As I am sure a lot of you know, Mountain Crest Acquisitions (MCAC) are in late-stage talks with playboy to take them public currently at a valuation of ~$425M meaning we should see the MCAC ticket convert to Playboys ticker, PLBY, within a matter of days, if not weeks. A lot of the people I have seen talking about the Playboy acquisition have argued that Playboy is a dying brand and are far beyond their prime, which is no doubt true, in terms of selling sexy magazines that have all but been made redundant by online pornography. However, this company and its newish CEO (of 2017), Ben Kohn, have given it a new lease of life and are changing the globally recognized brand's direction to be more of a lifestyle and sexual wellness brand. They have been seeing huge year on year growth since Kohn's appointment in 2017 across almost all revenue streams, Kohn has been a part of Playboy for many years and initially helped privatize them in the early 2010s. He is highly regarded for his marketing and sales abilities.
WHY PLAYBOY?
First of all let me offer you CEO Ben Kohn the chance to convince you: Here is his investor presentation. The numbers are extremely impressive.
If you would rather hear it from me, for whatever reason, my take is below:
For me, one of the most notable things about this deal is its the extremely rare opportunity to buy into one of the world's most known brands at such a low valuation. How many SPACs currently on the market would you be able to ask your typical man or woman on the street about the company they plan on buying and almost everytime get an answer about who they are and what they do? Playboy had a WHOPPING $3bn annual spend on thier brand across 180 countries worldwide last year!
Playboy are taking huge strides moving away from the sex negative and very 20th century ideals they built their original empire off, and closing in on an increasingly empowered and sexually liberated young demographic. The sexual wellness market is seeing massive growth among people both young and old and is expected to reach $125 billion by 2026 with an expected anual growth of 12.1% YoY, now think about the size of this market in context of how many brands do you know that are key players in this sector? It should be somewhat obvious that Playboy is in an extremely unique position to capitalize on its massive recognition in a growing market otherwise lacking recognized leaders, they plan on doing this with a strategy of M&A which are outlined below.
First, I will talk about what they are doing now to fit themselves into the market we see today. Playboy has begun a plan to increase growth via acquisitions, and started by buying leading sexual wellness reatiler Yandy at the end of 2019, and have driven direct sales up from $3.7M in 1H 2019 to $29.7M in 1H 2020. On top of this, they are working to make their own playboy.com website into a retail destination, and across Yandy and their own store they were seeing 70,000 orders a month with a AOV of $72.
During the stock redemption period Stockholders requested redemption of a total of 8,842 shares, less than 0.2% of Mountain Crest’s issued shares. As a result, Mountain Crest anticipates that approximately $58.7 million will be released to PLBY Group immediately following the closing of the transactions, with further PIPE investments of $50 million. Ben Kohn, CEO of Playboy, said, “We are delighted with the overwhelming support for this transaction, which at closing is expected to inject more than $100 million of gross proceeds into PLBY Group, so that we can aggressively capitalize on our well-defined and exciting organic and acquisition-led growth plan.”.
On top of direct sales increases, Playboy continued to capitalize on their brand recognition by increasing licensing revenues YoY, with ~$400M currently in forward-booked cash flow. Note licensing is one of the most cost-effective way brands can earn revenue, with 80% cost margins and being able to create such licensing demand is a rare feature only attributed to truly globally recognized brands. I read somewhere which I now cannot find that Kohn has said (I am sure somewhat jokingly) that he believes the Playboy Bunny Logo alone is worth a billion dollars, and I can see some truth in it, the Playboy bunny is close to the levels of recognition of the Nike swoosh or the McDonalds M, even among young people who have probably never seen a playboy mag before, myself included (i have never seen it sold in the UK).
As breifly mentioned above, playboy Revenues are growing rapidly. 2020 Projected Revenues is expected to be up 75% year over year, and Projected Adjusted EBITDA is expected to be up 112% year over year, they have projected 2021E revenue and adjusted EBITDA of $166.8M and $40.3M, respectively, with an goal of $100M EBITDA by 2026.
They already have a number of CBD-based products and have plans in place to grow into the legal marijuana industry when it is eventually legalized at the federal level.
They are looking to increase their positions in the gaming industry and have recently opened a poker house in Houston, on top of their London Casino, with further plans to add more casinos in the US, and looking for sports betting partnership opportunities.
Playboy are already an established producer of apparel and maintain a realtively large presence within the market, particularly in China, where their items are sold in over 2,500 brick and mortar stores, and 1,000 online stores across the nation. In the western World they are stocked at household retailers such as urban outfitters, and have done many collabs with well regarded and in fashion millenial brands such as Supreme, Anti Social Social Club, and Alpha industries (all 3 of which have seen extraordinary growth among young people all within very short time). For me this stands out massively and shows promise on both sides of the table; These trendy and modern brands want to associate with the Playboy logo and lifestyle, showing a level of interest from consumers, but more importantly it shows that Playboy is tapped in and aware of the youth culture, an area in which they have the potential to capitalise massively on through all of their revenue streams.
One of the things i think people are most underestimating about this merger is that the current trajectory Kohn is taking Playboy along is very 2021, and is extremely focused on growth. I believe the brand to be undervalued already, and when taking into consideration the trends in Millenial and Gen Z society, I think this brand is ready to once again become a market leader in its new sectors.
A comment I saw on another DD put it well: "If Kylie Jenner thinks its cool, it probably is". It sounds stupid, but the power of social media in conjunction with its recognized logo and brand mean you cannot underestimate this companies value and potential for both short term and long term growth. Coupled with the large cash injection of over $100M and a new focus on M&A, the upside really is potentially enormous. Personally i think it is somewhat criminal this company does not have a current valuation of close to a billion USD considering its recognition, and i think Kohn is the man to enable playboy to capitalise on their extremely unique position in a rapidly growing market.
The above stats are all taken from the Playboy investor presentation given by Ben Kohn here, (as said above I would encourage you all to look at this, it is very impressive), and from MCAC press releases that can be found here.

Albeit a week late, I want to share my 2021 portfolio for documentation purposes and for whoever is interested. I aimed to balance risk in this portfolio with some growth names and legacy plays. Down to brass tacks, I am putting my money in the highest quality companies (in my view) across a diverse set of industries I find attractive. Some of these names are overvalued in the short term. However, I have realized I am not in the business of beating Wall Street’s pricing, but would rather hold high-quality companies that I believe will grow faster that the market in the long term. In other words, I am totally fine paying a short-term premium for growth and quality. Below is a summary of the portfolio and big picture reasoning behind each investment. I'm definitely open to any feedback.

Company	Ticker	Entry Price	Exposure
ARK Genomic Revolution ETF	ARKG	$93.26	6.60%
CrowdStrike	CRWD	$211.82	11.78%
Disney	DIS	$181.18	10.53%
Enphase Energy	ENPH	$175.47	7.98%
Evolution Gaming Group	EVVTY	$101.02	12.77%
Facebook	FB	$273.16	11.05%
Redfin	RDFN	$68.63	10.41%
Teladoc	TDOC	$199.96	9.60%
Sea Ltd	SE	$199.05	14.09%
Waste Connections	WCN	$102.57	5.19%

ARK Genomic Revolution ETF (BATS: ARKG) - Invests in companies advancing genomics. The companies held in ARKG may develop, produce or enable: CRISPR, Targeted Therapeutics, Bioinformatics, Molecular Diagnostics, Stem Cells, Agricultural Biology.

• Innovative industry. Since 2003 the cost to sequence a human genome has dropped from nearly $3bn to less than $1,000. ARK believes that as costs continue to drop, genomic sequencing will become a standard of care in oncology. It will introduce more science into healthcare decision making, enable personalized medicine, and accelerate drug discovery. ARK estimates that genomic sequencing revenues will grow 43% at an annual rate, from $3.5bn last year to $21bn in 2024.
• Cathie Wood. She’s a beast stock picker. Out of all the ETFs she runs, her closest competitor trailed by 60%. Her worst ETF still doubled investors' money. Her strategy is to make investments into companies that she considers incredibly transformational and she has seen success doing it.

CrowdStrike (NASDAQ: CRWD) - Cybersecurity technology company that provides endpoint security, threat intelligence, and cyber attack response services.

• Best in class technology. Remember about a week ago a bunch of Russian hackers breached SolarWinds? The same hackers also tried to hack CrowdSrike at the same time but were unsuccessful. I’ve wandered on to a bunch of cybersecurity forums, and the general consensus is CrowdStrike has developed the best cybersecurity solution by miles. CRWD is the undisputed leader in cybersecurity.
• “Pick-and-shovel” investment into the world’s increasing digitization. Even in the absence of COVID, cybersecurity remains a key component of the world’s increasing digitization as cyberthreats have been an ongoing issue from the onset of the internet. In the last decade we have seen a bunch of hacks where companies have exposed sensitive customer information. It seems companies are just starting to realize the importance of cybersecurity.

Disney (NYSE: DIS) - Worldwide entertainment company that you all are probably familiar with.

• Reopening trade. In 2019, parks generated 45% of total operating income for DIS. Full reopening and attendance in parks will be slow, but certainly benefit DIS when it happens. The company has been executing on several other segments in the meantime (i.e. streaming). It has proved competitive, increasing the margin of safety if parks take longer to reopen.
• Fast-growing streaming division. DIS has proved agile as it successfully launched a streaming service, Disney+, that has already gained 86mn+ subscribers which was the company’s original 5 year target. This is promising as it shows management can adapt to rapidly changing technology trends.

Enphase Energy (NASDAQ: ENPH) - Designs and manufactures software-driven home energy solutions that span solar generation, home energy storage and web-based monitoring and control.

• Shift to clean energy; ENPH emerging as market leader. Going into 2021, sentiments towards solar have been at an all time high. This trend is expected to continue, especially after the Georgia run-off results. Solar firms are expected to benefit from extended tax incentives on both the consumer and producer ends.
• Technological advantage. ENPH has developed the industry leading solution and is rapidly taking market share from its primary competitor, SolarEdge. Pricing reflects this, but it's expected to continue. Among key competitors, Enphase has been one of the lowest cost producers. Its low-cost structure is a major contributing factor to its improving margins.

Evolution Gaming Group (OTC: EVVTY) - Swedish company that develops, produces, markets and licenses integrated B2B live casino solutions for gaming operators.

• Early mover advantage. Evolution’s lack of competition enables it to rapidly grow in new markets and create a loyal customer base, with high switching costs. The company has effectively grown EBITA margins from 41.6% in 1Q18 to 64.8% in 3Q20. Margin expansion is expected to continue.
• Massive untapped markets. Europe is estimated to be around $2.5bn (EVVTY has 50% market share), Asian market is ~15x the size of Europe (150% YoY growth for EVVTY in Asia). North America’s market is ~$210mn, a 42% increase YoY, with NJ and PA the only states currently operating (NY looks promising). Management thinks the US will be the largest in the long-term.
• Undetected from Wall Street. Evolution has almost no analyst coverage in the US and very minimal coverage in Europe, presenting opportunity for additional growth as institutional money managers recognize this opportunity and draw attention to the stock. Additionally, Evolution has a founder-led management team that is highly aligned with shareholders (mgmt owns over 30% of the stock).

Facebook (NASDAQ: FB) - Enables people to connect through devices. It’s products include Facebook, Instagram, Messenger, WhatsApp and Oculus.

• Zuck. It’s not a question of who is the next Jobs/Bezos/Gates/Zuck, because Zuck is super young. He has a history of being able to execute: IG acquisition / transition from desktop to mobile / denying multiple acquisition opportunities in his twenties.
• Undervalued. FB is the cheapest among the FAANG stocks, yet has some of the highest growth rates. This is mainly because of its continuous political scandals. With Trump out of office, I think FB has a chance to stay out of trouble and start to realize higher multiples. The antitrust lawsuit is not a threat imo, it is actually an opportunity. If the govt forces FB to break up, we would get shares in the spin-offs, which would be valued at a higher multiple than FB. For example, if Instagram spun off from FB and traded at the same multiple as SNAP, Instagram’s market cap would be larger than FB’s.

Redfin Corporation (NASDAQ: RDFN) - Provides residential real estate brokerage services.

• Digitization of Real Estate (i.e. “iBuying”). Technology in RE is moving from being informational to transactional. Redfin’s iBuying service is dubbed “RedfinNow.” The service basically buys homes from sellers looking for a quick and convenient sale (close deals within 10-30 days). This segment isn’t profitable yet as it is just getting started, but promising as the management adapts to technology trends.
• Inter-US Migration and housing outlook. People are moving out of the cities because of COVID / trying to avoid taxes / etc. which increases demand for Redfin’s services. With interest rates extremely low (and no expectation for them to increase), homebuying demand should continue to grow.
• RDFN most attractively valued compared to Z and OPEN, with the most upside potential given its market cap ~$7bn. Some are predicting RDFN might start offering rental services as well. RDFN has the best LT margin potential.

Teladoc Health (NYSE: TDOC) - Provides virtual healthcare services on a B2B basis to its clients and provides services to consumers directly and through channel partners.

• Competitive positioning in industry ripe for disruption. Healthcare is a huge market yet to be significantly disrupted. COVID has accelerated this disruption. Providers who were once opposed to telemedicine now realize its benefits and several regulatory changes are promising for telemedicines growth potential. Medicare and other government-sponsored coverage is expected to include telemedicine benefits, increasing TDOC’s TAM.
• Livongo acquisition. From the consumer POV, this will increase access to healthcare at a lower cost. Teladoc will have access to a larger amount of data it can interpret to refine its services and monetization strategies.

Sea Ltd (NYSE: SE) - Digital entertainment, electronic commerce, and digital financial services. The Company operates three business segments: Garena, Shopee, and SeaMonkey. The Company’s digital entertainment business, Garena, is a global game developer and publisher with a presence in Southeast Asia, Taiwan, and Latin America. Garena provides access to mobile and personal computer online games. Shopee provides users with a shopping environment that is supported by integrated payment, logistics, fulfillment, and other value-added services. SeaMonkey business is a digital financial services provider. SeaMonkey offers e-wallet services, payment processing, credit related digital financial offerings, and other financial products.

• Diversified consumer internet company with market-leading position. Sea caters to Southeast Asia and Taiwan, providing its online gaming, e-commerce, and payment platforms. Shopee has overtaken competitors, it is widening its market share lead. ESports is a rapidly growing market (15.7% YoY to $1.1bn in 2020) and Sea is outpacing market growth.
• Pay for quality. The best companies keep going up for years in a row, and I think Sea is in the early stages of being classified as such a company. It’s worth $100bn but has effectively proved its ability to identify opportunities and expand business lines.
• Still early stages of developing its consumer banking business, so we get the security of a bigger, established company with upside for an additional, lucrative business line such as fintech.

Waste Connections Inc. (NYSE: WCN) - Waste services company that provides non-hazardous waste collection, transfer, disposal and recycling services.

• Recession resilient; re-opening trade. The waste management industry is recession resilient, it will always be around.
• Non-hazardous waste collection. With a progressive government likely to push climate initiatives, recycling and non-hazardous waste collection are likely to benefit on the back end.
• WCN has a large moat; there isn’t much of a competitive threat the way the industry operates. Management’s strategy is to generally only spend what FCF is available. This enables the company to make acquisitions while handling its debt load. Great for stable growth.

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P.S. I have two other accounts - one with about 40 growth stocks and another with about 10 big names / ETFs. However, this portfolio has the largest allocation for 2021. My first time trying a more concentrated approach.

Team has been involved in a substantial number of the digital media, sports, entertainment, leisure and gaming industries’ most significant merger and acquisition transactions, holding key positions at, and transacting with Scientific Games Corp, Inspired Gaming Group, FOX Bets, Ocean Casino Resort, Resorts International Holdings, PokerStars, DraftKings, Mohegan Sun, Caesars Entertainment Corporation, Harrah’s Entertainment, Tropicana Entertainment, Inc., TSG/Sky Betting & Gaming, Facebook, Inc, Wynn Resorts, Dubai World/MGM Resorts
Here's all the Bios. These guys are stellar! TEKK closed at $10.30 today. Still cheap!
If you don't like to read... you don't like to make money!!!!
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Matthew Davey — Chief Executive Officer and Director
Mr. Davey has over 25 years of experience within the digital media, sports, entertainment, leisure and gaming ecosystems, as well as experience in the public sector. He is an experienced public company executive officer and board member. He has served in executive management positions across the gaming technology arena. Over the course of Mr. Davey’s career, he oversaw more than ten mergers and acquisitions and over $1.2 billion in debt and equity capital raised to support the companies he has led.
Most recently, Mr. Davey was Chief Executive Officer of SG Digital, the Digital Division of Scientific Games Corp. (“Scientific Games”) (Nasdaq: SGMS). SG Digital was established following the purchase by Scientific Games of NYX Gaming Group Limited (“NYX”) (formerly TSXV: NYX), where Mr. Davey served as Chief Executive Officer and Director. The NYX acquisition provided Scientific Games with a vehicle to significantly accelerate the scale and breadth of its existing digital gaming business, including the strategic expansion into sports betting. In his capacity as Chief Executive Officer of NYX, Mr. Davey developed and implemented a corporate strategy that generated strong revenue growth. Mr. Davey shaped company strategy to focus on digital gaming supplier platforms and content that provided various gaming operators with the underlying gaming and sports betting systems for their online gaming business. In 2014, Mr. Davey oversaw the initial public offering of NYX, and his experience in the digital media, sports, entertainment, leisure and gaming industries helped NYX recognize momentum as a public company. After the public offering, from 2014 to 2018, Mr. Davey oversaw seven acquisitions which helped establish NYX as one of the fastest growing global B2B real-money digital gaming and sports betting platforms. These acquisitions included:
• OpenBet: In 2016, NYX completed the $385 million acquisition of OpenBet. This was one of the more complex and transformative acquisitions that Mr. Davey oversaw at NYX. Through securing co-investments from William Hill (LSE: WMH), Sky Betting & Gaming and The Stars Group (formerly Nasdaq: TSG, TSX: TSGI), Mr. Davey was able to get the acquisition from Vitruvian Partners completed successfully, winning the deal against much larger and well capitalized competitors. By combining two established and proven B2B betting and gaming suppliers, NYX was well positioned to provide customers with exciting player-driven solutions across all major product verticals and distribution channels. This allowed NYX to become the leading B2B omni-channel sportsbook platform in the market and the supplier to over 300 gaming operators globally with an extensive library of desktop and mobile game titles, including more than 700 on NYX platforms and more than 2,000 on the OpenBet platform.
• Cryptologic/Chartwell: In 2015, NYX completed the $119 million acquisition of Cryptologic and Chartwell. The acquisition provided NYX with more than 400 titles of additional leading gaming content, a broader customer base, and direct exposure to PokerStars and Intercasino, part of the Gamesys Group (LSE: GYS) — two of the world’s largest online casino offerings.
• OnGame: In 2014, NYX completed the distressed acquisition of OnGame, a premier poker content, platform and service provider. This acquisition provided NYX with one of the best poker products in the industry, access to several regulated jurisdictions, and a valuable talent pool that was instrumental in the growth of NYX. The addition of OnGame further established a path for NYX to continue its growth in both European and U.S. markets.
These acquisitions, together with meaningful organic growth, increased NYX’s revenue from $24 million in 2014 to $184 million annualized in 2017. During that time, Mr. Davey helped build NYX to have over 200 customers in the global gaming industry and a team of 1,000 employees. Mr. Davey’s success at NYX ultimately led to its sale to Scientific Games for $631 million in 2018.
Mr. Davey joined Next Gen Gaming, the predecessor to NYX, in 2000 as the Vice President of Technology, was appointed as Executive Director in 2003 and named Chief Executive Officer in 2005. Prior to that, he was the Senior Consultant for Access Systems, a company that specializes in the provision of back-end software for licensed online casinos. Prior to joining Access, Mr. Davey worked for the Northern Territory Government specializing in matters pertaining to the internet and e-commerce along with roles in the Department of Racing and Gaming. Mr. Davey received a Bachelor of Electrical & Electronic Engineering from Northern Territory University, Australia (also known as Charles Darwin University).
Robin Chhabra — President
Mr. Chhabra has been at the forefront of corporate acquisition activity within the digital gaming landscape for over a decade. His prior experience includes leading corporate strategy, M&A, and business development at two of the global leaders in the digital gaming industry, The Stars Group (“TSG”) and William Hill, and a leading supplier, Inspired Gaming Group (Nasdaq: INSE). Mr. Chhabra served on the Group Executive Committees of each of these companies. From 2017 to May 2020, Mr. Chhabra served as Chief Corporate Development Officer at TSG and, from 2019 to August 2020, he also served as the Chief Executive Officer of Fox Bet, a leading U.S. online gaming business which is the product of a landmark partnership between TSG and FOX Sports, a transaction which he led. During that period, Mr. Chhabra led several transactions which transformed TSG into the largest publicly listed online gambling operator in the world by both revenue and market capitalization and one of the most diversified from a product and geographic perspective with revenues of over $2.5 billion. Mr. Chhabra’s M&A experience is extensive and covers multiple global geographies across the digital gaming value chain and includes the following:
• TSG/Flutter Entertainment Merger: In 2019, Mr. Chhabra led the TSG M&A team that was responsible for TSG’s $12.2 billion merger with Flutter Entertainment (LSE: FLTR). The merger between TSG and Flutter Entertainment is the largest transaction in the digital gaming industry to date. The combination created the largest publicly listed online gaming company with approximately 13 million active customers and leading product offerings, which include sports betting, online casino, fantasy sports and poker. The combined entity includes some of the world’s most iconic digital gaming brands such as Fanduel, Fox Bet, Sky Bet, PaddyPower, Betfair, PokerStars and SportsBet. TSG/Flutter Entertainment is one of the most geographically diverse digital gaming and media companies with leading positions in the United States, United Kingdom, Australia, Ireland, Italy, Spain, Germany and Georgia.
• TSG/Sky Betting and Gaming (“SBG”): In 2018, Mr. Chhabra led the acquisition of SBG from CVC Capital Partners and Sky plc, Europe’s largest media company, in a transaction valued at $4.7 billion. At the time of the acquisition SBG was the largest mobile gambling operator in the United Kingdom and one of the fastest growing of the major operators having doubled its online market share in three years. The acquisition of SBG provided TSG with (a) greater revenue diversification, significantly enhanced expertise and exposure to sports betting just ahead of the judicial overturn of The Professional and Amateur Sports Protection Act of 1992 (PASPA) by the U.S. Supreme Court, (b) a leading position within the United Kingdom, the world’s largest regulated online gaming market, (c) improved products and technology as a result of the addition of SBG’s innovative casino and sports book offerings and a portfolio of popular mobile apps, and (d) expertise in deeply integrating sports betting with leading sports media companies, positioning TSG to create more engaging content, deliver faster growth and decrease customer acquisition costs.
• William Hill (LSE: WMH): At William Hill, from 2010 to 2017, Mr. Chhabra served as Group Director of Strategy and Corporate Development where he led several transactions which contributed to William Hill’s transformation from a land-based gambling operator in the United Kingdom to a leading online-led international business. Mr. Chhabra led William Hill’s entry into the U.S. sports betting and online lottery markets with the acquisition of four businesses, including the simultaneous acquisitions of three U.S. sportsbooks, Cal Neva, American Wagering and Brandywine Bookmaking, in 2011 for an aggregate purchase price of $55 million. These businesses ultimately led William Hill to achieve a leading position in the U.S. sports betting market with a market share of 24% in 2019. Additionally, Mr. Chhabra played a key role in structuring William Hill’s successful joint venture with PlayTech Plc (LSE: PTEC) in 2008. The combined entity created one of the largest online gambling businesses in Europe at the time of its formation and led to William Hill’s buyout of Playtech’s interest for $637 million in 2013. Prior to the transaction, William Hill had struggled in its attempt to establish a strong online gaming platform and a meaningful presence outside the United Kingdom.
Mr. Chhabra has also successfully completed four transactions worth over $1.2 billion in Australia, the world’s second largest regulated online gambling market, and various partnerships in Asia. Additionally, he completed several technology and media related transactions, including William Hill’s investment in NYX, where he worked with Mr. Davey on NYX’s transformational acquisition of OpenBet.
Prior to working in the gaming sector, Mr. Chhabra was an equities analyst and a management consultant. Mr. Chhabra received a Bachelor of Science in Economics from the London School of Economics and Political Science.
Eric Matejevich — Chief Financial Officer
Mr. Matejevich is a seasoned gaming executive with extensive experience in both the online gaming and traditional casino industries. From February to August 2019, he served as Trustee and Interim-Chief Executive Officer of Ocean Casino Resort (“Ocean”) (formerly Revel Casino, which had a construction cost of $2.4 billion) in Atlantic City, where he successfully led the management team through an ownership change and operational turnaround effort. Over the course of seven months, Mr. Matejevich managed to reduce the property’s weekly cash burn of $1.5 million to an annualized cash flow run rate in excess of $20 million.
Prior to Ocean, from 2016 to 2018, Mr. Matejevich served as the Chief Financial Officer of NYX. At NYX, he focused his efforts on integrating the company’s many acquisitions and multiple debt refinancings to simplify its capital structure and provided liquidity for growth initiatives. Additionally, Mr. Matejevich was instrumental to the executive team that sold NYX to Scientific Games for $631 million.
Prior to NYX, from 2004 to 2014, Mr. Matejevich was the Chief Financial Officer of Resorts International Holdings and later, from 2011, also the Chief Operating Officer of the Atlantic Club Casino, a property under the Resorts International Holdings umbrella — a Colony Capital (NYSE: CLNY) entity. As Chief Financial Officer, he provided managerial oversight for all finance functions for a six-property casino company with annual gaming revenue exceeding $1.3 billion, 10,000 gaming positions, 7,000 hotel rooms and over 11,000 staff members during his tenure. Mr. Matejevich led the transition effort to integrate a four-casino, $1.3 billion acquisition from Harrah’s Entertainment and Caesars Entertainment (Nasdaq: CZR). As Chief Operating Officer of Atlantic Club, he lobbied for and was successful in obtaining the first internet gaming legislation passed in the United States. The Atlantic Club was the sole New Jersey casino proponent of the legislation.
Prior to serving in various gaming positions, Mr. Matejevich was a Vice President of High Yield Research for Merrill Lynch, where he managed the corporate bond research effort for the gaming and leisure sectors and marketed high yield and other debt transactions totaling $4.8 billion. Mr. Matejevich received a Bachelor of Science in Economics from The Wharton School and a Bachelor of Arts in International Relations from The College of Arts and Sciences at the University of Pennsylvania.
Our Board of Directors
Morris Bailey — Chairman
Over the past 10 years, Mr. Bailey has been a leader in turning around Atlantic City, as well as being among the first gaming executives to embrace online gaming and sports betting in the United States. In his efforts, Mr. Bailey partnered with two of the largest digital gaming companies in the world, PokerStars, part of the Stars Group, and DraftKings (Nasdaq: DKNG). In 2010, Mr. Bailey bought Resorts Atlantic City (“Resorts”) and initiated a comprehensive renovation which allowed for the property to be rebranded and repositioned. In 2012, Mr. Bailey signed an agreement with Mohegan Sun to manage the day-to-day operations of the casino. In addition to Mohegan Sun’s operational expertise and ability to reduce costs via economies of scale, Resorts gained access to their robust customer database. Soon thereafter, Mr. Bailey and his team focused on bringing online gaming to the property. In 2015, Resorts established a platform to engage in online gaming by partnering with PokerStars, now part of the $24 billion Flutter Entertainment, PLC (LSE: FLTR), to operate an online poker room in Atlantic City. In 2018, Resorts announced deals with DraftKings and SBTech to open a sportsbook on-property and online. For 2020 year-to-date, Resorts has performed in the top quartile in internet gross gaming revenue in New Jersey. Mr. Bailey’s efforts in New Jersey helped set the framework for expansion of online sports and gaming throughout the United States.
In addition to his gaming interests, Mr. Bailey has over 50 years of experience in all facets of real estate development, asset M&A, capital markets and operations and is the founder, Chief Executive Officer and Principal of JEMB Realty, a leading real estate development, investment and management organization. Mr. Bailey has notable investment experience within the energy, finance and telecommunications sectors through investments in the Astoria Energy Plant, Basis Investment Group and Xentris Wireless.
Tony Rodio — Director Nominee
Mr. Rodio has nearly four decades of experience in the gaming industry. Most recently, Mr. Rodio served as the Chief Executive Officer and director of Caesars Entertainment Corporation (“Caesars”) (Nasdaq: CZR), one of the world’s most diversified casino-entertainment providers and the most geographically diverse U.S. casino-entertainment company, from April 2019 until its acquisition by Eldorado Resorts, Inc. in July 2020. Mr. Rodio led Caesars through its $17.3 billion merger with Eldorado Resorts, one of the largest transactions in the gaming industry to date. Additionally, Mr. Rodio was instrumental to Caesars’ expansion into the digital gaming industry and oversaw the implementation of new digital segments such as its Scientific Games powered retail sportsbook solution that now operates in various states throughout the U.S. From October 2018 to May 2019, Mr. Rodio served as Chief Executive Officer of Affinity Gaming. Prior to Affinity Gaming, he served as President, Chief Executive Officer and a director of Tropicana Entertainment, Inc. (“Tropicana”) for over seven years, where he was responsible for the operation of eight casino properties in seven different jurisdictions. During his time at Tropicana, Mr. Rodio oversaw a period of unprecedented growth at the company, improving overall financial results with net revenue that increased more than 50% driven by both operational improvements and expansion across regional markets. Mr. Rodio led major capital projects, including the complete renovation of Tropicana Atlantic City and Tropicana’s move to land-based operations in Evansville, Indiana. Each of these initiatives, among others, generated substantial value for Tropicana. Ultimately, Mr. Rodio’s efforts at Tropicana led to its sale to Eldorado Resorts in 2018 for $1.85 billion. Prior to Tropicana, Mr. Rodio held a succession of executive positions in Atlantic City for casino brands, including Trump Marina Hotel Casino, Harrah’s Entertainment (predecessor to Caesars), the Atlantic City Hilton Casino Resort and Penn National Gaming. He has also served as a director of several professional and charitable organizations, including Atlantic City Alliance, United Way of Atlantic County, the Casino Associations of New Jersey and Indiana, AtlantiCare Charitable Foundation and the Lloyd D. Levenson Institute of Gaming Hospitality & Tourism. Mr. Rodio brings extensive knowledge of and experience in the gaming industry, operational expertise, and a demonstrated ability to effectively design and implement company strategy. Mr. Rodio received a Bachelor of Science from Rider University and a Master of Business Administration from Monmouth University.
Marlon Goldstein — Director Nominee
Mr. Goldstein is a licensed attorney with nearly 20 years of experience in the gaming space. He joined The Stars Group (Nasdaq: TSG)(TSX: TSGI) in January 2014 as its Executive Vice-President, Chief Legal Officer and Secretary until his retirement from the company in July 2020 following the merger of TSG with Flutter Entertainment, PLC (LSE: FLTR). Mr. Goldstein also previously served as the Executive Vice-President, Corporate Development and General Counsel of TSG. Mr. Goldstein was also the senior TSG executive based in the United States and was one of the primary architects of TSG’s strategic vision for its U.S.-facing business. During his tenure, TSG grew from an approximately $500 million market-cap company to an approximately $7 billion market-cap company through a combination of organic growth and strategic mergers and acquisitions. Mr. Goldstein participated in numerous M&A transactions and capital markets offerings at TSG, including several transformational transactions in the digital gaming industry. Notable transactions in which Mr. Goldstein was involved include:
• TSG/Flutter Merger: In 2019, TSG merged with Flutter for a $12.2 billion transaction value, the largest transaction in the digital gaming industry to date.
• TSG/Fox Bet Partnership: In 2019, TSG entered into a partnership with FOX Sports to create FOX Bet in the U.S., a leading U.S. online gaming business. Wall Street Research estimates an approximate $1.1 billion valuation for Fox Bet post-partnership with The Stars Group.
• TSG/Sky Betting & Gaming: In 2018, TSG acquired Sky Betting & Gaming, the largest mobile gambling operator in the United Kingdom at the time, for $4.7 billion.
• TSG/CrownBet and William Hill: In 2018, TSG simultaneously acquired CrownBet and William Hill, two Australian operators, for a total of $621 million in a multi-part transaction.
• TSG/PokerStars and Full Tilt Poker: In 2014, TSG acquired The Rational Group, which operated PokerStars and Full Tilt and was the world’s largest poker business, for $4.9 billion.
Through his ability to legally structure large and complex transactions, Mr. Goldstein was integral to TSG’s vision of becoming a full-service online gaming company. Additionally, he assisted in structuring TSG’s capital markets activity, which generated liquidity for acquisitions and strengthened its balance sheet.
Prior to joining TSG, Mr. Goldstein was a principal shareholder in the corporate and securities practice at the international law firm of Greenberg Traurig P.A., where he practiced for almost 13 years. Mr. Goldstein’s practice focused on corporate and securities matters, including mergers and acquisitions, securities offerings, and financing transactions. Additionally, Mr. Goldstein was the founder and co-chair of the firm’s Gaming Practice, a multi-disciplinary team of attorneys representing owners, operators and developers of gaming facilities, manufacturers and suppliers of gaming devices, investment banks and lenders in financing transactions, and Indian tribes in the development and financing of gaming facilities.
Mr. Goldstein brings experience and insight that we believe will be valuable to a potential initial business combination target business. Mr. Goldstein received a Bachelor of Business Administration with a concentration in accounting from Emory University and a Juris Doctorate with highest honors from the University of Florida, College of Law.
Sean Ryan — Director Nominee
Mr. Ryan is a digital media and technology operator with extensive global experience in online payments, e-commerce, marketplaces, mobile ad networks, digital games, enterprise collaboration platforms, blockchain, real money gaming and online music. Since 2014, Mr. Ryan has been serving as Vice President of Business Platform Partnerships at Facebook, Inc. (“Facebook”) (Nasdaq: FB), where he leads a more than 500 person global organization that manages the Payments, Commerce, Novi/Blockhain, Workplace and Audience Network businesses. Prior to his current role, Mr. Ryan was hired in 2011 as the Director of Games Partnerships to lead and grow the global Games business at Facebook. While the Director of Games Partnerships, Mr. Ryan focused on re-shaping Facebook’s games and monetization strategies to derive more value for Facebook, its users and its partners, including the addition of a Real Money Gaming offering in regulated markets. Mr. Ryan’s team helped accelerate a major trend in engagement through cross-platform games and therefore the opportunity to increase users through establishing games on multiple platforms. Prior to joining Facebook, Mr. Ryan created the new social and mobile games division at News Corp, an American multinational mass media corporation controlled by Rupert Murdoch. While at News Corp, Mr. Ryan led the acquisition of Making Fun, a San Francisco social-game start-up, that created News Corp’s games publishing division.
Before joining News Corp., Mr. Ryan founded multiple digital businesses such as Twofish, Meez, Open Wager and SingShot Media. Mr. Ryan co-founded Twofish in 2009, a virtual goods and services platform that provided developers with data analytics and insights for individual application’s digital economies. Twofish was later sold to online payments provider Live Gamer, where Mr. Ryan served on the board of directors. From 2005 to 2008, Mr. Ryan founded and led Meez.com, a social entertainment service combining avatars, web games and virtual worlds. The white label social casino gaming company Open Wager was spun out of Meez and was later sold to VGW Holdings, Mr. Ryan also co-founded SingShot Media, an online karaoke community, which was sold to Electronic Arts (Nasdaq: EA) and merged into its Sims division.
We believe Mr. Ryan’s experience will be valuable to a potential initial business combination target and would provide an expanded perspective on the digital gaming landscape. Mr. Ryan received a Bachelor of Arts from Columbia University and a Master of Business Administration from the University of California, Los Angeles.
Tom Roche — Director Nominee
Mr. Roche has more than 40 years of experience in the gaming industry as a regulator, advisor and independent auditor. Mr. Roche joined Ernst & Young (“EY”) as a partner in 2003 and opened its Las Vegas office. He was subsequently appointed as the Office Managing Partner and Global Gaming Industry Market Leader. In 2016, Mr. Roche relocated to the EY Hong Kong office to supervise the expansion of the EY Global Gaming Industry practice in the Asia Pacific region. Mr. Roche has been integral to numerous transactions that have shaped the current gaming landscape, including:
• Wynn Resorts (Nasdaq: WYNN) initial public offering: Mr. Roche was the lead partner on Wynn Resort’s initial public offering, which raised $450 million in 2002.
• Harrah’s Entertainment/Apollo Management Group & Texas Pacific Group: Mr. Roche headed the regulatory advisory services on the buyout of Harrah’s Entertainment, the world’s largest casino company at the time, for $17.1 billion.
• Dubai World/MGM Resorts: Mr. Roche headed the regulatory and due diligence advisory services to Dubai World in its approximately $5.1 billion investment in MGM. Dubai World bought 28.4 million MGM shares, or 9.5 percent of the casino operator, for $2.4 billion. It then invested $2.7 billion to acquire a 50% stake in MGM’s CityCenter Project, a $7.4 billion 76-acre Las Vegas development of hotels, condos and retail outlets.
• MGM Growth Properties (NYSE: MGP) initial public offering: Mr. Roche provided tax and structural transaction services to MGM Resorts in the creation of MGM Growth Properties, a publicly traded REIT engaged in the acquisition, ownership and leasing of large-scale destination entertainment and leisure resorts. MGM Growth Properties raised $1.05 billion in its 2016 initial public offering.
Mr. Roche also directed EY advisory services to boards and management teams for profit improvement and technology related initiatives. In addition, Mr. Roche provided advisory support to the American Gaming Association on several research projects, including those specifically related to sports betting, the revocation of The Professional and Amateur Sports Protection Act of 1992 (PASPA) and anti-money laundering best practices in the gaming industry. Equally, he has assisted government agencies in numerous international locations with enhancing their regulatory approach to governing the industry especially in the online gambling sector.
Prior to joining Ernst & Young, Mr. Roche served as Deloitte’s National Gaming Industry Leader and as the co-head of Andersen’s Gaming Industry Practice in Las Vegas. In 1989, Mr. Roche was appointed by then Governor of the State of Nevada, Robert Miller, to serve as one of three members of the Nevada State Gaming Control Board for a four-year term, where he was directly responsible for the Audit and New Games Lab Divisions. As a board member, he spent a substantial amount of time assisting global jurisdiction regulators enact gaming legislation in the design of their regulatory structure. During his career, Roche has been involved in numerous public and private offerings of equity and debt securities. His background includes providing casino regulatory consulting services to casino licensees and to federal and state agencies including the National Indian Gaming Commission and the Nevada State Gaming Control Board, and industry associations such as the Nevada Resort Association and the American Gaming Association.
We believe Mr. Roche’s highly regarded reputation as a gaming auditor and advisor in the gaming industry will be valuable for us and a potential business combination target. Mr. Roche is a member of the American Institute of Certified Public Accountants and is licensed by the Nevada State Board of Accountancy and Mississippi State Board of Public Accountancy. He received his Bachelor of Science degree in Accounting from the University of Southern California.

If anyone familiar with sports online betting like DraftKings (DKNG) recently SPAC merger,Golden Nugget Online Gaming Announces Redemption of Public Warrants.
As online gaming expands i use Golden Nugget Online to place my bets whether it be for MMA, boxing, football, hockey, etc...... Pretty intuitive and they take exchange through crypto as well.
I would definitely recommend jumping on this stock before they take off like Draftkings!
HOUSTON, Feb. 4, 2021 /PRNewswire/ -- Golden Nugget Online Gaming, Inc. (Nasdaq: GNOG) ("GNOG" or the "Company") today announced that it will redeem all of its outstanding public warrants (the "Public Warrants") to purchase shares of the Company's Class A common stock (the "Common Stock") that were issued under the Warrant Agreement, dated as of May 6, 2019 (the "Warrant Agreement"), by and between the Company and Continental Stock Transfer & Trust Company, as warrant agent and transfer agent ("Continental"), and that remain outstanding following 5:00 p.m. New York City time on March 8, 2021 for a redemption price of $0.01 per warrant. Warrants that were issued under the Warrant Agreement in a private placement and held by the founders of the Company are not subject to this redemption.
Under the terms of the Warrant Agreement, the Company is entitled to redeem all of its outstanding Public Warrants for $0.01 per Public Warrant if the reported closing price of the Company's Common Stock is at least $18.00 per share on each of twenty trading days within a thirty trading day period ending on the third trading day prior to the date on which a notice of redemption is given. This performance threshold was achieved following the market close on January 28, 2021.
All outstanding Public Warrants may be exercised by the holders thereof until 5:00 p.m. New York City time on March 8, 2021, to purchase shares of the Common Stock, at the exercise price of $11.50 per share, payable in cash.
At the direction of the Company, Continental Stock Transfer and Trust Company, in its capacity as warrant agent, has mailed a notice of redemption to each of the registered holders of the outstanding Public Warrants. Holders of Public Warrants in "street name" should immediately contact their broker to determine their broker's procedure for exercising their Public Warrants since the process to exercise is voluntary.
The shares of Common Stock underlying the Public Warrants have been registered by the Company under the Securities Act of 1933, as amended, and are covered by a registration statement filed on Form S-1 with, and declared effective by, the Securities and Exchange Commission (Registration No. 333-252362).
Questions concerning redemption and exercise of the Public Warrants can be directed to Continental Stock Transfer & Trust Company, 1 State Street, 30th Floor, New York, New York 10004, Attention: Compliance Department, telephone number (212) 509-4000.
This press release shall not constitute an offer to sell or the solicitation of an offer to buy any GNOG securities and shall not constitute an offer, solicitation or sale in any jurisdiction in which such offering, solicitation or sale would be unlawful.
About Golden Nugget Online Gaming
Golden Nugget Online Gaming is a leading online gaming company that is considered a market leader by its peers and was first to bring Live Dealer and Live Casino Floor to the United States online gaming market. GNOG was the past recipient of 15 eGaming Review North America Awards, including the coveted "Operator of the Year" award in 2017, 2018, 2019 and 2020.
Forward Looking Statements
This press release contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, or the Securities Act, and Section 21E of the Securities Exchange Act of 1934, as amended, or the Exchange Act, about us and our industry that involve substantial risks and uncertainties. All statements other than statements of historical facts contained in this press release, including statements regarding guidance, our future results of operations or financial condition, business strategy and plans, user growth and engagement, product initiatives, and objectives of management for future operations, and the impact of COVID-19 on our business and the economy as a whole, are forward-looking statements. In some cases, you can identify forward-looking statements because they contain words such as "anticipate," "believe," "contemplate," "continue," "could," "estimate," "expect," "forecast," "going to," "intend," "may," "plan," "potential," "predict," "project," "propose," "should," "target," "will," or "would" or the negative of these words or other similar terms or expressions. We caution you that the foregoing may not include all of the forward-looking statements made in this press release.
You should not rely on forward-looking statements as predictions of future events. We have based the forward-looking statements contained in this press release primarily on our current expectations and projections about future events and trends, including the ongoing COVID-19 pandemic that we believe may affect our business, financial condition, results of operations, and prospects. These forward-looking statements are not guarantees of future performance, conditions or results, and involve a number of known and unknown risks, uncertainties, assumptions and other important factors, many of which are outside GNOG's control, that could cause actual results or outcomes to differ materially from those discussed in the forward-looking statements. Important factors, among others, that may affect actual results or outcomes include the inability to recognize the anticipated benefits of the Company's business combination; costs related to the business combination; the inability to maintain the listing of GNOG's shares on Nasdaq; GNOG's ability to manage growth; GNOG's ability to execute its business plan and meet its projections; potential litigation involving GNOG; changes in applicable laws or regulations, particularly with respect to gaming; general economic and market conditions impacting demand for GNOG's products and services, and in particular economic and market conditions in the media / entertainment / gaming / software industry in the markets in which GNOG's operates; the potential adverse effects of the ongoing global coronavirus (COVID-19) pandemic on capital markets, general economic conditions, unemployment and GNOG's liquidity, operations and personnel, as well as risks, uncertainties, and other factors described in the section entitled "Risk Factors" in GNOG's filings with the SEC, which are available on the SEC's website at www.sec.gov. Additional information will be made available in other filings that we make from time to time with the SEC. In addition, any forward-looking statements contained in this press release are based on assumptions that we believe to be reasonable as of this date. We undertake no obligation to update any forward-looking statements to reflect events or circumstances after the date of this press release or to reflect new information or the occurrence of unanticipated events, including future developments related to the COVID-19 pandemic, except as required by law.
SOURCE Golden Nugget Online Gaming, Inc.
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Lately the extreme leftist Armenians (usually whitewashed, Westernized or NGO shills) engaged an attempt to rewrite and redefine on what Armenian traditional family life means. This is mostly consisted of cheap misrepresentations and presenting the worst examples as being the main drive of our traditional family life - which actually in reality proves to be more stable, lovely and meaningful than the current Western family life that mostly got deconstructed by the academic, cultural and media influences of Cultural Marxism, harmful parts of capitalism/hypermaterialism/consumerism, feminism and egocentrism/hedonism that replaced any sense of belonging and higher transcendent ethnic goals.
Problem with "liberalism" is that it gives people the illusion of choice while this "choice" is mostly decided by the dominant corporates and globalist powerstructures that give the mass selective ideas of "freedom" (through controlled/conformistic ideas that are pushed by their institutions of education, artificial mass-cultures & media). Most people rather let others think for thems & follow their lusts.Thats why any administration that loves the well being of it's own people needs to have a defense-mechanism against external threats & subversive elements that damage the cultural and religious values of your nation (which are essential for the continuation of your ethnic group). It was evident that Armenians were easy to manipulate in 2018 by the effective Western ideologic imperialism and didnt understand the socio-cultural harmful parts of "liberalism" (especially for a country like Armenia that can't afford to be weakened and fragmentized).Western "liberalism" also gives room for other influential parties to spread degeneracy among your people (this happend to Armenia with all these Soros lackeys infiltrating in our government). We cant let the current globalist օտարամոլ traitors of Nikols party rule us any longer. You can also clearly see the negative results of "liberalism" in our diasporan communities where many of our young Armenians are alienated from our traditional culture & rather LARP the values & ideologies of white liberals. Many of them have severe identity-crisises due to this & then call your culture "outdated", "bigoted" & "archaic" for the sole reason that it doesnt represent their "progressive" standards. Liberals and fake neo-conservatists are the true colonizers of the modern world, while the most European nationalists just want their own space. There are many examthes in this document on why certain Western liberal doctrines should be rejected in order to protect the moral and cultural well being of your people. Liberal-progressivist Armenians should wake up from their ideologic arrogance and realize that we cant afford to culturally and morally weaken ourselves. The CM methods are meant to deconstruct our essential values and replace them with what the political Western elite wants.
West-Europeans have ruined many unique cultures in the past by Westernizing/Colonizing them and trying to make them behave and think like them. They still try to do the same by using their political and media influences (to reach Ideologic Western Hegemony > their code word for this agenda is Cultural Globalism, political liberalism/progressivism or mass culture). For example: the Brits used Westernized Indish lackeys for their colonial/imperialistic interests by giving them power and the idea that they are superior over other Indians who wished to stay true to their cultural principles (Im sure any there should ring a bell to any Armenian EU-NGO shill reading this). Be an individual for heavens sake, there is no pride in being a tool of foreign group of people who dont care about Armenia or Armenians (its their own idoelogic, political and cultural agenda that has the priority).
Thats why we non-Western PoC that value our traditionalistic cultures need to have a more aggressive tone and approach towards their indoctrination methods (cultural whitewashing/assimilation), so that we dont fall for the same cultural deconstruction proces that happend to many authentic cultures who were assimilated and Westernized by white West-Europeans (you can compare the contemporary Melting Pot tactics to this development). If you’re proud of your traditionalistic culture say it out loud! You will not conquer us ideologically, culturally or spiritually (by spreading your void, liberalism and nihilism) and we will stay true to ourselves even if it means literally fighting you! Dont trust white liberals, they are just as arrogant like their ancestors who thought that you’re a savage if you didnt submit to their “progressivism”.
The Rebirth of the Armenian Soul in the Modern Era : The Struggle For Survival of The Armenian Diaspora.
The imprortance of a New Cultural Awakening and a Revolution against Cultural assimilation and ideologic liberal colonialism.
The fundaments of Armenian nationalism, cultural standards, the Armenian Honour Codes and political guidelines of the Armenian Renaissance movement.

1. Family and community are the cornerstones of the society and the guarantee of having a future for the Armenians. Starting a family and having as many children as possible must be encouraged at all time and by any means. This also implies not giving postmodern Western anti-family values any space in Armenia or in our diaspora.
   
2. Armenian nationalism should be the default mindset of any nation loving Armenian who prioritizes the well being of his/her people. Protecting our own interests and countering globalists or Panturkic powerstructures is an essential part of maintaining this mindset.
   
3. Respecting our Armenian church that ensured the existence of the Armenian identity during the periods of Islamic and Soviet occupation. Christian values are also vital for having a morally balanced society and Armenian Apostolic Church is the main institution to project these values into our people. Every Armenian family is obliged to teach their children proper theology, Church history, teachings of our Church fathers (not seculahumanistic drivel of the current Western churches) and giving the same responsibility to pass this on to the next generation.
   
4. (Diaspora): Permanent repatriation should be the goal of all Armenians who live in the diaspora. There is no long term future for the Armenian diaspora since cultural detoriation, Westernization (mass-culture) and mixed-marriages intensify the assimilation process.
   
5. (Diaspora): being able to speak, read and write in Armenian is an important part of what makes us Armenian and what makes possible to pass down our cultural identity to the next generation. Speak Armenian at home and with your Armenian friends, there are no excuses of not knowing your own language when we live in the age of accesible information overload. The Armenian soul lives through the breath of our language.
   
6. (Diaspora): Our history (see lost diasporas) and many researches already proved that mixed-marriages result into higher rates of assimilation for the upcoming generation (its basically game over when your half-Armenian child also marries a non-Armenian). By knowing this we should teach our children to focus on trying to find an Armenian partner and try to avoid dating otars (this will make it harder for your future children to grow up Armenian (identity crisis). This does not mean that we should exclude half-Armenians (its not their fault that they are half), in contrary: we should encourage them to adapt the same protectionistic mentality and to marry with an Armenian. We cant afford to lose even more Armenians to assimilation since we are less than 8 million in the world (this would have been different if we had 20+ million Armenians around the world). Its important to recover from the Armenian Genocide by increasing our population. Note: this is not relevant for Armenia itself since the mixed Armenians will be overwhelmengly influenced by the dominant Armenian culture and will stay Armenian.
   
7. Ensuring a more interactive connection/relation/institutions between Armenia and the Armenian Diaspora (as a means for repatriation or cultural preservation).
   
8. Installing diaspora governments that are situated in Russia, USA, France and Middle-East (as a part of guideline 7).
   
9. Every Armenian should aspire to have a higher understanding of our history, ethno-genetics, literature, poetry, language, music, traditional/cultural values, dance, customs and spiritualism. Its important to also facilitate this knowledge/insights to your children.
   
10. The Western liberal order and its mass-culture bring new challenges in preserverving our culture in the diaspora and in Armenia itself. Armenians must be aware of this ideologic warfare and not replace our values with the ones that go against our own principles and cultural standards. You're not only Armenian by name but also need to be Armenian in your soul, mind, behaviour and lifestyle (by being wise, mentally strong and intelligent enough to recognize Western postmodern poison and protect whats ours - this should also apply to Armenian socialists that reject imperialism and Western neo-colonialism). What use does it have to call yourself an Armenian when you have culturally more similarities with foreign nations? (Becoming more enveloped in and identified with the Western contemporary culture/mindset) Being raised and surrounded by primary Western culture and influences is not an excuse to degrade and feel more superior over the culture/mindset which the majority of our people from our actual homeland cherrish and respect (refind your roots instead of trying to change it for your own comfort or cope for your identity crisis).
    

No matter what these deconstructionist/Globalist pseudo-intellectual "educated" subversives say, what an Armenian is does depend on essential collective factors (they are interlinked):

1. Genetics
2. Cultural identity
3. Language
4. Religious identity
5. Traditional values

• I will complete the following guidelines in the coming days (these are still unfinished concepts) -

1. The nuclear monogamous hetrenormative family structure remains the standard (by opposing the Capitalistic Trojan Horse of Neo-Feminism ).
   
2. Traditional gender norms in the family that generate harmony, healthy relationships and order.
   
3. Wholesome protectionistic masculinity.
   
4. Virtueous nurturing femininity.
   
5. Men have the obligation to take care of their community, be responsible for its people, protect the honour of its women, raise their sons in way that they can take over this responsibility and act as strong moral guidelines.
   
6. Having higher standards of sexual morals that is needed to keep the worth of love and intimacy in balance. Not losing the worth of intimacy by normalizing meaningless soulless HookUp and Tindr culture in your community - sexual "liberation" degeneracy (Essentialism)
   
7. Respect and decency against older people and our parents.
   
8. Egocentrism, selfishness and having cold relationships are not appreciated within the family.
   
9. Honour, dignity, sacredness, class & nobleness are concepts that we have the responsibility to keep them alive (see point ... for more explanation).
   
10. We don’t hypersexualize our culture or sexually objectify our women (at least not our decent women who dont want to oversexualize themselves and rather keep their class, elegence and dignity).
    
11. Honour-codes in the family
    
12. Dont let your daughters fall into whoredom and your sons into weak effeminized men or MGTOW lowlives
    
13. When we date each other, we have the intention to look at the possibilies of engaging a long term relationship that eventually will lead to marriage and start a family.
    
14. We don’t see our women as sexual objects for temporary use but as future mothers and loving wives (unless they present themselves as such).
    
15. Reject promiscuity. Valuing your intimacy and not sharing it with everyone is vital for having a healthy marriage & healthy perception of what love is. There is a good reason why promiscuity causes so much misery in the more Western liberal countries (higher divorces, teen pregnancies & degeneracy). Teaching your children that unfiltered "sexual revolution" does have negative consequences on their mental state & commitment is one of the essentials to prevent this damage. They will only accept partners who have serious intentions with them (not solely for their temporary pleasure). This is the an important obligation that parents have towards their children. You need to give your daughters wise directions on how to be modest, elegant and most important of all: to be a woman that has dignity. This will reduce the chances of attracting the "wrong crowd". You need to teach your sons to protect their women, be responsible, be respectable towards women who also respect themselves and focus on finding and recognzing women that are suited for marriage.
    
16. Even before marrying, we make sure to involve our parents and create a stronger bond so our families can unite with each other (collectivism > individualism).
    
17. After the marriage the other family members are still involved to assist and support you with matters like raising up children, relationship issues or maybe help you out from certain financial problems. We always look for each other.
    
18. During the marriage there are clear roles and functions that the husband and wife NATURALLY are taking on them.
    
19. Upholding the sanctity of marriage between husband and wife.
    
20. Husband: keeps the peace at home, loves his wife and makes her feel the queen of the castle. Loves his wife unconditionally and does everything to fulfil her demands, makes his wife confident and lets her feel special, provides for the needs of his wife and kids, takes important decisions, sets out the essential moral values of the family, is a natural leader that radiates dominance without even forcefully demanding authority. Protects his daughter from intruders who have bad intentions with her (also teaches her how to recognize wrong men and how to bond with men in a more healthy way) - she also needs to understand the concept of the worth of intimacy and selfrespect. Explains to his son what being a man is, the concept of honour and how to take responsibility for his own actions + teach him how to recognize girls who are suited for marriage.
    
21. Wife: she is the safe haven of the home and very caring for the whole family. She decides how the house is run, takes care of the household, is the architect of the appearance of the house and makes sure everyone is loved at home. She supports her husband to become more successful and gives him confidence and hope, loves him UNCONDITIONALLY even when he gets struck by misfortune, always doing effort to look good for her husband. Her traits are soft, elegent, classy and she cares the pride of the family with her. The mother must be like a second girlfriend to her daughter and teach her everything what it means to be a good loving wife and protects her from the filth of the outside world (oversexualization, degeneracy, wrong men, harmful subcultures). Also every other aspects of giving them the Christian and Armenian heritage that I described in the sections ...
    
22. Active ivolvement of other family members. “To each his own” is a postmodern selfish individualism that diminishes any warm bonds between the family members (cold approach).
    
23. Keeping our tradition of valuing and respecting erudition, intelligence, talent, excellence, high education, ancient wisdom and creativity by not being taken away by Western Mass Culture, consumerism-materialism and their shallow decadent entertainment industry that lowers and dumbs down the collective quality of our people (brain drain).
    
24. The militarization of our minds and bodies
    
25. Rejection of decadentism, hedonism, nihilism and cosmopolitan worldview (duty before pleasure) - having a connection to our homeland and culture rather than identifying with an abstract cosmopolitan feeling of “universalism” or "Global Citizen" (which is a vague artificial Western concept) or worshipping the corporate pushed Western mass-culture (entertainment industry, liberal order and other institutions of social-engineering).
    
26. Ethnocentrism
    
27. Allegiance to the foreign country first is out of the question (supporting/working for foreign powers that go against our interests)
    
28. Understanding the fragile position of Armenia and Armenians in the diaspora by not promoting Western liberal values like pacifism, cultural-moral relativism, anti-patriotism and egotistic fake "individualism" which weakens the fundaments, unity, ethno-cultural identity and the urge to fight for the cause of our people
    
29. Defensive Nationalistic mindset and having Historic Realism above Political Correctness if it comes to our enemies (reject all notions of the deluded illusions of "co-existence).
    

39.The transcendent understanding of our Tribal (pagan), Tseghakron and Christian Spiritualism

1. Rejection of normalizing and facilitating sins that go against our religion or common cultural moral standards
2. pornikutsjun
3. gomikutsjun
4. alcoholism
5. drug addiction
6. cheating
7. see 7 deadly sins
   
8. Healthy dose of “social-control” (keeping each other sharp and on check).
   
9. The current Western notions of secularism and "humanism" are counterproductive for the interests of the Armenian people.
   
10. Rejection of the progressive religion, 3th wave feminism and the goal of moral/cultural deconstruction to reach their idealistic standards of utopian egalitarianism.
    
11. Completely reject the actions of Armenians who degrade themselves sexually but still use the Armenian label, which they have no right to, to advance their evil intentions (ex. lowlife hook-up culture that is spreaded by the likes of Kim Whoredashian trend, materialistic/shallow “Kukla” lifestyle and neo-feminist degeneracy)
    
12. Completely reject the throwing down the name of Armenians via cultural, historical, and other means of harassment (attempts of liberalization, whitewashing and Westernization of our ethnic-cultural identity)
    

THE POLITICAL GUIDELINES OF THE ARMENIAN RENAISSANCE MOVEMENT

1. Prioritizing the position of the Church and our faith with the use of education, media and public Church activities.
   
2. Oppose any form of LGBT-propaganda, anti-family feminism or other ideologic imperialistic movements that are instigated from the West - the true inentions rely behind geo-political hegemonie and dominance in our region (stop being naive and understand the intentions behind the Western NGO infiltration of our government and other public institutions).
   
3. Abortions must be more restricted in order to stop the decrease of the Armenian population.
   
4. Not allowing any mass-immigration from nations that are not compatible with our ethno-cultural identity (repat of Armenians must be the top priority).
   
5. Ban online porn websites in Armenia.
   
6. Increase the punishment of prostitution (also for the visitors).
   
7. Restrict the requirement for casino permits.
   
8. Increase the punishment for the distribution of drugs.
   
9. Free speech will only be restricted in cases of physical threats
   
10. Aspire for higher standards of aesthetics & beauty in the fields of art, theater and architecture
    
11. Improve the Labour Laws and working conditions of the least paid workers (ARF Socialism)
    
12. The public schools do not promote or push demoralizing and deconstructive harmful doctrines of Cultural Marxism and other ideologies (see points ...) that go against our Armenian interests.
    
13. The Armenian public tv/media do not broadcast and facilitate degeneracy and demoralization.
    
14. Not allowing hormone therapy on children to turn them transgender
    
15. Localism above Globalism if it comes to fragile markts/branches/sectors (putting some restrictions on hostile/predatory multinationals)
    
16. Prohibit any Soros linked NGO’s.
    
17. Responsible deep ecology/environmentalism.
    
18. Improving our own Labour Market instead of importing cheap immigrant workers.
    
19. Criticizing mass bio-industry.
    
20. Implementing laws that improve transparancy and monitoring banks.
    
21. Maintaining good diplomatic relationships with Russia, Iran and China and be more attentive (in a careful way) on Western hegemony in the region (their imperialistic program of ousting Russia in expanse of Armenia).
    

I'm basically quoting u/coinforce here. I discovered this gem, because of him and am already 14% plus since I bought. Thanks mate.
Alright nerds, gather round and listen closely. I've graduated to pennystocks chasing these juicy tendies while serving as an autistic prophet delivering good news to the retards and gambling degenerates in that sub.
"Alright u/Sweet-Zookepergame hurry the fuck up and give us the ticker you pumper"
This ain't a pump.
When I see the next golden ticket, I know when to enter with conviction and realize profits while some of you nerds decide to bag hold XSPA and downvote comments to make yourselves feel better.

Score Media and Gaming Inc. (TSE: SCR) (OTCMKTS: TSCRF)

What the fuck is this?
Score Media and Gaming Inc. empowers millions of sports fans through its digital media and sports betting products. Its media app 'theScore' is one of the most popular in North America, delivering fans highly-personalized live scores, news, stats, and betting information from their favorite teams, leagues, and players. The Company's sports betting app 'theScore Bet' delivers an immersive and holistic mobile sports betting experience and is currently available to place wagers in New Jersey, Color.
Key words for you nerds who can't read and have ADHD: SPORTS BETTING
It's already common knowledge sports betting is already big in the North American market - and will continue to generate tons of revenue as states continue to legalize sports betting. Canada is following suit. Legislations will be passed Q1 2021 and we're soon going to see an influx of CANADIAN online betting. Basically all of Canada uses this app exclusively for sports.

• 10M+ downloads on their sports media app with 4.7 stars on Google play store
• #1 sports app in Canada (#2 behind ESPN in the US) with 10% of Ontario's entire population that uses it
• theScore successfully began the multi-state expansion of its mobile sportsbook, theScore Bet, launching in both Colorado and Indiana in September
• theScore Bet secured market access to operate an online casino in New Jersey via a multi-year agreement with Twin River Worldwide Holdings Inc.
• Recently closed its bought deal offering yesterday, issuing 28.6mm shares at $1.40/sharefor gross proceeds of $40mm.
• Total views of theScore esports’ video content across all platforms reached a new all-time quarterly record of 292 million in Q4 F2020, year-over-year growth of 243%.
• Strong fucking balance sheet = increased flexibility for upfront investments in new markets (e.g., market access fees, infrastructure, etc.)
• theScore is competitively advantaged in Canada, vs. foreign operators, as a homegrown player with a strong brand, which we believe will afford it preferential treatment by regulators with early market access, thus paving the way for early market share gains
• theScore esports just recently has been named the exclusive English language broadcast partner for the League of Legends’ Demacia Championship, a marquee annual event featuring 24 of China’s top esports teams.

🚀 Let's take a look at DKNG and PENN this year 🚀
🚀 Share prices for these companies have gone up 300% already this year alone, and with more legalization coming through 2021, theScore is just beginning to scratch the surface and will follow suit.
🚀 TIMING: As vaccines begin to be distributed and the economy recovers, states are desperate for revenue and will be looking to ease regulations on sports betting. The more Sport games start promoting and reopening, the more these stocks will gain (especially with March Madness, NBA/NHL playoffs, etc.)
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🚀 Listen - I'm literally handing you a platter of gold here. If you understand this market, the trends and where actual revenues can be generated - then you understand the play here. Canada is UNTAPPED. This thing will pick up steam soon and will graduate from TSX/OTC and can be easily listed on the NASDAQ. Once that happens, Robinhood will have access and the sky is the limit. I'm not here pumping a fucking non-revenue generating, fuelled by hype only, and a company within an industry that I don't fucking understand.
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TLDR: BUY AND GET IN NOW.
Clearly, I'm on Interstellar's Endurance spaceship with TARS and CASE about to enter a wormhole that'll slingshot me into another galaxy... while most of you nerds are fighting to get on wooden sail boats. At the same time, I'm from the future telling Murphy Cooper (you nerds) how to find the tendies.
MURPHY'S LAW: WHATEVER CAN HAPPEN, WILL HAPPEN.
EDIT: FORGOT THESE 🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀🚀
++++++++++++++++++++++++++++++++++

This is an interesting one...
​
- Allied Esports owns the WPT (World Poker Tour)
- On Aug 4th, teamed up with Riot Games (League of Legends and Valorant) to be one of the main hosts of the first international Valorant tournaments, which included the biggest teams in esports. (Team Liquid fan here.)
- Partnered last month with Esports Entertainment Group to prepare to host the upcoming CS:GO Legends tournament this August 31 in Europe.
- Absolutely beaten down like a rabid dog by COVID as they were left with no way to operate their flagship arenas. Earnings were a painful sight. However, the company is now making big changes to their business model to reverse the damage, as they are lucky to be in one of the few industries that can thrive just as well online as in person. They’re now going to be hitting the front-end of online tournaments too, which is where the majority of the money is. (About time you idiots.)
- Chief Financial Officer stated that despite COVID forcing them to close their arenas, they are now starting to trend back upwards. This is because they recently announced that they are going to be reopening their flagship arena in Las Vegas for bookings and events (which originally accounted for 78% of their revenue). They will also be growing their online revenue stream at the same time. That’s two potential sources of income now instead of what was zero.
- They originally merged with Black Ridge Oil to IPO as $AESE, and over the last two days there have been some interesting insider activity. Now let me break it down:

1. Blackridge, like all oil companies, has been getting shafted by the pandemic. So in order to cover some of their payroll taxes, they sold back some shares of AESE to Allied Esports at a cost of $2.01. (higher than current price)
2. Between Blackridge and $AESE, various directors obtained RSU's that lapse this September and some in 2021.Mainly what happened here is just both companies calling an audible. It's not the same as an executive just purchasing shares and that's it. However, there's a lot of activity going on to fix the problems caused by COVID-19 and put AESE in the right direction. I like to see that as a shareholder.

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Zoom out to the 1 week/ 1 month chart. I believe we are at the bottom of the parabola. RSI is oversold at (35). Short interest is $2.3%.
One thing has become certain: While concerts will never feel the same online, Streamed Poker, League, Valorant, and CS:GO are designed to thrive in this environment. That's how most of us have watched video games our entire lives. I expect a correction in the stock price for the short term, and an overall gradual rebound as the company logs more official tournaments and a revived revenue stream from their re-opened arenas. I buy at discounts because I'm a cheap bastard.