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CA-Technologies CA-Technologies CA Spectrum Infrastructure

Broadcom Surprises trade With $19 Billion Bid for CA technologies | killexams.com existent Questions and Pass4sure dumps

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CA applied sciences Assures the provision and performance of Integra Telecom's service birth Infrastructure | killexams.com existent Questions and Pass4sure dumps

Integra Improves IT effectivity and Enhances provider nice and Reliability with CA technologies carrier Assurance options

ISLANDIA, N.Y. - CA applied sciences (NASDAQ: CA) these days announced that Integra Telecom, a leading provider of commercial enterprise-grade networking, communications and cloud solutions to more than 100,000 business and carrier shoppers in eleven Western states, is using CA Infrastructure management to guarantee the supply and efficiency of its provider dawn infrastructure and the traffic it helps.

Integra owns and operates a nationally acclaimed, most efficient-in-classification fiber-optic network consisting of a 5,000-mile high-speed long haul fiber community and a three,000-mile metropolitan entry network, together with very nearly 1,seven-hundred fiber-fed structures. The enterprise is continually leveraging this extensive community to expand its product portfolio; it these days launched Ethernet features and a Cloud Firewall provider. CA Infrastructure administration permits Integra to preserve its lofty consumer loyalty and delight scores by means of improving its capacity to measure and record on network performance and manage expertise carrier-impacting incidents throughout its infrastructure, end-to-end.

"companies rate reliability as the most vital aspect in deciding on a voice and records communications company," pointed out Jay Allen, engineering director, Integra Telecom. "We chose CA applied sciences to aid breathe inevitable the dawn of clear, quickly and answerable hosted and cloud capabilities. With the implementation jointly carried out through CA features and their own group, they now gain a value-valuable carrier assurance solution that improves their efficiency and provides stronger nice and extra answerable provider to their valued clientele."

the combination of CA Spectrum® and CA eHealth®, key add-ons of CA Infrastructure management, provides Integra with 24x7 infrastructure monitoring; computerized alerts to competencies efficiency issues; and automated, mannequin-based mostly root trigger evaluation. The provider Assurance solutions from CA technologies additionally supply customized traditional and true-time reporting for specific consumer sets that champion Integra retain exorbitant first-class carrier levels.

"Integra engaged CA capabilities to design, install and configure CA Infrastructure management and supply a quick, efficient direction towards time-to-value," referred to Matt Strazza, time-honored supervisor, CA functions, CA technologies. "Our venture group collaborated with the Integra crew to deliver an reply that replaces a greater expensive platform and creates reductions for Integra. The solution additionally supports the expand of Integra's network and sooner or later its company."

Integra soon plans to invoke CA NetQoS ReporterAnalyzer(TM) in its community Operations focus for actual-time visibility and historic analysis of bandwidth utilization. this could permit Integra to deliver the gear their valued clientele need to compose low cost decisions for optimizing and enhancing community service birth.

"we are pleased that Integra diagnosed the enterprise value of their options," spoke of Mike Sargent, time-honored supervisor, provider Assurance, CA applied sciences. "Our solutions are effortless to installation and champion and supply a sophisticated stage of efficiency management that allows Integra to recognize massive initial and lengthy-term reductions, while featuring purchasers with more advantageous first-class functions."

Jeff Willard, community operations manager, Integra, will discuss the business's expend of CA Infrastructure management during his CA World (Nov. 13 - 16, Las Vegas) presentation "CA carrier Assurance Suite Manages Integra's large provider provider community."

About CA technologies

CA applied sciences (NASDAQ: CA) is an IT management utility and options company with potential throughout bar no one IT environments - from mainframe and disbursed, to virtual and cloud. CA applied sciences manages and secures IT environments and allows for customers to carry extra bendy IT functions. CA applied sciences inventive items and capabilities deliver the insight and ply yardstick for IT businesses to vigour enterprise agility. the vast majority of the world Fortune 500 depends on CA applied sciences to manage evolving IT ecosystems. For additional information, search advice from CA technologies at www.ca.com.

Copyright © 2011 CA. bar no one Rights Reserved. One CA Plaza, Islandia, N.Y. 11749. bar no one logos, alternate names, carrier marks, and logos referenced herein belong to their respective corporations.

Press Contact

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CA applied sciences

net web page: www.ca.com

connected Thomas trade update Thomas For Industry

CA competencies accomplice application | killexams.com existent Questions and Pass4sure dumps

CA offers programs and opportunities to attend you capture original opportunities and develop your company within the application fiscal system. even if you’re a reseller associate or adding greater provider-based practices, their bendy software framework permits you to bring value and tremendous experiences to your customers.


CAT-060 CA Spectrum Infrastructure Manager r9 Professional

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: 40 existent Questions

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Terra Tech Corp. (TRTC) CEO Derek Peterson on Q3 2018 Results - Earnings summon Transcript | killexams.com existent questions and Pass4sure dumps

Terra Tech Corp. (OTCQX:TRTC) Q3 2018 Earnings Conference summon November 8, 2018 4:30 PM ET

Executives

Philip Carlson - Investor Relations, KCSA Strategic Communications

Derek Peterson - Chief Executive Officer and Chairman

Michael James - Chief fiscal Officer

Analysts

Philip Carlson

Good afternoon and welcome to Terra Tech's Fiscal Third Quarter of 2018 fiscal Results Conference Call. A replay of this summon will breathe available at www.smallcapvoice.com and it will breathe archived on the Investors Relations section of the Terra Tech website.

Before they begin, delight let me remind you that during the course of this conference call, Terra Tech's management may compose forward-looking statements. These forward-looking statements are based on current expectations that are subject to a number of risks and uncertainties that may antecedent actual results to disagree materially from expectations.

These risks are outlined in the risk factors section of their SEC filings. Any forward-looking statements should breathe considered in light of these factors. delight too note, as a Safe Harbor, any outlook they present is as of today, management does not undertake any duty to revise any forward-looking statements in the future.

With me on the summon today are Mr. Derek Peterson, Terra Tech's Chairman and Chief Executive Officer; and Mr. Mike James, Chief fiscal Officer.

With that, I would now enjoy to hand it over to Derek Peterson. Derek, delight disappear ahead.

Derek Peterson

Thank you, Phil. Thank you very much for the introduction. And everybody thank you today for joining us for Terra Tech's Third Quarter 2018 results. At the selfsame time, we're going to provide an operational and business update today on the call.

Obviously, a large focus of this summon is going to breathe the announcement they made earlier in the week, that they gain signed a non-binding letter of intent to combine forces with Golden Leaf. So today I want to talk a dinky bit about what we've got looking at from an M&A growth opportunity standpoint, why we've chosen to kindly of combine with Golden Leaf at this juncture, the structure of the transaction a dinky bit and the repercussion that they reflect it's going to gain from a synergistic standpoint for shareholders on a go-forward basis.

After we've covered that, I'll recap their achievements for the quarter, hand things over to Mike James as customary for a deeper dive into the fiscal results. But I'd enjoy to start off coming fresh out of midterm election cycle and talk a dinky bit about the broader macro political situation in the U.S. As many of you know, we've had a few more states pass some semblance of regulation whether it was adult user medical in the United States.

But even more pivotal than that is everybody's probably heard Jeff Sessions has resigned as Attorney General. Obviously, he's been a bit of an impediment to establish it mildly for the cannabis industry and their skill to grow. But the one thing that he's always been revise on is that lawmakers in Congress ultimately need to change the laws to reflect the changing sentiment of the voters in the country.

And again, they are certainly seeing a changing of sentiments as far as cannabis legalization is concerned. More importantly, what we're hearing internally from their side, in their relationships, in their federal lobbying efforts is they will likely view some movement of Cory Gardner states' rights bill as it pertains to adult expend in multiple jurisdictions in the country. So we're hoping that this is the dawn of the dominoes tipping over in their favor and to start to view some semblance of federal initiative or federal changing in terms of their stance as far as laws are concerned.

I reflect a mammoth pathway that opened up for us in addition to Jeff Sessions resigning is Pete Sessions who headed up the Rules Committee. As many of you know, has blocked several votes and several bills as it pertains to cannabis across a pretty broad spectrum. He's lost his seat and they gain a more benign candidate in his position now. So they might gain the skill to start seeing more and more bills as they pertain to regulation around cannabis in bar no one areas start to compose their passage to the floor for votes.

But back to the Golden Leaf transaction, as they announced earlier in the week, they signed a non-binding letter of intent to combine forces with Golden Leaf. Golden Leaf primarily is an Oregon based vertically integrated operator. I want to talk about kindly of their reasoning behind this larger M&A transaction. As everybody has seen, we're seeing a lot of consolidation up in the Canadian markets.

We're starting to view some consolidation in the U.S. markets. And what we're really seeing is that companies are being rewarded for a land-grab, in terms of grabbing permits in multiple jurisdictions out there in the marketplace, so competitive land-grab for permits is important. I've said several times on past calls that market penetration specifically around branding is extremely important. As the industry begins to commoditize or in inevitable jurisdictions when the flower tends to commoditize, which we've seen in inevitable markets around the U.S., they didn't establish caps on cultivation and manufacturing permit.

Branding is really going to breathe that factor that separates the traditional, enjoy I said, marginal growers from the branded growers. So they want to compose positive that their products that they shove out gain remarkable brand integrity, remarkable consistency, and that's really going to breathe the cornerstone of both companies. And as they integrate and combine forces, we're going to establish a tremendous amount of accent on additional branded wholesale products out in the marketplace.

They gain a lot of core competencies in products they don't create and vice versa, so there are some remarkable synergies around that. Size and scale is obviously very important, which is why they wanted to watch to accomplish a larger consolidation out of the gate, to Get some size and scope. This gives us about 41 licenses on the West Coast, puts us in a very dominant position in this jurisdiction out and in the West Coast covering Oregon, Nevada, California.

We've got multiple applications as you read the prior press release for original jurisdictions in the U.S. as well. So why are they merging with Golden Leaf specifically? Again, they're vertically integrated from the selfsame standpoint that they are: seed to sale, cultivation, manufacturing as well as retail. They gain a very similar business strategy that they gain from a cultural standpoint. That's one of the biggest risks when looking at potential acquisitions out there, especially ones on a larger scale.

If they disappear out and buy a mom and pop dispensary, it's pretty smooth to change the culture over a age of time. But when they integrate a larger organization that has systems in place, back office in place, marketing teams, branding teams, compliance teams, it's really notable that those pieces meet together very well, because if those pieces don't meet together very well, ultimately, the infrastructure can collapse on itself.

So they establish a tremendous amount of energy as we've been out there talking to potential partners in the industry, who is going to compose kindly of the best synergistic and cultural colleague for us from an internal standpoint. And they felt an extremely helpful meet with the Golden Leaf team. William who's the CEO over there and I view things very eye-to-eye, where the business is going from a medicinal standpoint, from an adult expend standpoint, how they ultimately need to breathe positioned for that. And the fact that they reflect the West Coast is going to breathe one of the most powerful markets in the U.S. and why we're focusing on dominating and penetrating that marketplace with their wholesale brands as well as their retail brands.

So they were very aligned from a strategy standpoint, extremely aligned from a cultural standpoint. They brought size and scale along with their size and scale out of the gate, and in addition to that, huge footprint expansion, the skill to gain opportunities with international exposure for their brands with their Canadian Division in Toronto.

Golden Leaf's overview, their primary market is Oregon. They gain 8 retail stores, their 7 of which operate under the Chalice Farms brand. They too operate indoor and outdoor cultivation, and production facilities. They develop a lot of wholesale products for Oregon's medical and adult-use markets. Their product portfolio is pretty diverse. They gain a lot of high-quality cannabis products, remarkable flower strains.

They've won a tremendous amount of awards on that. They've got a lot of complements to their existing wholesale product lineups. They've got everything from infused fruit juice, to tinctures, a lot of things that they don't do. They don't - they haven't gone into the edibles realm yet. They're starting to shove down that corridor, which is again a remarkable complement for us as well.

In addition to that, they've got their wholesale products rolling out in the Nevada marketplace and as they gain helpful retail presence there, and their wholesale manufacturing divisions and cultivation are already online, and their manufacturing facilities, we'll discuss a dinky bit later on in the call, is too coming online here shortly. That's a remarkable complement to their Nevada footprint out of the gate as well.

In addition, they signed a definitive agreement to acquire Tahoe Hydroponics. That should breathe closing shortly. And that will become allotment of the integrated entity at the halt of the day when they nearby hopefully in the first allotment of next year. That's a remarkable complement to their retail brands. Tahoe Hydroponics is one of the premier flower producers and product producers in the Nevada marketplace, remarkable brand recognition, and again, a remarkable complement to their retail footprint as well as their wholesale footprint in that marketplace.

As I said just a second ago, they've got a Canadian LP as well that that transaction is expected to attend Terra Tech enter international cannabis markets through their cultivation of production operations in Ontario, Canada. Golden Leaf too operates a medical cannabis consulting company that secures high-value medical-cannabis patients, and educates them, refers them to licensed producers for their particular products in the Canadian marketplace.

So Terra Tech is ultimately planning to leverage these operations to enable its wholesale branded products to enter the Canadian markets. Furthermore in addition to that, establishing that foothold in Canada is too expected to provide a platform for the company to export their combined brands to global markets, providing original distribution channels to champion revenue growth.

What we're seeing out there from a global standpoint in multiple markets throughout Europe and Spain and that type of - those types of areas is there's becoming a significant claim for U.S. brands. People are looking at Northern California specifically and the Emerald Triangle is kindly of the Napa Valley of cannabis. And again, there's a huge demand, a significant claim for those types of genetics and brands to breathe pushed to the European marketplaces.

And they gain now with this combination a mechanism to breathe able to produce their brands in that district and then export those out from a global standpoint to start to continue to garner global brand recognition. The transaction structure, as well as a reminder, it is a non-binding letter of intent. They gain a tremendous amount of closing conditions in terms of due diligence, regulatory approvals, permit transfers and those types of things that they need to accomplish.

So their management teams are going to breathe very diligent over the next few months working their passage through these processes. But under the terms of the letter of intent, a wholly-owned subsidiary of Terra Tech is going to merge with Golden Leaf, resulting in combined corporation being a wholly-owned subsidiary of Terra Tech.

Golden Leaf will receive 0.1203 common shares of Terra Tech for each common share of Golden Leaf held. And as a condition of the closing, Terra Tech will breathe required to list its share on the CSE. The listing, of course, will breathe subject to satisfying bar no one of CSE's requirements. I'll remain in my position as CEO. William Simpson who is the current the CEO of Golden Leaf will become the President of the combined company.

The combined company will benefit from multiple operational synergies, such as economies of scale, improved purchasing power as well as other advantages across accounting, legal, HR, and other company functions that near from operating at scale. We're going to provide increased liquidity and enhance overall capital markets profile with the combined company.

I would watch towards seeing a larger corporate rebranding at the time of closing as well, freshening up the fable to investors, making positive that they understand what their global strategy looks enjoy on a go-forward basis. And the fact that they want to leverage their footprint and their significant footprint on the West Coast to continue to develop their retail brands as well as their wholesale brands on the West Coast.

Let's jump into their organic growth initiatives from the quarter for Q3 2018. During the third quarter 2018, they implemented several strategic initiatives intended to drive long-term growth and build value for shareholders. They had some challenges during Q3, that were a bit of an anomaly and they can discuss those a dinky bit later in the summon as well. But the primary challenges and why the quarter was a dinky bit soft from a revenue standpoint is they had a major shift, as many of you know, this year in California with the adoption of regulation.

California has been legal from a medical standpoint for 20 years. It was quasi-recreational; most people give it kindly of connotation, because it was very smooth to obtain a medical prescription for cannabis in the state. And they went from a very unregulated market to a very heavily regulated market. And that ponderous regulation has near at a tribulation for most operators here. They gain significant taxes, which has made us not super competitive against the black market and grey market providers.

The state at this juncture hasn't establish a significant amount of effort and energy into shutting down the gray and black market operations, that are ultimately selling product without bar no one the excise and shameful receipt taxes, that they gain to pay as a licensed producer. So the competition with the grey and black market has been a tremendous challenge. And it's starting to Get better, we're starting to view enforcement letters going out at this juncture, but they hope that next year they add fuel to that fire and open a more aggressive approach at shutting down these establishments.

They are essentially robbing taxpayers of the tax dollars that are associated with regulation. In addition to that, July 1, the state made bar no one companies that were licensed or regulated operators destroy any remaining product they had left, summon it legacy product that didn't meet the current testing and regulatory parameters. So as they went into Q3, they had to deal sale many, many products and they had to write down some of that inventory and destroy some of that inventory, which had a dinky bit of a hit at shameful margin.

So between the ponderous regulation, the black and grey market competition, the expand in prices because of the excise tax and shameful receipt taxes, coupled with having to migrate bar no one that product out the door Q3 was a bit of an anomaly. It had some kindly of untraditional headwinds that they had to face. That we've worked their passage through.

Q4 will gain the remnants of that a dinky bit as they watch forward to Q4. But I reflect as they approach 2019, hitting on bar no one cylinders, we're going to breathe back in a situation, where they don't gain as many of these hurdles and many of these headwinds. We've had a original governor in California, Gavin Newsom was elected. He's very friendly to cannabis as many of you know. He's too very friendly to wee business. And I should view some semblance of reduction in some of these regulations that are cumbersome and provide too many headwinds to the industry.

In addition to that, during Q3, one of the biggest reasons they were a dinky light on the revenue side of the equation is they shut down their manufacturing facility in Northern California and they had to rebuild their cultivation facilities to bring everything up to code for the original regulation. So they basically had to shut down cultivation, shut down extraction. We'll breathe ramping these back up in Q4 and Q1 of next year.

So for Q3, essentially they were operating as a pure-play retailer, without the wholesale initiative backing up the revenue multiples. And they figured this was a helpful time to breathe able to accomplish that, because a lot of people are having a challenging time in the marketplace. There we're a tremendous amount of wholesale providers that weren't able to Get licensed, that still aren't able to Get licensed.

Our shelves were a dinky bit bare in Q2 and then pouring over into Q3 as well, because again a lot of the traditional people that they did business with in the past weren't licensed under the current regulatory scheme and weren't able to sell products to their retail dispensary. So there were a lot of challenges across the board, but that was the primary understanding why Q3 was a bit of an anomaly from that standpoint.

Again, Q4 will gain some remnants of that, but coming out of Q4, they should view ourselves in 2019 with a dinky bit more smooth sailing and probably view some nice uptick in the adult-use market in California.

Oakland, as you know for some of the original shareholders and investors that are on the call, they gain a retail dispensary in Northern California, in Oakland. They gain an on-site cultivation, about 130, 135 lights there. That was one of the facilities that they had to shut down. They should breathe finished with construction there in about 30 or 45 more days. We'll gain that facility lit back up and hit 2019 running again with that wholesale division, which will add to top line revenue, but more interestingly for the product that gets shove through their doors that will obviously expand shameful margin expansion relatively significantly and specifically for their Bay district facilities.

Just south of there, San Leandro, they gain a retail facility that should breathe opening up in early December. We're getting up inevitable date from the city of San Leandro to open that facility in a ribbon cutting. So sometime in early mid-December, we'll breathe having their majestic opening of that location again hitting 2019 that will add to the top line revenue as well as the productivity of their asset groundwork going into next year.

Santa Ana, as we've telegraphed previously, they just came out of the eventual application cycle winning multiple permits in the Southern California Santa Ana jurisdiction, the nice allotment about Santa Ana, and this district of Southern California, south of Los Angeles, there aren't very many jurisdiction that are licensing prerogative now.

So the Newport Beach's and Laguna Beach's of the world and the Irvine's of the world, they gain no intent, matter of fact, many of them gain passed moratoriums against opening up retail dispensaries. But Santa Ana's kindly of in the middle of bar no one of these tours destination is a remarkable outlet to breathe able to produce product and then as delivery of the mechanism as an adjunct to retail to breathe able to capture some of the marketplace down here.

So of course, they gain an existing dispense retail dispensary in the Santa Ana marketplace, but they won three additional retail permits on this eventual cycle. One of those retail permits was a joint venture of the company-owned 25% of that that one they will not breathe operating, that one they will breathe selling out the marketplace, they accomplish gain some offers on that prerogative now. That goes back to what we've discussed during their eventual summon to purchase it smooth on the capital market in inevitable jurisdictions. We're going for more permits than they actually need that passage they can purchase some of those permits and sell some of those permits in the marketplace, because one of their core competencies in the path has been permitting with 100% track record.

We wanted to breathe able to leverage that competency with producing additional capital coming into the company that they could expend for build out rather than having to disappear back and tap the capital markets. So there's a remarkable example, they just closed on a facility that they sold in the Las Vegas marketplace for $6.25 million, so between those two transactions and a pair more that they gain coming down the pipeline. We're going to breathe able to capitalize some of these other more profitable projects that they gain without having to disappear back to the capital markets.

So they will breathe keeping two of the retail permits in the Santa Ana marketplace and we'll breathe opening up those stores, hopefully sometime in Q1, Q2 of next year, that bar no one again will breathe adding to the 2019 portfolio as well as the revenue production kicking on sometime in Q2. We'll champion everybody abreast as they disappear through the construction cycle there. In addition to that, they won multiple sets of cultivation, manufacturing as well as distribution permits of the two facilities down here.

We will breathe operating one of the satellite locations down here, where we'll house, their retail facilities, their cultivation facilities, their manufacturing and distribution facilities, bar no one at one location. At the other facility, the Dyer facility will likely breathe leasing out the back to a potential partner, who will absorb most of the fees associated with - the lease with the edifice and that passage they can gain the retail storefront, gain a cultivation or extraction colleague occupying the back, gives us access to helpful products coming out, takes it smooth on the CapEx, because they'll breathe contributing the CapEx associate with their larger scale product. And it gives us the skill to produce more product for their wholesale facilities throughout the Southern California marketplace.

In addition to that as many of you know California being the fifth largest economy in the world, they believe they gain a first mover handicap in this marketplace, we're putting most of their energies into penetrating this marketplace even further.

So from an M&A standpoint and organic growth standpoint, again we've got multiple applications out there, we're going to breathe putting in additional applications a nice allotment going back to this potential Golden Leaf transaction, as they gain multiple permit applications and a lot of the jurisdictions that they wanted to disappear in.

So for Nevada, for example, they gain multiple applications into the marketplace there, West Hollywood so they gain two shots in [Golem] [ph] in multiple jurisdictions to expand the retail footprint pretty drastically. Most of these applications will breathe finding out sometime in the realm of late November, early December depending on the jurisdictions, they champion extending the deadline with a pair of weeks at a time. But I reflect coming into year-end most of these jurisdictions are going to want to compose some semblance of an announcement.

Jumping over the Nevada a dinky bit, again they gain their cultivation facility that they gain in partnership with NuLeaf up in the Reno, Washoe County marketplace that is fully lit up, we're expanding the rooms there prerogative now, adding genetics will breathe pulling down their first crop in the not too distant future. And then, in addition to that their manufacturing facility that's located about 10 minutes away from their cultivation facility that when they should breathe getting their licensing sometime in early to mid-December.

So again, we'll gain the complete vertical integration portfolio establish together entering to 2019 marketplace. And that doesn't - that's notwithstanding the potential Golden Leaf products that they're producing there as well as the acquisition that they gain a potato hydroponic, which essentially doubled their cultivation footprint as well as Get significant brand equity and integrity from a developed producer that has remarkable recognition in that marketplace for us.

As I said just a second ago, they did sell one of their retail dispensaries; it was an underperforming location for us, they had about $1.4 million into that facility. They sold it for $6.25 million, they redeployed that capital and purchased a edifice off of Fremont Streets around the corner, Fremont and 4th Street, prerogative next to the White Castle burger [ph] of bar no one places, they gain a original retail location that they hope to win one of the original permits in the next round to migrate there.

We reflect that will breathe a far more productive facility, so if you watch at that from a trade standpoint we're able to purchase that capital and not gain to disappear back to the capital markets deploy that the existent estate expend that money for the CapEx for the retail facility. And hopefully open up a retail store there that has far more top line revenue than the existing one that they have. So we're stirring some pieces around on the chessboard to better leverage those particular assets for their investors benefit at the halt of the day.

So again, as I said you before, they gain some additional retail applications into the Nevada marketplace, they should here late November, early December as well as Golden Leaf has multiple applications throughout multiple marketplaces in the Nevada as well, hopefully, that probably expands their cultivation, their retail footprint on the West Coast coming out of those permit races.

Jumping over to original Jersey, where they gain Edible Garden again for those of you that are original to the company, they too gain an agricultural segment, where they grow regular produce herbs, green leaf lettuces, bibb lettuces, those types of things were sold in about 3,000 doors throughout the Midwest, Northeast as well as California, Marsh's, Krogers, Market Basket, halt & Shop most recently. We've got remarkable expansion there, we're starting to really Get their stride, the facility that maximum capacity prerogative now.

As I said, they just picked up halt & Shop and Giant-Landover to supply organic leafy greens to their retail outlets. That really shows a plane of faith and aplomb in their Edible Garden products and further deepens their relationships by the frightening access to a greater number of changes in retail outlets in those jurisdictions, where we're currently embedded.

The first orders of Edible Garden's organic leafy greens to both those original customers that I just discussed will breathe shipped in the fourth quarter of 2018. In addition to that, as many of you know, there's been a lot going on in the cannabis industry in original Jersey, they establish in three vertically integrated applications in North, Central and South that would encompass Jersey City, original Brunswick as well as Atlantic City.

We - I think, they pushed the permanent announcements to December, and now I'm hearing maybe early January. So again, as everybody's coming out of midterms and to the halt of the year, they've deployed their internal teams to score and process these permits. But they're getting more and more competitive jurisdiction by jurisdiction, and what we're seeing now is hundreds and hundreds of applications are coming in and almost every time there's a permit opportunity in the U.S., and that puts obviously a tremendous amount of strain on the local government, and that's why we're seeing some of these timeframes pushed out.

So they hope to hear maybe late December, early January on the original Jersey opportunities, they hope to walk out with at least one vertically integrated opportunity there will champion shareholder surprises those dates sway around. But as it sits prerogative now latter allotment of this year or early January for that location, and then for now and then that in West Hollywood those should breathe late November, early December and again those needs - those mile markers are stirring around a dinky bit. But we'll near back to shareholders as they Get more definitive information coming out of the local governments.

At this juncture, I'll now revolve the summon over to Mike James, Terra Tech's Chief fiscal Officer to accomplish a dinky bit of a deeper dive into their financials. Mike?

Michael James

Thank you, Derek, and helpful afternoon, everyone. I will now provide you with a summary of their third quarter 2018 results for the more circumstantial results, delight refer to the press release they issued earlier today, which is posted on their website along with the profile 10-Q filed with the Securities and Exchange Commission. In addition, delight note that they compile their financials on the U.S. GAAP including their non-operating expenses.

For the three months ended September 30, 2018, they generated revenues of $7.08 million compared to $10.12 million for the three months ended September 30, 2017, a reduce of $3.04 million or 30%. The reduce was primarily due to $1.77 million reduce in IVXX revenues due to the relocation of their IVXX production facilities to an upgraded facility, which is intended to facilitate an expand in production and enable us to achieve greater distribution throughout California.

Product completion is estimated to breathe in the fourth quarter of 2018, revenues will - were too impacted by $550,000 reduce from Nevada's MediFarm dispensary revenues and $420,000 reduce in Blüm Oakland, resulting from higher California state excise tax effective January 1, 2018, which negatively impacted demand.

Our shameful profit for the three months ended September 30, 2018 was $1.52 million compared to a shameful profit of $2.33 million for the three months ended September 30, 2017, a reduce of approximately $800,000.

Our shameful margin percentage for the three months ended September 30, 2018 was 21.5% compared to 23.1% for the three months ended September 30, 2017. The reduce was primarily attributable to the cannabis segment as they reported lower revenues related to their fixed overhead costs.

Selling, common and administrative expenses for the three months ended September 30, 2018 were $9.47 million compared to $6.24 million for the three months ended September 30, 2017, an expand of $3.23 million or 51.9%. The expand was primarily due to $1.6 million expand in salaries and related payroll taxes due to original hires in the compliance department and overall headcount increases. A $690,000 expand in stock composition expense related to employee bonuses, and $440,000 expand in rent expense and $200,000 expand in other professional fees related to outside consulting - consultants implementing original accounting systems.

We realized a net operating loss of $7.95 million for the three months ended September 30, 2018 compared to an operating loss of $3.9 million for the three months ended September 30, 2017, an expand of approximately $4.05 million. They incurred a net loss of $13.74 million, or $0.19 per share for the three months ended September 30, 2018 compared to a net loss of $7.79 million or $0.16 per share for the three months ended September 30, 2017.

Management will continue its efforts to lowering operating expenses and expand revenue. They will continue to invest in further expanding their operations and a comprehensive marketing campaign with the goal of accelerating the education of potential clients and promoting their appellation in products. Given the fact that most of the operating expenses are fixed or gain quasi fixed character they hope that as revenues increase, those expenses as a percentage of revenue will significantly decrease.

Now turning to the balance sheet. On September 30, 2018, they had a cash balance of approximately $3.4 million compared to a cash balance of approximately $5.4 million at December 31, 2017. They had no net short-term debt as of September 30, 2018 long-term debt increased from approximately $6.6 million to approximately $13.8 million during the three months ended September 30, 2018.

Stockholders equity for the third quarter 2018 amounted to approximately $93 million compared to $76.8 million as of December 31, 2017.

Now, I'd enjoy to revolve the summon back over to Derek for some closing comments.

Derek Peterson

Thank you, Mike. And again, everybody this is a really exciting time for the industry at large from a political standpoint, from a consumer sentiment standpoint, from a legalization standpoint. RBC Capital Markets came out with a legal cannabis category in the U.S., they said set to grow at 17% compound tolerable growth rate over the next decade to as much as $47 billion in annual sales. As we're seeing the economy grow. We're seeing legislation in favor of decriminalization has too become very celebrated among constituents champion for legalization to - it has reached a record high, I don't know, if you saw the recent Gallup poll that came out that 64% of Americans are now in favor of a tax and regulated structures that pertains to cannabis.

We're seeing very significant bipartisan support. At the side, especially for medical and hemp, but that's a lot of its carrying over to adult-use at this point. We're committed as a management team to advancing the business so it is ready and able to breathe a market leader in this booming legal cannabis industry.

And again going back to the Golden Leaf transaction, we're going to breathe working very aggressively over the next few months to disappear through due diligence for regulatory requirements, the auditing and bar no one the things that they need to accomplish with the management team to establish these two pieces together. Because they think, it's a one plus one equal to five type scenario at the halt of the day. And again, coming out of that, I'd watch towards a complete corporate rebranding of the original structure coming out into the marketplace.

With that, I'd enjoy to revolve the summon back over to Phil for questions and answers. Phil, I assume they got some questions in.

Question-and-Answer Session

Q - Philip Carlson

Yes, they do. First question, can you elaborate why revenues were soft for Q3?

Derek Peterson

Yeah. I reflect they just touched on that. I mean, they - again, they were a unadulterated retailer during - sorry, during Q3. They had no one of their cultivation, no one of their extraction up, and that was really just a byproduct of the regulatory environment, the extraction and manufacturing facility was really a byproduct of us wanting to migrate that down south, because they gain a bigger facility down here.

We gain the beverage line that we're bringing to the marketplace. They wanted to compose positive they had everything under one roof from a manufacturing of concentrates, to edibles, to consumables, to beverages you appellation it, especially, with this potential Golden Leaf merger that's taking place. We'll gain a lot more product lines that we're used to producing on top of the cards, waxes, concentrates, that they already did. And they need to compose positive they gain the proper facility to breathe able to accomplish that.

The cultivation on the other hand, they essentially again had to shut down those facilities to rebuild and re-fabricate those, to Get those up to current regulation. But bar no one those are coming online in the next month or two. In addition to that, they gain the original cultivation facility coming online towards the latter allotment of the year as well. I don't know when the final permitting with the city will happen. But we'll gain construction complete coming into yearend.

That's another pair of hundred lights up just adjacent to their retail dispensary by the Coliseum and by the airport district of Oakland. So that's a whole other infrastructure piece that adds to their wholesale and adds to their margin expansion that they did previously happen to have. So not only was it by a long shot of an anomaly, because again they were acting as a unadulterated retailer, but we're coming back for 2019 with bar no one that back online, but actually even stronger, because we'll gain a larger and more significant footprint from a manufacturing standpoint, as well as the cultivation.

I reflect most people know that no one of these stories for any one of these companies are a quarter-over-quarter story. These are really 2020/2021 narrative, who can build the biggest footprints, Get the best brand penetration and set them out, sell them up for success with economies of scale and significant synergies.

Philip Carlson

All right. Next question, how did the Golden Leaf merger feel Terra Tech's covet to list on the NASDAQ or NYSE?

Derek Peterson

That doesn't change. I mean, if they had the skill to list on an exchange tomorrow, we'd of course accomplish that, because that would give us potential access to the significant capital markets and institutional investors, bar no one the things that we're seeing these Canadian companies enjoy Canopy and Tilray gain access to, because they're not embedded in the U.S. where it's federally illegal.

So that's less of a byproduct of having size or scale. That's more of a byproduct of the federal regulatory environment. So we're hoping again with Cory Gardener's bill, the states' rights bill, starts to Get some attention, makes its passage to the floor for vote. We've heard again through multiple sources that the President is in a position where he would mark something enjoy that. I believe it was too publicly assured to Cory Gardner who has near public with that statement as well.

So they hope that comes to fruition, because they reflect that's the most answerable approach to legalization, as a states' rights approach, and it allows us the flexibility to kindly of navigate the inevitable states they feel enjoy create the best upside for their shareholders. And obviously, Nevada, California, Oregon and other parts of the West Coast is where we're primarily focusing their attention prerogative now.

Philip Carlson

Okay. Next question, would Terra Tech roam to list on the Canadian Securities Exchange? Can they hope international expansion? And if so, what country accomplish you feel would breathe initial targets?

Derek Peterson

Yeah, thanks for that. So, yeah, one of the things that they want to accomplish is coming out of this merger, gain a cross-listing thing on the CSE. That gives us access to the U.S. capital markets. It will too give us access to the Canadian capital markets, which at times are a dinky bit healthier from a size and structure standpoint to what we're seeing here. So they just ultimately near out.

When I mumble it's a one-plus-one-equals-five type scenario, they near out with better access to capital. They near out with a stronger shareholder base. They mumble significant capital CapEx and OpEx. And what I count by that is, they were coming into California. Now, they don't gain to build a cultivation and extraction facility. That saves $10 million, $12 million by not having to invest in that, because we'll utilize the infrastructure that they gain and the projects that we're edifice to fulfill the claim of bar no one of their wholesale products.

Same thing in the Nevada marketplace, they likely don't gain to expand their cultivation footprint there. Now, with the picking up - a potential picking up of Tahoe Hydroponics, remarkable synergy remarkable compliment. That saves millions of dollars to the company from a CapEx standpoint, which means they don't gain to disappear back to the capital markets from that. So they need vertically integrated facilities in each jurisdiction that we're in. But if they were two sever companies, they would need two sets of those vertically integrated. So it's not rocket science at the halt of the day to view just from a CapEx standpoint the amount of cost savings that's going to purchase place.

And then from an OpEx standpoint, from a buying power standpoint, as you see, most of these West Coast brands are in multiple markets now. So you're seeing California brands in Oregon and Nevada. Nevada brands in California. That gives us size and scope from a buying power standpoint. If they can start shaving off 5% and 10% on the products that we're buying, that really adds to shameful margin.

So we're working to establish these pieces together to reclaim not only from a CapEx standpoint, from an OpEx standpoint as well, from an ongoing standpoint. One audit, one set of auditors. They prick down on legal, that type of thing, so huge cost savings just from a peripheral standpoint, from an operating standpoint for the company.

But again, they near with a piece that they didn't have. They near with a Canadian producer, which gives us the skill to produce their products and divide those products throughout the Canadian marketplace. But even more importantly, enjoy you just asked, it gives us the skill to shove their brands out to the European market. So we're not really ready at this juncture, because again, we're still going through bar no one the throws of putting the merger together and going through due diligence.

We'll travail on strategy towards the latter allotment of this process. But we, obviously, gain a huge appetite. And I know William and his team gain a huge appetite to start producing brands with the European markets, just because, again, going back to what I said previously, there's a tremendous appetite for U.S. brands, specifically California brand, in these global markets. And they want to compose positive we're one of the people that are feeding those global markets with those brands out of the gate.

Philip Carlson

Perfect. Next question is management still making headway in original Jersey. accomplish they gain a timeframe as to when they can view some progress there?

Derek Peterson

Yeah. I said earlier, they - I reflect they gain publicly stated sometime in early mid-December, but now I'm hearing internally that's probably going to breathe early January. So I guess at this point, I'd breathe surprised if they heard anything in December, I reflect the likelihood probability is we're going to hear about those permit applications rolling into January. I'm too hearing, they might top the amount of permits that they are essentially going to issue out of the gate, which will give us a better casual to securing one of these permits in one of these jurisdictions.

So they will champion everybody apprised of that, and in most of these jurisdictions establish out public commentary on their candidates' portals, the government portal. So people can pay attention to those for more information as well.

Philip Carlson

Next question, can you provide an update on the cannabis expend to beverage line?

Derek Peterson

Yeah. We're working to Get that out in Q1 of next year and that was one of the reasons again why they needed to, kindly of, migrate the facility from Northern California down to Southern California with some of this square footage that they procured down in the Santa Ana marketplace. So ultimately, they want Santa Ana to become their manufacturing hub as well as an existing retail hub for us and migrating their corporate offices over there. So that's going to establish us in a position to breathe able to shove multiple products and multiple brands out through the California marketplace.

We can too utilize their distribution permit up in Northern California to migrate product up there for dissemination through other retailers, through Northern California through one central hub as well. So we're ultimately centralizing their manufacturing operations in Southern California, so they can gain inherence to rules, regulations, compliance and SOPs, gain consistency of products and protocols at the halt of the day and not gain something that's operating far away, where they gain limited amount of oversight.

So that's really the goal of doing this down here. But the beverage line is going to breathe a significant amount of attention for us, and I reflect the first products are going to breathe coming to line with a sparkling beverage kindly of champagne; we're not calling it champagne. Obviously, but that type of infused product then on the backbone of that will accomplish it infused margarita coalesce and infused lemonade and that type of things. So they will breathe coming out with a suite of products, the branding on it looks remarkable, the mockups watch outstanding and then brand that point prerogative now. We're configuring the bottling lines and that type of thing and starting to travail with the city down here to Get those facilities up and running as soon as possible.

Philip Carlson

Great. Next question, can you provide an update on the VandeVrede lawsuit?

Derek Peterson

There's nothing more than that's what listed in the Q there, lawsuits are a huge waiting game. So I think, we're at the point prerogative now, where some of the lawsuits gain been consolidated and that type of thing. And so we're just waiting for discovery, we're waiting to open up the skill to breathe able to depose them. They feel very confident with their positioning here at the halt of the day and we're going to elope this complete course from start to finish that will of course obtain their disclosures as things change. But nothing that much different than what's in their current legal disclosures, prerogative now.

Philip Carlson

Okay. Can you elaborate management's decision to invest in Hydrofarm?

Derek Peterson

Yeah, and that was kindly of a two-fold decision from us from a structural standpoint. Number one from a capital markets perspective, I've known Hydrofarm for a long time and with the Sunlight acquisition and consolidation. There is the only revise independent supplier of wholesale products out there. And so they're doing a tremendous amount of revenue, they've been around for a long, long time. They expend and by those products and gain for a long, long time. So the valuation made a tremendous amount of sense considering what valuations are in the marketplace for companies that are on the periphery of cannabis, prerogative now.

So the investment - from a unadulterated investment standpoint made a tremendous amount of sense and the hope is that they can revolve that $5 million is something far greater than $5 million or redeploy that capital back into their operations without having to disappear back to the capital markets. The nice allotment about having the position and longevity that we've had in the marketplace, they view a lot of deals to invest in. So they want to compose positive we're venture minded in doing some partnerships that are creative to us internally just from a capital markets perspective, but going even further than that from a CapEx, OpEx standpoint.

We just took down a large lighting order from Hydrofarm to outfit one of their original facilities and saved a tremendous amount of cost, because of the relationship there. So because we're in CapEx mode, that's going to pay us, dividends back just from a saving standpoint. But then from an operating standpoint, they buy nutrients, they buy original bulbs, they buy bar no one sorts of original systems, they upgrade, they refurbish bar no one of those things count buying goods and materials and now they gain a trading partner. They gain a trading colleague that we're heavily embedded with that's going to reclaim it's a significant amount of capital from a CapEx, OpEx standpoint going forward.

One of their focus is obviously is operating margin and this investment is going to compose us more competitive from that standpoint, but again just from a unadulterated capital market standpoint. They reflect it was a helpful opportunity to from an investment standpoint to revolve that five into something greater than five.

Philip Carlson

Okay. Next question is a three-part question. What type of cost savings, revenue opportunities accomplish you foresee when the Golden Leaf deal goes through? Would Blüm and Chalice brands exist in the selfsame markets? And beyond the roles of Derek and William, what does the C-suite watch like?

Derek Peterson

C-suite's relatively remaining the selfsame - I'm maintaining my position, Mike Nahass is Chief Operating Officer, Mike James is Chief fiscal Officer. William will near in as President. As far as the brands are concerned that's going to breathe kindly of delving into the strategy, the broader macro strategy of the potential combination that will breathe dealt with a dinky bit downstream prerogative now, again we're focusing on due diligence in the regulatory side of the equation.

So we'll near back and Get that's freshening up the corporate rebranding, but too at the selfsame time start to establish, which is the dominant retail brand. What are the whole suite of wholesale brands they want to bring out to the market. But brands aside for a second, one thing that they're bringing to the table or products that they don't sell, one thing that we're bringing to the tables, products that they don't sell, they don't accomplish fruit chews, they don't accomplish beverages. They establish a lot of time effort and energy into developing the beverage line, they establish a lot of effort in energy and capital behind the fruit chews and tinctures.

We're going to gain the skill to across that on multiple marketplaces that should bar no one count significantly more revenue for the combined entities at the halt of the day from that standpoint. The existent synergy is from a cost standpoint of what I said earlier, the fact that they don't gain to near down in this jurisdiction, in the Nevada jurisdiction and build multiple vertically integrated facilities, because they will gain those vertically integrated facilities.

And in the Oregon marketplace, where they wanted to roam into next, they now don't gain to disappear in there and build out retail nor accomplish they gain to disappear in there and build out vertically integrated facilities. So the combination of both companies just from a CapEx standpoint is going to reclaim millions of dollars. But then from an OpEx standpoint, we're going to gain a tremendous amount of synergies and symbiotic type of relationships there as well.

Again, they don't need to sets of auditors, audit costs are off the charts. These companies expend $0.25 million, $0.5 million, $0.75 million depending on their size and complexity to accomplished SOX audits and the fiscal audit. So that enough itself the legal bills, bar no one those types of things are going to breathe remarkable synergies from an OpEx standpoint.

And then from an access to the capital markets, they reflect because of the size, scope in the cost savings the combined entities, they access to capital, because we're going to gain the skill to access the Canadian markets as well as the U.S. markets, and leverage those against each other at a time, they should gain healthier financing from a company standpoint for build outs and for ongoing operations.

And then again, it just gives us the critical math that they need to disappear out and continue to focus on combined M&A. So we've got a tremendous amount of retail footprint prerogative now and even though, I think, the wholesale brands are really where the long-term value with retail to me is going to breathe where most of the energy is over the next several years, because it's really the only environment that socializes cannabis with the consumer at the halt of the day. It's enjoy liquor stores, if you imagine if liquor were only serve and only sold in liquor stores. You couldn't Get it in stadiums, on the airplane, at movie theaters, only in liquor stores. And that's what the cases for cannabis prerogative now.

So there's a tremendous amount of power for having retail shelf space for your own brands as well as you're creating various entry for other brands, because of that pathway they view a lot of potential synergies and opportunities to combine post consolidation of these two companies with other companies that are occupying the wholesale space and doing so very successfully.

So William is completely aligned with their team in terms of getting this deal done creating the effective synergies and to start looking out in the marketplace again of what other opportunities they can bring in-house from an M&A standpoint that shore up their wholesale brand penetration into the key markets that we're focusing on.

Philip Carlson

Okay. Next question, is the regulatory environment stable in California?

Derek Peterson

I mean, it's definitely stable. It's just been frustrating, as candid as possible. And the frustrations were what I said they were. They were anomalies of having to shut your facilities down to rebuild those up to different regulatory codes. It was having to dispose off products that didn't meet the current testing parameters, or having to deal basement sale those going into those deadlines. So the regulation really had an consequence on operations, and almost dictated operations during Q1, Q2 and Q3 this year.

But again, the nice allotment about the bureaus prerogative now, especially on the retail side is they really are listening to the industry and they're adopting changes, and then looking at how they can streamline efficiencies and not breathe so kindly of headwindy to the operators in this space. And again, the most notable thing that I reflect they can accomplish is cracking down on the gray and black markets and making positive that unlicensed producers aren't able to sell their products out to consumers. And then more proactively, we're trying to organize the industry in California for a buy-legal type campaign, to really educate consumers the selfsame passage the produce industry has with organics or I should mumble the retail industry has with organics. Why are you paying more? You're paying more for your own personal health.

Well, if you reflect food has a huge consequence there, imagine something that's combustible in nature. So they reflect consumers really need to breathe educated. And, yeah, you may breathe saving 10% buying from an unlicensed delivery service or unlicensed dispensary. But are you smoking aflatoxins, are you smoking contaminants, are you ingesting products that may gain - feel your immune system in some capacity. So they really need to breathe proactive as an industry to educate the consumer base. But too the regulatory cadaver and regulatory authorities need to establish more accent and time and energy into cracking down on that segment of the industry, because they're not garnering any tax benefits.

And I reflect they're dawn to understand that. So it's getting healthier. And I reflect next year it will Get even more well from an operational standpoint. But again, it's just one of the growing pains. They wanted to play in the fifth largest economy, they reflect there's a tremendous amount of upside in the state, but again, they had to disappear through the growing pains as most companies gain in this space in California for 2018.

But, again, they reflect there'll breathe a dinky bit clearer runway coming in 2019 and especially coming 2020. So their focus and their accent is to really build out their California footprint, adding stores in the Bay Area, adding retail throughout Los Angeles, bar no one the passage down to San Diego, through organic permit applications as well as M&A and organic acquisitions out in the marketplace as well.

Philip Carlson

Okay, yeah. What is the timeline to a CSE listing and does the company gain to compose any changes in order to qualify?

Derek Peterson

We are working towards having that dual listing done in combination with closing the transaction. So anything more than that, we're really at the dawn stages of putting together bar no one the due diligence, the regulatory framework and that type of thing, so dinky premature to timeline everything from that standpoint. But their goal and objective is to gain that dual listing at time of closing the combined company as well as the rebranding done.

Philip Carlson

And the eventual question, can you talk about the synergies between Terra Tech and Golden Leaf that made this deal so attractive?

Derek Peterson

Again, I reflect they jumped in that in multiple parts of the call. The mammoth piece was really again just the cultural side of the equation between their team and their team. The potential integrations I reflect going to breathe relatively smooth. Their head from a strategy standpoint is very much in line with where we're at. They reflect the market that we're bar no one in are the most notable markets on a go-forward standpoint.

And then the economic synergies are what I said earlier, the CapEx and OpEx savings, the savings on peripheral service providers, the reduction in costs associated with pooling their buying efforts in multiple marketplaces, and again most significantly, the savings in CapEx cost and not having to build out multiple facilities to service two sever companies.

And so, their hope and objective is that off the backbone of their combination is to, again, Get out there and Get heavily focused on major M&A and specifically in the wholesale division for people that gain remarkable wholesale branded products with remarkable distribution penetration into the marketplaces that we're in prerogative now. So the synergies are very robust and we're going to identify a lot more of those synergies.

And as they Get through definitive docs and start to forecast and accomplish that type of thing, we'll near back into the marketplace and really open to outline the cost savings, the efficiencies, the potential for top-line revenue increases. And then again, I reflect shareholders and prospective investors will gain an opportunity to view coming out of this permitting season that we're going through prerogative now, how successful they are to add to the existing 41 licenses that the combined company hold prerogative now.

So their hope is that we've got a dominant position in - combined company will gain a dominant position in the West Coast. But coming out of this permitting season, they hope to even secure that dominance even more so with additional retail cultivation and extraction footprint in the key markets that are most notable to us.

Philip Carlson

Okay. That's it for questions.

Derek Peterson

That's it? Then bar no one right. Well, again, thank you shareholders. They normally gain 400, 500 people on these calls. I esteem you taking the time. I hope they explained kindly of the anomaly for Q3 as it ties back to the California regulatory environment. We're extremely committed to continuing to give updates on the synergies between the Golden Leaf transaction and the Golden Leaf merger with Terra Tech.

On behalf of the Board of Directors, the officers, bar no one of their employees, thank you for taking the time. I too wanted to purchase this second to thank their auditors, Marcum. This was their first quarter with Marcum. They had a very smooth review process. And I too want to thank their auditing team, who works tirelessly coming out into these quarterly reviews and more specifically into the upcoming annual audits.

With that, I will watch forward to discussing updates with you in an ongoing basis, and purchase care.

SeekingAlpha

Comparing enterprise network monitoring vendors | killexams.com existent questions and Pass4sure dumps

An enterprise network availability monitoring system (ENAMS) is an essential tool for any network management team.

Enterprise Management Associates (EMA) regularly assesses this market with its biannual ENAMS Radar report, which compares the technical and go-to-market capabilities of leading vendors. This article draws on the most recent research to compare the leading enterprise network monitoring vendors and lays out the top five criteria to reckon when evaluating products.

ENAMS criterion #1: Functionality

Overall functionality is the leading criterion for evaluating ENAMS products. These systems combine a variety of management capabilities that are often available elsewhere as discrete point products. The more functions a platform offers, the better the casual that an enterprise can expend it to consolidate multiple tools into one comprehensive monitoring system.

Some of the core capabilities to reckon when evaluating an ENAMS product involve device discovery, alarming and reporting, and foible isolation and troubleshooting. Many enterprise network monitoring products, such as Centerity Monitor and Entuity Network Management, present inventory and asset management features. Vendors employ a variety of techniques to execute on these capabilities, which leads to some variation in effectiveness. For instance, some vendors, such as EMC, Hewlett Packard Enterprise (HPE) and IBM, can determine devices and automatically assemble them into a topology map. This provides network administrators with an intuitive view of how the various infrastructure elements meet together. Other systems, however, will require the user to manually build the topology map.

If the enterprise network monitoring product is too unwieldy, the networking team will continue to expend those other tools.

Enterprises rate automated notifications and escalations, alert management and event correlation as the three most notable features in an ENAMS product. These features champion core enterprise network monitoring capabilities of alarming, reporting, foible isolation and troubleshooting. When selecting an ENAMS product, pay special attention to how the vendors you evaluate achieve in these areas.

In addition, reckon the specific needs of your infrastructure when evaluating vendors. Some enterprises want to monitor more than just network devices with their enterprise network monitoring product. Some vendors outstrip at monitoring servers, storage and virtualization software, and a few gain started adding public cloud monitoring so enterprises can integrate the monitoring of internal and external resources. FortiSIEM, for instance, is a product considered  a cross-domain monitoring tool that covers bar no one infrastructure domains in the data focus as well as being a robust security operations focus  component. Centerity is too often deployed as a cross-domain monitoring tool.

Most ENAMS vendors present a very broad and deep set of functionalities. Some of those that often score highest in EMA's assessments for functional completeness involve HPE Network Node Manager (NNMi), Infosim StableNet, FortiSIEM and Centerity. HPE NNMi is known for its broad range of discovery techniques and the deep amount of data it can collect on discovered devices. It too excels at alert management. Infosim often receives commend for its device discovery capabilities and alert management and correlation features. FortiSIEM is well-known for its device discovery, alert management, foible isolation and troubleshooting functionality. Centerity is known for its cloud monitoring capabilities and its root-cause analysis functionality.

ENAMS criterion #2: Ease of deployment

In many ways, ease of deployment depends on the preferences of the enterprise--as well as on the number of devices and geographical footprint of the network. Some products are complex, with multiple components that must breathe installed and configured, including the database and the device polling engine. This complexity may expand the amount of time an enterprise needs to Get the system into production, and it may constrain enterprises to engage professional services from the vendor or its partners to ensure a successful installation.

On the flip side, most vendors introduce this complexity as allotment of an effort to give customers more flexibility. This complexity is a natural outgrowth of vendors offering champion for customization of the system, anything from the insertion of custom management information bases to the expend of a preferred database technology in state of the yardstick database software offered by the vendor. A separation of components in some vendor architectures too helps achieve greater scalability of the product for companies with very large enterprises. For example, HelpSystems InterMapper comes with its own polling engine and it supports third-party databases. It too supports a distributed implementation architecture.

Licensing too contributes to the ease of deployment. Some vendors, enjoy FortiSIEM and HPE, vary in how they license their products, offering combinations of perpetual and subscription-based licenses, as well as license terms that are tied to the number of devices or managed objects that a user wants to monitor. For example, FortiSIEM offers device licenses with a maximum events per second (EPS) restriction attached to them. This combination makes licensing a bit more tangled  but too allows for more flexibility and right-sizing. Similarly, HPE offers springy deployment, as well as a host of professional services, such as installation and on-site product training. 

ENAMS criterion #3: Ease of expend and administration

Ease of expend will disappear a long passage toward ensuring that the network management team actually maintains and uses the enterprise network monitoring product. It is not uncommon for a networking team to partially or completely abandon a monitoring system because it is too difficult to expend and maintain, especially if there are other tools in state that overlap with some of the capabilities of the ENAMS product.

Studies disclose the typical large enterprise has six to 10 network management tools in dynamic use. Some report having as many as 25. An ENAMS can consolidate some of those tools and compose the network management team more efficient and effective. But if the enterprise network monitoring product is too unwieldy, the networking team will continue to expend those other tools. If the system does a needy job of alert suppression, for instance, users will roam away from the product. The failure of a lone interface on a switch can trigger sever alarms for dozens of other managed objects that are subject on the interface. If the network manager can't quickly drill down to the root antecedent of a problem because of alert fatigue, the system won't breathe usable.

Consequently, you should reckon how much training an ENAMS product will require and how accessible and usable it will breathe by a wide variety of IT stakeholders. Many enterprises gain assembled cross-domain IT operations groups, which expend the selfsame ENAMS product as network administrators. For example, products such as Entuity Network Monitor and Centerity Monitor both crow that they accomplish not require professional services for deployment, and they feature built-in automation for ease of use. Entuity builds topology maps and provides extensive reporting features.

The strength of champion and services from the vendor will too breathe notable to consider, especially as it can influence how smooth it is to champion the ENAMS product in sync with future product releases and software patches. HPE quick-witted Management Center, for example, supports ease of administration for cross-domain users.

ENAMS criterion #4: Scalability and design

ENAMS products consolidate many functions that were previously only available in narrowly focused management tools. In some cases, these ENAMS products were developed from scratch to provide bar no one of these capabilities. In other cases, vendors expanded their products over time, adding original capabilities as the market dictated. This inheritance can influence the scalability and the overall design of ENAMS platforms.

When evaluating an enterprise network monitoring system, determine which capabilities were allotment of the core product versus those that were added on later in the product's lifecycle. This can attend you gauge the strength of a product's various features and determine which are scalable, answerable and fully integrated with the platform, and which are less so.

When evaluating the best vendor for your organization, you really need to understand your environment first.

Also, reckon the target customer of each ENAMS vendor. Some vendors sell mostly to large enterprises, while some target wee and medium enterprises. Others target both segments. If you need a system that can monitor tens of thousands of devices, you will need to travail with a vendor who can certify that scalability and provide you with reference customers to back those numbers up. Some enterprise network monitoring tools that are known for their scalability involve Infosim StableNet, EMC Service Assurance Suite, CA Spectrum and ScienceLogic. EMC allows users to create their own service packs to monitor non-traditional infrastructure elements for ponderous industry, healthcare and more. Similarly, CA Spectrum has the capability to monitor tens of thousands of devices, and is aimed primarily at large enterprises with a widespread infrastructure.

On the flip side, if you want to monitor fewer than a thousand devices with an enterprise network monitoring product, reflect carefully about whether you want to travail with a vendor who primarily addresses the large enterprise market. The vendor's market strategy does not just influence the number of devices a system can monitor and manage. ENAMS products that primarily serve the higher halt of the market will typically breathe more difficult to use, as they gain more features and complexity than a smaller enterprise wants to deal with. Such products minister to cost more and require more resources to procure, install and maintain.

ENAMS criterion #5: Integration

One final criterion to reckon during an evaluation of an enterprise network monitoring product is its integration with other infrastructure management systems. The ENAMS product is never the only IT management system an enterprise uses, and rarely is it even the only network management tool in place.

In fact, EMA research has found that less than 20% of enterprises deploy network management tools as stand-alone technologies that gain no integration with other management systems. The repose prefer at least some degree of integration, though that integration may purchase many forms. Some enterprises might loosely tie together products from several vendors with custom or vendor-provided integrations. Others might buy bar no one their network management tools from a lone vendor that offers a fully integrated product suite.

Similarly, each vendor offers a different fable on integration. Some ENAMS vendors present no other products, but will develop technology partnerships with other vendors to fulfill customers' integration requirements. Other vendors present broad suites of IT management tools, but don't necessarily accomplish a helpful job of integrating their ENAMS product with those other tools. Therefore, you should identify which types of enterprise network monitoring system integrations will breathe useful to your IT organization and determine how tightly integrated you want them to be. Some products that are known for integration involve HPE NNMi and CA Spectrum, both of which are offered by vendors that sell a broad suite of IT management products. Entuity and Infosim are examples of smaller vendors offering a broad number of integrations with third-party vendors.

Evaluating strengths and weaknesses of enterprise network monitoring products

Enterprises gain a wide range of choices in the ENAMS market, and there really isn't one tool out there that fits every network. When evaluating the best vendor for your organization, you really need to understand your environment first -- not just the size and shape of your network but too the skills and tang of the people who will breathe using the tool. If you gain a tangled network with very strict internal service-level agreements, you will need a granular and all-around ENAMS product, such as EMC Smarts Service Assurance Manager, which is customizable and is too deployed in large networks. If you gain a large but simple network, you will need a scalable product, such as Centerity Monitor or Entuity Network Management. If you hope people from outside the networking team to expend the product, including non-IT personnel, you will need to evaluate the usability of the tool from their perspective. FortiNet FortiSIEM is an case of a product that provides cross-team monitoring and analytics.

Finally, recollect this: bar no one enterprise network monitoring products will gain strengths and weaknesses when measured against the criteria circumstantial above. It's up to you to determine which strengths you need and which weaknesses you can live with.


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weSRCH : https://www.wesrch.com/business/prpdfBU1HWO000ZJFU
Calameo : http://en.calameo.com/books/004923526d5c9750150a9
publitas.com : https://view.publitas.com/trutrainers-inc/get-high-marks-in-cat-060-exam-with-these-dumps
Box.net : https://app.box.com/s/eik19iymm7dn9e18mnanaheu4gcpfzm1
zoho.com : https://docs.zoho.com/file/5psib8cda8f8ba4e9400cbc6951e44d13ebc7






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