berry commented: "As a Non-Executive Director, I would like to echo the comments that John Cronin made in the announcement of his GBP50,000 share purchase yesterday regarding the strong fundamentals of the business today. We have now built a world class development and delivery organisation and the value of this has directly resulted in the follow on orders from Tata Power and in Bangladesh. With additional orders booked and a world class delivery team in place, I also viewed the recent share price weakness as a buying opportunity and have therefore demonstrated my continued commitment and support through this additional share purchase." Furthermore, pursuant to the CyanConnode Non-Executive Share Plan, which is detailed below, and following the above purchase, the Company will now grant options over 14,000,000 Ordinary Shares with an exercise price of 0.14 pence per Ordinary Share to Harry Berry. Following this grant, Harry Berry will hold options over 151,422,941 Ordinary Shares, of which 26,000,000 options have been issued under the Non-Executive Director Share Plan set out below. CyanConnode Non-Executive Share Plan The Board has adopted a share subscription and option plan in order to retain and attract Non-Executive Directors. Existing and future Non-Executive Directors will be offered the opportunity to purchase up to a maximum of GBP200,000 for Ordinary Shares at the then current market value and receive an associated grant of options over an equal number of Ordinary Shares at the same market value. The key terms of the subscription and options are as follows: -- The Non-Executive Director would decide the number of Ordinary Shares that he or she wishes to purchase (up to the maximum subscription of GBP200,000) at the then market price. -- The Company will grant the Non-Executive Director options to subscribe for an equal number of Ordinary Shares exercisable at the same market price per share. -- The options will ordinarily be exercisable only after the fourth anniversary of the date of grant. -- The options must be exercised in any event prior to the tenth anniversary of the date of grant. The options may be exercised in full prior to the fourth anniversary of the date of grant in the event of a successful takeover of the Company The information communicated in this announcement is inside information for the purposes of Article 7 of Regulation 596/2014.
Cyan share price data is direct from the London Stock Exchange
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