Pediatric Prosthetics Incorporated

A Pink Sheets listed company.

    Unlike many companies listed on the pink sheets, PDPR is neither a “start-up” company, nor a company that has dropped from “current reporting status” due to financial reverses.

      The corporate entity was formed and taken to the pink sheets via a reverse merger, and purchase of a public shell, but the “company” had existed as a Partnership for over three years previously.  The Partnership consisted of Linda Putback-Bean, and her husband, Kenneth W. Bean operating under the name of “Myoelectric Arms of The Americas”.

    The Partnership was in turn based profitably upon Linda’s previous fifteen years in practice in association with two other prosthetics firms.  Operating as a Partnership, Linda and her husband signed independent contractor agreements with a number of prosthetics firms across the country who appreciated Linda’s unique skills fitting infants and children with Myoelectric upper extremity prostheses.  Notable among those contracts, was the relationship formed with “Hanger O&P Corporation”, by far the largest prosthetics provider in the United States.  Hanger gave Linda the title: “National Pediatric Upper Extremity Specialist”, and had first call on her services to over 600 of their local general practice clinics coast to coast.

      In May of 2003, Linda decided to form a totally independent company.  Her primary goal was to create a vehicle that would allow her to recruit and train talented young prosthetists across the country in her unique skill set.  She is literally a uniquely qualified and experienced pediatric upper extremity specialist, and she could not bear the thought of her know-how being lost to the profession.

   When she and Ken began a study of the menu options available in the formation of working capital to execute a national business plan, three primary (methods) were readily apparent:

1.      Create a long term bank loan financing package

2.      Complete a Private Placement Memorandum…with a public offering perhaps two years down the way

3.      Acquire a small inactive public corporation, and grow it through the bulletin board to the AMEX or Nasdaq exchange

    The Acquisition option was finally accepted for a number of reasons. Foremost, knowing that the public corporate vehicle was in fact the long term choice in any event for long term sustained growth, it was decided that the extra costs and constituencies associated with a small public company, far outweighed the costs involved in a fairly prompt move to an exchange with an investment banking house at some future date.

    Second, Having a potential for hundreds if not thousands of stock-owners with circles of acquaintance of their own, the execution of the national marketing plan would be enhanced to a quite significant degree.  Such has proven to be the case, with a number of patient referrals already generated by those stock-owners.

     Third, having been involved in taking a company public some years ago, Ken recognized that one of the overwhelming costs associated with an IPO was reconstructing the accounting practices acceptable within a closely held corporation, to meet with the more stringent demands of a publicly traded company.  Since day one, the management at PDPR has done all it’s accounting to reporting company specifications, under the guidance of an experienced Consultant with a public company background.

    The initial (Public) audit will be a simple matter of printing out the accounting records, and producing perfectly organized receipts files.

    To date, in spite of the vagaries of the pinksheets marketplace, PDPR has accomplished it’s roll out financing on acceptable terms, and has implemented the national marketing plan set forth before the formation of the company.