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Non-accelerated filer
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(Do not check if a smaller reporting company)
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Smaller reporting company
[X]
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1.
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Increase airline cash flow and operational performance while growing PASSUR's revenue in core commercial markets.
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2.
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Introduce products and solutions developed for the commercial markets to the government markets, creating a standard platform between the commercial and government customers, thereby providing immediate returns from the core commercial market while facilitating larger government programs and contracts.
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3.
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Develop strategic relationships with major companies to broaden the reach of PASSUR products in the worldwide commercial and government customers.
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4.
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Further build PASSUR's market share domestically and internationally.
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5.
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Further expand the reach of PASSUR's innovative collaborative information sharing platform, which brings together local, regional, national, and international aviation stakeholders in real time to manage complex, expensive, and disruptive events.
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6.
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Provide complete solutions that address increasingly larger aviation challenges – solutions that are often extensions of those products PASSUR is providing to customers today.
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•
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Real-time surveillance from the PASSUR Network gives the necessary breadth and granularity of data to support detailed scenario building and pattern
recognition. This includes "fast-time simulation" of the airport surface and terminal area operation, applying the necessary decisions and constraints that controllers will have to apply in managing the traffic, as well as addressing the highly nonlinear and non-stationary nature, of the airport operating environment.
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•
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Detailed, granular data acquired by the
PASSUR
Network, supplemented by many other data sources collected within the integrated aviation database, is stored and correlated, providing the large sample sizes required to accurately model future performance based on past performance under similar or identical conditions.
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•
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PASSUR is recognized by airlines as having the best flight predicted arrival time (Estimated Time of Arrival, "ETA") in the industry. More than ten independent airline studies have demonstrated the PASSUR predicted arrival time to be more accurate than any other source, including the airlines' own internally-generated ETAs. The Company believes that this greater accuracy translates directly into significant operational and financial benefits in areas such as completing connections (passengers and bags), reduced fuel consumption, more efficient staffing plans, and greater on-time schedule completion.
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Category
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PASSUR
solutions description
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Key growth drivers
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n
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Web dashboard that gives airlines, airports, and ANSPs the ability to analyze and act on airspace conditions predictively and in real-time. Helps to ensure the optimal flow of traffic into an airport in order to preserve schedule completion and reduce costs.
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n
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Enhances airspace throughput and capacity.
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n
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Provides predictive analytics, alerts, and instant analysis and performance summaries to balance demand and capacity.
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n
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Reduces impact of Traffic Management Initiatives ("TMI"), such as eliminating the need for ground delays or ground stops.
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Traffic Flow Management
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n
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Drone Air Traffic Integration is a new service designed to help commercial drone operators become more informed, effective, and collaborative members of the NAS by integrating them into PASSUR's aviation intelligence platform, currently used by the main NAS stakeholders (airlines, airports, business aviation, and the FAA).
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n
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TMI costs can exceed $160 million annually for just one airline at larger airports.
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n
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Primary customers: airlines, airports, government, and potentially large drone operators.
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n
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One airline saved an estimated $12 million per year at just three airports through enhanced traffic flow management with PASSUR solutions.
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n
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Assist drone operators seamlessly integrate into the NAS.
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n
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Predictive analytics algorithms leverage extensive historical data mining and pattern recognition and live dynamic conditions to predict a range of operating conditions in advance, allowing airlines to choose the least costly plane to divert, cancel/consolidate flights, predict accurate hold times, or divert preemptively.
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n
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Reduces the number and cost of unnecessary diversions.
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Diversion Management
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n
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Allows airlines to decrease the number of diversions they experience and optimize ones that are unavoidable, improving their profitability, passenger scores, and environmental footprint. Allows airports to be prepared for diversions, delays, and cancellations.
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n
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Ensures aircraft divert to airports that can enable a faster return to original destination airport.
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n
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Primary customers: airlines, airports, and government.
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n
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Diversions cost U.S. domestic airlines more than $400 million annually in direct costs, disrupting more than 1.6 million passengers.
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n
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PASSUR reduced one carrier's diversions by 11% that same year, which translates into $46 million in savings across the industry, or 170,000 fewer disrupted passengers.
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n
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An accurate ETA data feed optimizes all existing airline and airport processes and systems that depend on knowing when an airplane is going to arrive, without requiring expensive or disruptive internal changes. Predictive flight arrival and departure times built on multiple sources, including PASSUR's live and historical surveillance of the airspace.
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n
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Benefits include completing connections (passengers, bags, and crew), reduced fuel consumption, more efficient staffing plans, greater on-time schedule completion, reduced gate holds, and helping airlines meet stricter "crew rest" regulations.
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Flight Predictability (ETAs and ETDs)
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n
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Provides accurate gate-to-gate ETA and Estimated Time of Departure ("ETD").
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n
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Enables better overall planning and scheduling to maximize revenue opportunities.
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n
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Primary customers: airlines and airports.
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n
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Missed connections alone at one airport can cost an airline in excess of $3 million per year.
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n
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One airline has reported a $15 million per year cost recovery since implementing the PASSUR ETA.
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n
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PASSUR Surface Management helps to reduce extended tarmac delays and taxi-in/taxi-out times, prioritize high-value flights, and facilitate an efficient turn management process (transition of an aircraft from arrival to departure).
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n
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Improves the efficiency of arrivals and departures, preserves schedule integrity, prioritizes high value flights, and reduces surface delays and fuel burn.
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Surface Management
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n
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A suite of capabilities that combine air and ground surveillance data, visual tracking of aircraft in the airspace and on the airport surface, decision-support software, and key performance indicator dashboards.
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n
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Reduces the possibility of tarmac delay fines, which can exceed $3 million per event.
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n
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PASSUR's new surface surveillance sensors allow airlines and airports to visualize parts of the airport otherwise not tracked and monitored.
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n
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At one airport using PASSUR Surface Management, over just one year, airlines reduced fuel costs by $10-$15 million, logged 48,000 fewer aircraft taxi hours, and released 48,000 fewer metric tons of carbon emissions into the atmosphere.
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n
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Primary customers: airlines, airports, and government.
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n
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Optimizes the transition of an aircraft from arrival to departure to ensure an on-time departure, schedule completion, and maximum asset utilization.
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n
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Minimizes the frequency, duration, and downstream effects of delays.
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Turn Time Management
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n
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Minimizes the time required for a plane to unload from one flight and reload for the next flight by monitoring and proactively alerting to bottlenecks at each phase of the aircraft's cycle through arrival to departure, allowing flight and passenger handling resources to be adjusted to ensure an on-time process.
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n
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Ensures on-time schedule completion.
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n
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Primary customers: airlines and airports
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n
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Excess staffing costs related to inefficient turn times are estimated at close to $1 million per airport per year for large networked airlines.
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n
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Allows airports to communicate and coordinate with airlines and other key stakeholders to ensure that operations are optimized with airport-critical information that is otherwise unavailable.
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n
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Reduced tarmac delay fines and incidents.
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Connectivity and Collaboration
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n
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Addresses one of the key missing pieces in connectivity and collaboration: the two-way flow of accurate, timely, and complete information between airport operators, airlines, and other key stakeholders.
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n
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Operational metrics directly affected by the lack of timely updates, including secondary/repeat deicing, delays, cancellations, and diversions.
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n
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Primary customer: airports (with airlines as key influencer).
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n
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A large hub airport reduced costs by $12 million using PASSUR Connectivity and Collaboration capabilities.
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n
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Reduces airlines' operating costs at the airport, and ensures all airlines pay the correct amount.
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n
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For airports, the program provides faster revenue capture, fiduciary accountability, revenue predictability, and more efficient and fair service to airline stakeholders.
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Aviation Fees and Charges
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n
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Provides unique data independence, accuracy, and reliability – combined with proven reporting, audit, and billing services – to give airports and airlines the assurance that all billable weight is being captured, that the cost of the airfield is being distributed fairly and equitably, and that the process is transparent, automated, and standardized.
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n
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For airlines, the program ensures that they pay only their fair share. In addition, their fees could go down after the airport begins collecting all fees owed, and the time and effort required to manage their fees is reduced.
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n
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Primary customer: airports (with airlines as key influencer).
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n
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PASSUR Landing Fee Management solution manages approximately $1.2 billion in aviation fees annually.
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(1)
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improving financial performance and cutting costs;
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(2)
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improving operational efficiency and effectiveness;
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(3)
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increasing safety and security; and
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(4)
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improving the passenger experience.
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·
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Increasing airline profitability, driving investment in technology.
We expect airlines will take advantage of their increased profitability to invest in technology that can lower costs, increase revenue, and improve customer satisfaction.
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·
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Consolidation in the airline industry creating demand for a common operating system.
Airlines are consolidating into much larger networks of greater complexity. There is increasing demand for a common operating platform that can service their entire system.
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·
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Current rate of projected traffic growth outpacing aviation infrastructure capacity.
There is a dynamic and fast-growing market environment where the projected increase in airline flights over the next 10 years is expected to outpace the current infrastructure's ability to meet the needs of the airline operators. Over time, airlines cannot rely on low-priced fuel and ancillary fees to grow their top line – they will need growth in capacity of the NAS to accommodate the expected growth in demand for air travel. PASSUR's solutions help the aviation industry maximize the capacity of the existing infrastructure. PASSUR has a business model and platform that can be easily scaled to handle new opportunities and is continually identifying new ways to capitalize on and scale these existing capabilities.
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·
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Increased susceptibility to systemic disruption.
The NAS has become much more sensitive to disruptions, and less capable of quickly rebounding, because of tightly-packed airline schedules, growth in passenger volumes, reduction in fleet sizes, and congestion at several key airport metroplexes. The NAS is highly susceptible to disruptions at several key airport metroplexes, which have a chronic and disproportionate delay impact that ripples across the system.
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·
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New emphasis on infrastructure spending.
The most recent U.S. election has resulted in an administration committed to large-scale infrastructure projects, which could include technologies, like PASSUR's, designed to increase efficiencies to ensure that public investments in existing and new infrastructure are efficient and cost-effective.
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·
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New large government contracts combining both safety and efficiency capabilities.
Today, there is a demand for a combination of safety-based Air Traffic Management ("ATM") and efficiency-based ATM. Many of the requested efficiency capabilities are derived from airline and airport customers' needs.
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·
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Government contracts require proven commercial viability for public programs.
Increasingly, government RFPs for large-scale aviation systems and technologies require a proven track record of precursor models from the commercial sector, in order to shorten development time and ensure the broadest level of adoption by all stakeholders. Many companies regard PASSUR's substantial commercial market share as a means to increase the probability of winning NextGen and government contracts through the combination of PASSUR's commercial ATM (efficiency) with a partner's government ATM (safety) capabilities. PASSUR has been recognized as the commercial leader in aviation efficiency solutions.
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·
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Lower tolerance for severe disruptions.
Public policy in the form of expensive fines levied on airlines reflects this change of attitude. Consumers want better information relating to aviation, and fewer delays.
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·
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Limiting carbon emissions becoming a greater focus.
Airlines are increasingly sensitive to the industry's carbon footprint. Several of the PASSUR solutions impact both fuel savings as well as reductions in carbon emissions.
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·
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The Connected Airplane and the IoT are expected to grow in the coming years.
PASSUR's existing aviation intelligence platform and solutions can integrate the vast array of data being generated from satellites, and sensors on airplanes. This platform can extract the most important data and integrate that data into a user-friendly solutions package for the user's critical real-time decisions.
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·
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Airlines, airports, government, and other aviation stakeholders are requesting a collaborative decision making platform.
Large airlines need collaborative decision tools including common operating platforms, enabling instant coordination between system operations departments, hubs, and regional operators, and between airlines and airports, to solve complex operational procedures. Common use systems will incorporate airport-centric as well as airline-centric solutions. Airports are increasingly being tasked with providing more multi-airline operational services, previously provided by each airline. When airports provide collective services, redundancy and costs can be reduced. PASSUR has been asked by airlines and airports to help fulfill this need.
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·
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Significant shift from manual processes to automation creating large opportunities for cost savings and efficiencies.
Many complex and expensive operational processes at airlines and airports are still manual, opening a large opportunity for automation enabling the realization of cost savings and efficiencies. These opportunities are especially prevalent in the areas of irregular operations, airspace and surface management, and operations where there is a heavy requirement for collaboration among airlines and airports.
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·
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PASSUR's entire network has been ADS-B ready for some time and PASSUR is looking forward to capitalizing on the increasing availability of ADS-B data
. ADS-B will eventually become a ubiquitous form of aircraft surveillance.
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·
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delays and/or decreases in the signing and invoicing of new contracts;
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·
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the length of time needed to initiate and complete customer contracts;
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·
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the introduction and market acceptance of new and enhanced products and services;
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·
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the costs associated with providing existing and new products and services;
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·
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economic conditions and the impact on the aviation industry of acts of terrorism; and
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·
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the potential of future terrorist acts against the aviation industry and the adverse effects of any further terrorist attacks or other international hostilities.
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Period
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Prices* | |||||||
Fiscal year ended October 31, 2016
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High
|
Low
|
||||||
First quarter
|
$
|
3.45
|
$
|
2.25
|
||||
Second quarter
|
$
|
2.95
|
$
|
2.17
|
||||
Third quarter
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$
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3.92
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$
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2.33
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||||
Fourth quarter
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$
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4.00
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$
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2.75
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Fiscal year ended October 31, 2015
|
||||||||
First quarter
|
$
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4.05
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$
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2.51
|
||||
Second quarter
|
$
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3.55
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$
|
2.80
|
||||
Third quarter
|
$
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3.73
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$
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2.70
|
||||
Fourth quarter
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$
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3.45
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$
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2.60
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Plan category
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Number of securities to
be issued upon
exercise of outstanding
stock options, warrants,
and rights (a)
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Weighted average
exercise price
of outstanding
stock options, warrants,
and rights
|
Number of securities
remaining available for
future issuance
under equity compensation
plans (excluding securities
reflected in column (a))
|
|||||||||
Equity compensation plans approved by security holders
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1,329,000
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$
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3.42
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228,000
|
||||||||
Equity compensation plans not approved by security holders
|
-
|
-
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-
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|||||||||
Total
|
1,329,000
|
$
|
3.42
|
228,000
|
1)
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Generated revenue of $14,893,000 and year over year overall revenue growth of $2,354,000, or 19%.
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2)
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Achieved a tenth consecutive year of profitability.
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3)
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Strengthened and expanded its technology and software development team headcount by 23%.
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4)
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Increased deployments of PASSUR's surface management programs – 65% of daily flights at U.S. airports with surface tracking that are managed with PASSUR Surface Management solutions. In 2016, PASSUR contracted and installed its new Surface Management solution including PASSUR Surface Surveillance systems, at three additional airports, and is under contract for four additional installations. PASSUR Surface Management solutions help to optimize constraints across the entire flight, including some of the most complex, expensive, and disruptive operations such as tarmac delays, gate holds, taxi queues, turn times, return-to-gate, diversions, and deicing.
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5)
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Enhanced and deployed its newest flight predictability solution, which provides the most accurate and reliable prediction of flight arrival times, at two of the largest U.S. airlines. PASSUR's predictive analytics are now used for 53% of daily passenger flights in the U.S., providing the most accurate information to passengers and enabling key improvements across airline operations – such as turn times, decisions about connections, gate allocations, schedule adjustments, crew allocations, and many other arrival time-dependent decisions.
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6)
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Expanded its airport-airline collaborative network, with the addition of six new airports. This real-time platform provides close coordination and information sharing between airlines and airports, used to manage complex or disrupted operations and to reduce costs and passenger disruptions.
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7)
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Announced a partnership with AirMap, the leading airspace management platform for drones. The partnership will make real-time data about manned aircraft flights from PASSUR's commercial passive radar and ground-based flight surveillance network available to the hundreds of drone innovators and app developers who use AirMap's developer platform; to the millions of drones that are powered by AirMap's integrations with leading drone manufacturers; and to anyone who downloads the AirMap iOS or Android app.
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8)
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Launched the industry's first dashboard for reporting on and analyzing air transportation system performance improvements attributable to the deployment of key NextGen capabilities, for Radio Technical Commission for Aeronautics, following award of the contract last year. This is the first industry dashboard for reporting on and analyzing air transportation system performance improvements attributable to the deployment of key NextGen capabilities – a transparent mechanism to collect data, develop the reports in a dashboard, provide the ability to analyze the results, to determine the success of the recent NAS improvements and in cases where the benefits are not as expected, to discover and mitigate the underlying issues. The goal is for the FAA and industry to arrive at a common statement of performance
.
The project is supporting the FAA-Industry Joint Analysis Team ("JAT") of the NextGen Advisory Committee, a 32-member federal advisory committee established in 2010 to provide advice on policy-level issues facing the aviation community in implementing NextGen, and includes a cross section of executives from the airlines, airports, general aviation, pilots, air traffic controllers, the Department of Defense, environmental interests, international interests, and providers of air traffic control technology. The JAT formally began using the platform to assess and report on several key NextGen programs.
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9)
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Launched several new solutions and enhancements to its existing platform, PASSUR Integrated Traffic Management , including:
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a)
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PASSUR Intelligent Query ("P-IQ"), which supports airlines and airports in segmenting their most important operational objectives, and then automatically alerts and notifies them to actions they can take to achieve their goals. It is a capability that automates and streamlines opportunities for efficiency gains, revenue optimization, and cost savings on a daily basis.
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b)
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New release of ATC Portal, adding dynamically updating arrival and departure demand at an airport – making this unique predictive solution even more effective in enabling airlines and airports to proactively anticipate disruptions and adjust their operation to minimize costs and passenger disruptions.
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c)
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New release of PASSUR's flagship flight, airport, and airspace visualization solution, Web Tracker – adding greater flexibility and speed for customers to customize their screens to reflect their specific operating environment, workflow requirements, and key operational and business metrics.
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d)
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Released new versions of PASSUR Departure Metering and Sequencing at multiple airports, which enables airlines to prioritize high-value flights, reduce the number of aircraft waiting to take off, and sequence arrivals and departures to most efficiently use gates and reflect their most critical business and operational priorities.
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e)
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Was awarded two new patents. The total number of patents awarded to the Company is now 23, with 16 additional patents pending. The new patents are in the following areas:
|
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i)
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Departure Metering/Slot Allocation (for a total of 6 patents in this or related areas); and
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ii)
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Noise monitoring and alerting (for a total of 7 patents in this or related areas).
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PASSUR Network
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5 to 7 years
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Capitalized software development costs
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5 years
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Property and equipment
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3 to 10 years
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Name
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Age
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Director since
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Director Position and Officers with the Company
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G.S. Beckwith Gilbert
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74
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1997
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Executive Chairman of the Board, Chairman of the Executive Committee, and Director
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John R. Keller
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76
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1997
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Executive Vice President and Director
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Paul L. Graziani
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59
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1997
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Chairman of the Audit Committee and Director
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James T. Barry
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55
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2000
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President, Chief Executive Officer, and Director
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Kurt J. Ekert
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46
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2009
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Chairman of the Compensation Committee and Director
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Peter L. Bloom
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59
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2009
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Chairman of the Technology Committee and Director
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Richard L. Haver
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70
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2010
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Director
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Robert M. Stafford
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74
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2013
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Director
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Ronald V. Rose
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65
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2014
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Director
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Name
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Age
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Officer since
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Officer Position and Officers with the Company
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G.S. Beckwith Gilbert
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74
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1997
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Executive Chairman of the Board, Chairman of the Executive Committee, and Director
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James T. Barry
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55
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1998
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President, Chief Executive Officer, and Director
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Louis J. Petrucelly
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42
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2016
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Chief Financial Officer, Treasurer, and Secretary
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G.S. Beckwith Gilbert
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Mr. Gilbert is Executive Chairman of the Board of Directors of the Company. Mr. Gilbert has continued to serve as the Company's Chairman of the Board since his election in 1997. Mr. Gilbert also serves as the Chairman of the Executive Committee. Mr. Gilbert was appointed Chief Executive Officer in October of 1998 and served as such until his retirement from that post on February 1, 2003. Mr. Gilbert is President and Chief Executive Officer of Field Point Capital Management Company, a merchant-banking firm, a position he has held since 1988. Mr. Gilbert is also Chairman Emeritus and a member of the Board of Fellows of Harvard Medical School, a Director of the Yale Cancer Center, and a member of the Council on Foreign Relations. Mr. Gilbert's current service as Chairman of the Board of the Company and Chairman of the Executive Committee and prior service as Chief Executive Officer of the Company, as well as his prior board and executive management experience, allow him to provide in-depth knowledge of the Company and other valuable insight and knowledge to the Board.
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Paul L. Graziani
|
Mr. Graziani has been a Director of the Company since 1997 and is the Chairman of the Audit Committee. He currently serves as Chief Executive Officer of Analytical Graphics, Inc. ("AGI"), a leading producer of commercially available analysis and visualization software for the aerospace, defense, and intelligence communities, a position he has held since January 1989. Until March 2009, he also served as AGI's President. In recent times, Mr. Graziani has been recognized as "CEO of the Year" by the Philadelphia region's Eastern Technology Council and the Chester County Chamber of Business and Industry; "Entrepreneur of the Year" regional winner by Ernst & Young; and "Businessman of the Year" by the local Great Valley Regional Chamber of Commerce. He sits on the Boards of Directors of the United States Geospatial Intelligence Foundation and Federation of Galaxy Explorers, and is a former member of the board of governors of the Civil Air Patrol. He is an associate fellow of the American Institute of Aeronautics and Astronautics and has formerly served on the advisory board for Penn State Great Valley. After fulfilling his board tenure, he was recently elected to the honorary position of Life Director of The Space Foundation. In 2009 AGI was named a "Top Small Workplace" by the
Wall Street Journal
and the non-profit organization Winning Workplaces. Mr. Graziani's knowledge of the Company through his service as a Director of the Company, as well as his experience as CEO of a software company, allow him to bring valuable insight and knowledge to the Board.
|
Kurt J. Ekert
|
Mr. Ekert has been a Director of the Company since September 10, 2009, and currently serves as Chairman of the Compensation Committee. Mr. Ekert is currently President and Chief Executive Officer of Carlson Wagonlit Travel ("CWT"), the world's leading business travel management company, since April 2016. Prior to CWT, Mr. Ekert served as Executive Vice President & Chief Commercial Officer of Travelport Worldwide Ltd ("Travelport"), from 2010 to 2016, where he held global responsibility for sales, customer engagement, product, marketing, pricing, supplier services/content, and operations. Mr. Ekert led the operational turnaround of Travelport to enable evolution from distressed private equity and hedge fund ownership to a successful IPO. Mr. Ekert held numerous senior operating and business development roles during his career at Travelport, including Chief Operating Officer of GTA and Senior Vice President of Supplier Services. Prior to Travelport, Mr. Ekert held a number of senior finance roles at Continental Airlines, and also spent four years as an active duty U.S. Army officer. Mr. Ekert received a B.S. from the Wharton School of the University of Pennsylvania and a MBA from the University of South Carolina. Mr. Ekert serves as an advisor to Freebird and previously served on the board of eNett International. Mr. Ekert's knowledge of the Company through his service as a Director of the Company, as well as his executive management and business experience in both travel and technology allow him to bring valuable insight and knowledge to the Board.
|
Peter L. Bloom
|
Mr. Bloom has been a Director of the Company since December 10, 2009, and currently serves as Chairman of the Technology Committee. Mr. Bloom was a Managing Director of General Atlantic for 15 years. In that role, he was responsible for technology due diligence on prospective investments and assistance to the CEO and senior management teams of portfolio companies on technology strategy and guidance on emerging technology trends. Prior to joining General Atlantic, Mr. Bloom spent thirteen years at Salomon Brothers in a variety of roles in both technology and fixed income sales and trading. He received the Carnegie Mellon/AMS Achievement Award in Managing Information Technology for his work managing the technology implementation of a new distributed computing architecture that supported the company's global business operations. He graduated from Northwestern University in 1978 with a B.A. in Computer Studies and Economics. He is a member of Business Executives for National Security and an Associate Founder of Singularity University. He was a member of the FCC Technical Advisory Council from 2010 to 2015. He is currently the Chairman of DonorsChoose, which was named the most innovative charity in America by Stanford Business School and Amazon. Mr. Bloom is also the co-founder and Chairman of Peak Rescue Institute. He is a member of the board of the Cancer Research Institute and the Connected Warrior Foundation. Mr. Bloom's knowledge of the Company through his service as a Director of the Company, as well as his executive management and business experience and technology expertise, allow him to bring valuable insight and knowledge to the Board.
|
Richard L. Haver
|
Mr. Haver has been a Director of the Company since October 8, 2010. Mr. Haver retired from Northrop Grumman Corporation in December 2010 following 10 years of service with Northrop and the TRW component acquired by Northrop in 2002. His position at Northrop Grumman was Vice President for Intelligence Programs. He earned a B.A. degree in History from Johns Hopkins University in 1967. He served on active duty in the U.S. Navy from 1967 to 1973. In 1973, Mr. Haver became a civilian intelligence analyst in the Anti-Submarine Warfare Systems branch at the Naval Intelligence Support Center. In 1976, he was selected as a department head at the Navy Field Operational Intelligence Office ("NFOIO"), and the next year became the Technical Director of the Naval Ocean Surveillance Information Center. He subsequently held the senior civilian position at NFOIO, serving as Technical Director until assuming the position of Special Assistant to the Director of Naval Intelligence in 1981. He was selected as Deputy Director of Naval Intelligence in June 1985, a position he held until 1989. Mr. Haver was selected by Secretary of Defense Dick Cheney in July 1989 to the position of Assistant to the Secretary of Defense for Intelligence Policy. From 1992 to 1995, he served as the Executive Director for Intelligence Community Affairs. In 1998, he assumed the duties of Chief of Staff of the National Intelligence Council and Deputy to the Assistant Director of Central Intelligence for Analysis and Production. In 1999, Mr. Haver joined TRW as Vice President and Director, Intelligence Programs. He led business development and marketing activities in the intelligence market area for their Systems & Information Technology Group. He also served as liaison to the group's strategic and tactical C3 business units, as well as TRW's Telecommunications and Space & Electronics groups. Mr. Haver was selected by Vice President Cheney to head the Administration's Transition Team for Intelligence and then selected by Secretary of Defense Donald Rumsfeld as the Special Assistant to the Secretary of Defense for Intelligence. He returned to the private sector in 2003. Mr. Haver is now consulting to both government and private industry associated with the national security and intelligence fields, as well as volunteer work, and service on various boards and panels. Mr. Haver's knowledge of the Company through his service as a Director of the Company, as well as his executive management and business experience in the intelligence field, allow him to bring valuable insight and knowledge to the Board.
|
Robert M. Stafford
|
Mr. Stafford
has been a Director of the Company since June 12, 2013
. Mr. Stafford is currently the Chairman and CEO of Stafford Capital Management, where he has worked since 1986, and the Managing Partner of Pacific Management Ltd., where he has also worked since 1986. Mr. Stafford received a bachelor's degree from Princeton University in 1963 and an MBA from Stanford Graduate School of Business in 1968. Mr. Stafford's extensive financial experience allows him to bring valuable insight and knowledge to the Board.
|
Ronald V.
Rose
|
Mr. Rose has been a Director of the Company since December 17, 2014. Mr. Rose now serves as CEO of Value Creation Strategies Holdings, LLC, an investment company focused on value creation through data analytics technologies. Formerly Mr. Rose was the Vice Chairman and CEO, of Decisyon, Inc., a company which accelerates business process improvement through the combination of collaborative business intelligence technologies and IoT analytics. Prior to Decisyon, Mr. Rose served as Senior Vice President of Dell.com at Dell Inc., where he ran a multi-billion dollar B2B business unit. Prior to Dell, Mr. Rose served as Chief Information Officer of Priceline.com for eleven years during which time the company successfully made the transition from a pre-IPO startup to a multi-billion dollar global travel company. Mr. Rose began his career at Delta Air Lines focusing on transaction systems. Mr. Rose holds a Bachelor of Science degree from Tulane University and the University of Aberdeen Scotland. Mr. Rose received a Master's of Science in Information Technology from the Georgia Institute of Technology. Mr. Rose is a private pilot.
Mr. Rose's experience as CEO of a software company in the data analytics and collaborative decision making technology sector allows him to bring valuable insight and knowledge to the Board.
|
John R. Keller
|
Mr. Keller serves as Executive Vice President of the Company, a position he has held since the Company's inception in 1967 as one of the co-founders. Mr. Keller has also been a Director of the Company since 1997. Mr. Keller received his bachelor's and master's degrees in electrical engineering from New York University in 1960 and 1962, respectively. Mr. Keller's knowledge of the Company through his service as a Director and Executive Vice President of the Company allows him to bring valuable insight and knowledge to the Board.
|
James T. Barry
|
Mr. Barry was named Chief Executive Officer of the Company in February 2003 and President in April 2003. Since Mr. Barry joined the Company in 1998, he has held the positions of Chief Operating Officer, Chief Financial Officer, Secretary, and Executive Vice President. Mr. Barry has also been a Director of the Company since 2000. From 1998 to 2006 Mr. Barry was a Vice President of Field Point Capital Management Company. From 1989 to 1998, he was with DIANON Systems, Inc., most recently as Vice President of Marketing. Prior to DIANON, Mr. Barry was an officer in the United States Marine Corps. Mr. Barry's knowledge of the Company through his service as a Director, President, and Chief Executive Officer of the Company allows him to bring valuable insight and knowledge to the Board.
|
Louis J. Petrucelly
|
Mr. Petrucelly joined the Company as Senior Vice President, Chief Financial Officer, Treasurer and Secretary in October 2016. Mr. Petrucelly has more than 15 years of experience in multi-dimensional corporate finance, operations, and accounting. Previously, Mr. Petrucelly spent almost 10 years at FalconStor Software, Inc., a leading software-defined storage data services company, serving most recently as Executive Vice President, Chief Financial Officer, and Treasurer since August 2012. Mr. Petrucelly joined FalconStor Software, Inc. in March 2007 and held several senior financial positions. Prior to FalconStor Software, Inc., Mr. Petrucelly spent time in senior financial positions at both Granite Broadcasting Corporation and PASSUR Aerospace, Inc. He began his career with Ernst & Young, LLP. Mr. Petrucelly received his B.S. from the C.W. Post Campus of Long Island University.
|
(a)
|
List of Documents Filed as a Part of This Annual Report on Form 10-K:
|
Page
|
(1)
|
Index to Consolidated Financial Statements
|
|
Included in Part II of This Report:
|
||
Report of Independent Registered Public
Accounting Firm – BDO USA, LLP
|
F-1
|
|
Consolidated Balance Sheets as of October 31, 2016 and 2015
|
F-2
|
|
Consolidated Statements of Income for the years ended October 31, 2016 and 2015
|
F-3
|
|
Consolidated Statements of Stockholders' Equity for the years ended October 31, 2016 and 2015
|
F-4
|
|
Consolidated Statements of Cash Flows for the years ended October 31, 2016 and 2015
|
F-5
|
|
Notes to Consolidated Financial Statements
|
F-6
|
|
(2)
|
Index to Financial Statement Schedule: N/A
|
Exhibits
|
|
3.1
|
The Company's composite Certificate of Incorporation, dated as of January 24, 1990, is incorporated by reference from our Annual Report on Form 10-K for the fiscal year ended October 31, 1989.
|
3.2
|
The Company's By-laws, dated as of May 16, 1988, are incorporated by reference to Exhibit 3-14 to our Annual Report on Form 10-K for the fiscal year ended October 31, 1998.
|
10.1
|
The Company's Amended 1999 Stock Incentive Plan is incorporated by reference to Exhibit 10.3 of our Report on Form 8-K filed on April 17, 2006.
|
10.2
|
Form of Securities Purchase Agreement, dated May 9, 2011 is incorporated by reference to Exhibit 10.1 to our Current Report on Form 8-K filed on May 9, 2011.
|
10.3
|
Debt Conversion Agreement and Secured Promissory Note, dated May 9, 2011 is incorporated by reference to Exhibit 10.2 to our Current Report on Form 8-K filed on May 9, 2011.
|
10.4
|
Amendment No.1 to Secured Promissory Note, dated September 6, 2011 is incorporated by reference to Exhibit 10.1 to our Current Report on Form 8-K filed on September 7, 2011.
|
10.5
|
Commitment of G.S. Beckwith Gilbert, dated March 6, 2013 is incorporated by reference to Exhibit 10.1 to our Quarterly Report on Form 10-Q filed on March 14, 2013.
|
10.6
|
Commitment of G.S. Beckwith Gilbert, dated June 10, 2013 is incorporated by reference to Exhibit 10.1 to our Quarterly Report on Form 10-Q filed on June 13, 2013.
|
10.7
|
Commitment of G.S. Beckwith Gilbert, dated September 5, 2013 is incorporated by reference to Exhibit 10.1 to our Quarterly Report on Form 10-Q filed on September 13, 2013.
|
10.8
|
Commitment of G.S. Beckwith Gilbert, dated January 16, 2014 is incorporated by reference to Exhibit 10.19 to our Annual Report on Form 10-K for the fiscal year ended October 31, 2013
|
10.9
|
Commitment of G.S. Beckwith Gilbert, dated March 7, 2014 is incorporated by reference to Exhibit 10.1 to our Quarterly Report on Form 10-Q filed on March 13, 2014.
|
10.10
|
Commitment of G.S. Beckwith Gilbert, dated June 11, 2014 is incorporated by reference to Exhibit 10.1 to our Quarterly Report on Form 10-Q filed on June 12, 2014.
|
10.11
|
Debt Extension Agreement, dated June 11, 2014 is incorporated by reference to Exhibit 10.2 to our Quarterly Report on Form 10-Q filed on June 12, 2014.
|
10.12
|
Secured Promissory Note, dated June 11, 2014 is incorporated by reference to Exhibit 10.3 to our Quarterly Report on Form 10-Q filed on June 12, 2014.
|
10.13
|
Commitment of G.S. Beckwith Gilbert, dated September 9, 2014 is incorporated by reference to Exhibit 10.1 to our Quarterly Report on Form 10-Q filed on September 12, 2014.
|
10.14*
|
Debt Extension Agreement, dated as of January 6, 2017, by and between PASSUR Aerospace, Inc. and G. S. Beckwith Gilbert.
|
10.15*
|
Secured Promissory Note, dated as of January 6, 2017, from PASSUR Aerospace, Inc., as Borrower, to G. S. Beckwith Gilbert, as Lender.
|
21
|
List of Subsidiaries is incorporated by reference to our Annual Report on Form 10-K report for the fiscal year ended October 31, 1981.
|
23.1*
|
Consent of Independent Registered Public Accounting Firm.
|
31.1*
|
Certification of Chief Executive Officer pursuant to Rule 13a-14(a) or 15d-14(a) of the Securities Exchange Act of 1934, as adopted pursuant to Section 302 of the Sarbanes-Oxley Act of 2002.
|
31.2*
|
Certification of Chief Financial Officer pursuant to Rule 13a-14(a) or 15d-14(a) of the Securities Exchange Act of 1934, as adopted pursuant to Section 302 of the Sarbanes-Oxley Act of 2002.
|
32.1*
|
Certification of Chief Executive Officer pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002.
|
32.2*
|
Certification of Chief Financial Officer pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002.
|
99.1 *
|
Change of Control Agreement between the Company and Louis J. Petrucelly dated January 6, 2017.
|
101.ins**
|
XBRL Instance
|
101.xsd**
|
XBRL Schema
|
101.cal**
|
XBRL Calculation
|
101.def**
|
XBRL Definition
|
101.lab**
|
XBRL Label
|
101.pre**
|
XBRL Presentation
|
Dated: January
9
, 2017
|
By:
|
/s/ James T. Barry
|
James T. Barry
|
||
President and Chief Executive Officer and Director
|
Dated: January
9,
2017
|
/
s/ James T. Barry
|
James T. Barry
|
|
President and Chief Executive Officer and Director
|
|
(Principal Executive Officer)
|
|
Dated: January 9, 2017
|
/s/ Louis J. Petrucelly
|
Louis J. Petrucelly
|
|
Chief Financial Officer, Treasurer, and Secretary | |
(Principal Financial and Accounting Officer) |
Dated: January 9, 2017
|
/s/ G.S. Beckwith Gilbert
|
G.S. Beckwith Gilbert
|
|
Executive Chairman of the Board and Director
|
|
Dated: January 9, 2017
|
/s/ John R. Keller
|
John R. Keller
|
|
Executive Vice President and Director
|
|
Dated: January 9, 2017
|
/s/ Paul L. Graziani
|
Paul L. Graziani
|
|
Director
|
|
Dated: January 9, 2017
|
/s/ Kurt J. Ekert
|
Kurt J. Ekert
|
|
Director
|
|
Dated: January 9, 2017
|
/s/ Peter L. Bloom
|
Peter L. Bloom
|
|
Director
|
|
Dated: January 9, 2017
|
/s/ Richard L. Haver
|
Richard L. Haver
|
|
Director
|
|
Dated: January 9, 2017
|
/s/ Robert M. Strafford
|
Robert M. Stafford
|
|
Director
|
|
Dated: January 9, 2017
|
/s/ Ronald V. Rose
|
Ronald V. Rose
|
|
Director
|
2016
|
2015
|
|||||||
Assets
|
||||||||
Current assets:
|
||||||||
Cash
|
$
|
1,523,655
|
$
|
925,508
|
||||
Accounts receivable, net
|
1,073,498
|
1,234,986
|
||||||
Deferred tax asset, current
|
418,889
|
551,671
|
||||||
Prepaid expenses and other current assets
|
217,410
|
157,930
|
||||||
Total current assets
|
3,233,452
|
2,870,095
|
||||||
PASSUR Network, net
|
5,739,753
|
5,902,751
|
||||||
Capitalized software development costs, net
|
8,263,533
|
7,684,603
|
||||||
Property and equipment, net
|
1,187,158
|
1,353,532
|
||||||
Deferred tax asset, non-current
|
1,250,833
|
1,658,557
|
||||||
Other assets
|
208,755
|
239,861
|
||||||
Total assets
|
$
|
19,883,484
|
$
|
19,709,399
|
||||
Liabilities and stockholders' equity
|
||||||||
Current liabilities:
|
||||||||
Accounts payable
|
$
|
356,387
|
$
|
880,819
|
||||
Accrued expenses and other current liabilities
|
936,272
|
977,900
|
||||||
Deferred revenue, current portion
|
3,140,292
|
2,680,244
|
||||||
Total current liabilities
|
4,432,951
|
4,538,963
|
||||||
Deferred revenue, long term portion
|
423,346
|
197,336
|
||||||
Notes payable – related party
|
2,700,000
|
3,500,000
|
||||||
7,556,297
|
8,236,299
|
|||||||
Commitment and contingencies | ||||||||
Stockholders' equity: | ||||||||
Preferred shares – authorized 5,000,000 shares, par value $0.01 per share; none issued or outstanding
|
-
|
-
|
||||||
Common shares – authorized 10,000,000 shares, par value $0.01 per share; issued 8,465,526 and outstanding 7,690,199 in fiscal year 2016; issued 8,428,526 and outstanding 7,653,199 in fiscal year 2015
|
84,654
|
84,284
|
||||||
Additional paid–in capital
|
16,082,865
|
15,663,796
|
||||||
Accumulated deficit
|
(1,944,904
|
)
|
(2,379,552
|
)
|
||||
14,222,615
|
13,368,528
|
|||||||
Treasury stock, at cost, 775,327 and 775,327 shares in fiscal years 2016 and 2015
|
(1,895,428
|
)
|
(1,895,428
|
)
|
||||
Total stockholders' equity
|
12,327,187
|
11,473,100
|
||||||
Total liabilities and stockholders' equity
|
$
|
19,883,484
|
$
|
19,709,399
|
2016
|
2015
|
|||||||
Revenues
|
$
|
14,892,495
|
$
|
12,538,059
|
||||
Cost and expenses:
|
||||||||
Cost of revenues
|
6,377,104
|
5,433,122
|
||||||
Research and development
|
826,227
|
724,683
|
||||||
Selling, general, and administrative expenses
|
6,481,260
|
5,478,454
|
||||||
13,684,591
|
11,636,259
|
|||||||
Income from operations
|
1,207,904
|
901,800
|
||||||
Interest expense – related party
|
183,333
|
224,542
|
||||||
Income before income taxes
|
1,024,571
|
677,258
|
||||||
Income tax expense
|
589,923
|
397,994
|
||||||
Net income
|
$
|
434,648
|
$
|
279,264
|
||||
Net income per common share – basic
|
$
|
0.06
|
$
|
0.04
|
||||
Net income per common share – diluted
|
$
|
0.06
|
$
|
0.04
|
||||
Weighted average number of common shares outstanding – basic
|
7,679,696
|
7,648,612
|
||||||
Weighted average number of common shares outstanding – diluted
|
7,730,566
|
7,775,474
|
Shares
|
Common stock
|
Additional
paid-in
capital
|
Accumulated
deficit
|
Treasury
stock
|
Total
stockholders'
equity
|
|||||||||||||||||||
Balance at November 1, 2014
|
7,529,026
|
$
|
82,255
|
$
|
15,273,524
|
$
|
(2,658,816
|
)
|
$
|
(1,623,475
|
)
|
$
|
11,073,488
|
|||||||||||
Exercise of common stock options
|
203,000
|
2,029
|
49,091
|
51,120
|
||||||||||||||||||||
Purchase of treasury stock
|
(78,827
|
)
|
(271,953
|
)
|
(271,953
|
)
|
||||||||||||||||||
Stock-based compensation expense
|
341,181
|
341,181
|
||||||||||||||||||||||
Net income
|
279,264
|
279,264
|
||||||||||||||||||||||
Balance at October 31, 2015
|
7,653,199
|
$
|
84,284
|
$
|
15,663,796
|
$
|
(2,379,552
|
)
|
$
|
(1,895,428
|
)
|
$
|
11,473,100
|
|||||||||||
Exercise of common stock options
|
37,000
|
370
|
17,850
|
18,220
|
||||||||||||||||||||
Stock-based compensation expense
|
401,219
|
401,219
|
||||||||||||||||||||||
Net income
|
434,648
|
434,648
|
||||||||||||||||||||||
Balance at October 31, 2016
|
7,690,199
|
$
|
84,654
|
$
|
16,082,865
|
$
|
(1,944,904
|
)
|
$
|
(1,895,428
|
)
|
$
|
12,327,187
|
2016
|
2015
|
|||||||
Cash flows from operating activities
|
||||||||
Net income
|
$
|
434,648
|
$
|
279,264
|
||||
Adjustments to reconcile net income to net cash provided by operating activities:
|
||||||||
Depreciation and amortization
|
3,341,349
|
3,055,214
|
||||||
Provision for deferred taxes
|
540,505
|
362,143
|
||||||
Provision (recovery) of doubtful accounts receivable
|
5,982
|
16,950
|
||||||
Stock-based compensation expense
|
401,219
|
341,181
|
||||||
Changes in operating assets and liabilities:
|
||||||||
Accounts receivable
|
155,506
|
116,822
|
||||||
Prepaid expenses and other current assets
|
(120,260
|
)
|
(47,090
|
)
|
||||
Other assets
|
31,106
|
(97,380
|
)
|
|||||
Accounts payable
|
(524,432
|
)
|
230,165
|
|||||
Accrued expenses and other current liabilities
|
(41,628
|
)
|
144,609
|
|||||
Deferred revenue
|
686,058
|
807,029
|
||||||
Total adjustments
|
4,475,405
|
4,929,643
|
||||||
Net cash provided by operating activities
|
4,910,053
|
5,208,907
|
||||||
Cash flows from investing activities
|
||||||||
PASSUR Network
|
(776,138
|
)
|
(1,489,117
|
)
|
||||
Capitalized software development costs
|
(2,423,811
|
)
|
(2,401,994
|
)
|
||||
Property and equipment
|
(330,177
|
)
|
(455,302
|
)
|
||||
Net cash used in investing activities
|
(3,530,126
|
)
|
(4,346,413
|
)
|
||||
Cash flows from financing activities
|
||||||||
Repayments of notes payable – related party
|
(800,000
|
)
|
(364,880
|
)
|
||||
Purchase of treasury stock | - |
(271,953
|
)
|
|||||
Proceeds from exercise of stock options
|
18,220
|
51,120
|
||||||
Net cash used in financing activities
|
(781,780
|
)
|
(585,713
|
)
|
||||
Increase in cash
|
598,147
|
276,781
|
||||||
Cash – beginning of year
|
925,508
|
648,727
|
||||||
Cash – end of year
|
$
|
1,523,655
|
$
|
925,508
|
||||
Supplemental cash flow information
|
||||||||
Cash paid during the year for:
|
||||||||
Interest – related party
|
$
|
183,000
|
$
|
225,000
|
||||
Income taxes
|
$
|
62,000
|
$
|
35,000
|
2016
|
2015
|
|||||||
Basic weighted average shares outstanding
|
7,679,696
|
7,648,612
|
||||||
Effect of dilutive stock options
|
50,870
|
126,862
|
||||||
Diluted weighted average shares outstanding
|
7,730,566
|
7,775,474
|
||||||
Weighted average shares which are not included in the calculation of diluted net income per share because their impact is anti
-
dilutive
|
||||||||
Stock options
|
1,182,000
|
900,000
|
Estimated useful lives | 2016 | 2015 | |||||||
Leasehold improvements
|
3-5 years
|
$
|
216,000
|
$
|
207,000
|
||||
Equipment
|
5-10 years
|
5,727,000
|
5,431,000
|
||||||
Furniture and fixtures
|
5-10 years
|
563,000
|
538,000
|
||||||
6,506,000
|
6,176,000
|
||||||||
Less accumulated depreciation
|
5,319,000
|
4,822,000
|
|||||||
Total
|
$
|
1,187,000
|
$
|
1,354,000
|
2016
|
2015
|
|||||||
PASSUR Network, beginning balance
|
$
|
18,360,000
|
$
|
16,871,000
|
||||
Additions
|
776,000
|
1,489,000
|
||||||
Total capitalized PASSUR Network costs
|
19,136,000
|
18,360,000
|
||||||
Less accumulated depreciation
|
13,396,000
|
12,457,000
|
||||||
PASSUR Network, ending balance, net
|
$
|
$ 5,740,000
|
$
|
5,903,000
|
2016
|
2015
|
|||||||
Software development costs, beginning balance
|
$
|
15,415,000
|
$
|
13,013,000
|
||||
Additions
|
2,424,000
|
2,402,000
|
||||||
Total capitalized software development costs
|
17,839,000
|
15,415,000
|
||||||
Less accumulated amortization
|
9,575,000
|
7,730,000
|
||||||
Software development costs, ending balance, net
|
$
|
8,264,000
|
$
|
7,685,000
|
2016
|
2015
|
|||||||
Payroll, payroll taxes, and benefits
|
$
|
513,000
|
$
|
628,000
|
||||
Professional fees
|
148,000
|
152,000
|
||||||
Travel expenses
|
142,000
|
94,000
|
||||||
Other liabilities
|
133,000
|
104,000
|
||||||
Total
|
$
|
936,000
|
$
|
978,000
|
Effective for the Company’s fiscal year 2017, the Company converted its vacation policy to no longer allow for unused vacation days to be carried forward to future periods or paid if an employee separates from the Company. As a result of the change to the Company’s vacation policy, the Company no longer has an accrued vacation obligation and reversed the related accrual of $414,000 of which $176,000, $43,000, and $195,000 was recorded in cost of sales, research and development, and general and administrative expenses, respectively, in the accompanying consolidated income statement.
6. Notes Payable
Fiscal Year Ended October 31:
|
Contractual obligations
under
operating
leases
|
|||
2017
|
$
|
431,000
|
||
2018
|
122,000
|
|||
2019
|
65,000
|
|||
2020
|
72,000
|
|||
Thereafter
|
61,000
|
|||
Total minimum contractual obligations
|
$
|
751,000
|
2016
|
2015
|
|||||||||||||||
Amount
|
Percent
|
Amount
|
Percent
|
|||||||||||||
U.S. statutory tax
|
$
|
349,000
|
34.0
|
%
|
$
|
230,000
|
34.0
|
%
|
||||||||
Stock compensation | 125,000 | 12.2 | 82,000 | 12.1 | ||||||||||||
Meals and entertainment | 14,000 | 1.4 | 16,000 | 2.3 | ||||||||||||
State tax, net of federal benefit
|
102,000
|
9.9
|
70,000
|
10.4
|
||||||||||||
Income tax expense (benefit), net
|
$
|
590,000
|
57.6
|
%
|
$
|
398,000
|
58.8
|
%
|
2016
|
2015
|
|||||||
Deferred tax assets and liabilities:
|
||||||||
Net operating loss carry-forward
|
$
|
1,894,000
|
$
|
2,481,000
|
||||
Accrued vacation
|
-
|
133,000
|
||||||
Allowance for doubtful accounts receivable
|
19,000
|
18,000
|
||||||
Stock compensation-nonqualified
|
198,000
|
186,000
|
||||||
Depreciation
|
(441,000
|
)
|
(608,000
|
)
|
||||
Deferred tax assets and liabilities
|
$
|
1,670,000
|
$
|
2,210,000
|
2016
|
2015
|
|||||||
Current:
|
||||||||
Federal
|
$
|
-
|
$
|
-
|
||||
State
|
50,000
|
36,000
|
||||||
Income tax provision-current
|
$
|
50,000
|
$
|
36,000
|
||||
Deferred:
|
||||||||
Federal
|
$
|
471,000
|
$
|
316,000
|
||||
State
|
69,000
|
46,000
|
||||||
Total income tax expense (benefit), net
|
$
|
590,000
|
$
|
398,000
|
Number of
stock
options
|
Weighted
average
exercise
price
|
Weighted
average
remaining
contractual
term
(in years)
|
Aggregate
intrinsic
value
|
|||||||||||||
Stock options outstanding at November 1, 2014
|
916,500
|
$
|
2.64
|
5.0
|
$
|
1,405,000
|
||||||||||
Stock options granted
|
472,500
|
$
|
3.22
|
|||||||||||||
Stock options exercised
|
(203,000
|
)
|
$
|
0.25
|
||||||||||||
Outstanding at October 31, 2015
|
1,186,000
|
$
|
3.27
|
6.7
|
$
|
293,000
|
||||||||||
Stock options granted
|
240,000
|
$
|
3.41
|
|||||||||||||
Stock options exercised
|
(37,000
|
)
|
$
|
0.49
|
||||||||||||
Stock options forfeited
|
(60,000
|
)
|
$
|
2.49
|
||||||||||||
Stock options outstanding at October 31, 2016
|
1,329,000
|
$
|
3.42
|
3.9
|
$
|
130,000
|
||||||||||
Stock options exercisable at October 31, 2016
|
631,000
|
$
|
3.51
|
5.2
|
$
|
126,000
|
Years ended December 31,
|
||||||||
2016
|
2015
|
|||||||
Expected dividend yield
|
0
|
%
|
0
|
%
|
||||
Expected volatility
|
117
|
%
|
117
|
%
|
||||
Risk-free interest rate
|
1.41-1.85
|
%
|
1.18 - 2.10
|
%
|
||||
Expected term (years)
|
4.9 - 6.5
|
5.4 - 5.5
|
||||||
Discount for post-vesting restrictions
|
N/A
|
N/A
|
2016 | 2015 | ||||||||
Cost of revenues
|
$
|
25,000
|
$
|
59,000
|
|||||
Research and development
|
122,000
|
49,000
|
|||||||
Selling, general and administrative
|
254,000
|
233,000
|
|||||||
$
|
401,000
|
$
|
341,000
|
Name of Plan
|
Shares
Authorized |
Shares
Available
for Grant |
Shares
Outstanding |
Last Date
for Grant
of Shares |
|||||||||
PASSUR Aerospace, Inc., 2009 Stock Incentive Plan
|
1,500,000
|
228,000
|
1,272,000
|
February 24, 2019
|
Name of Plan
|
Shares
Available
for Grant
|
Shares
Outstanding
|
||||||
PASSUR Aerospace, Inc., 1999 Stock Incentive Plan
|
—
|
57,000
|
(a)
|
(c)
|
PREPAYMENT TERMS. The Third Replacement Note or any New Replacement Note plus accrued interest may be prepaid in full at anytime without penalty.
|
(d)
|
SECURITY INTEREST: The security interest previously conveyed to lender shall continue in full force and effect as an integral part of the Third Replacement Note, as described in section (b) of the Third Replacement Note.
|
(a)
|
(b)
|
(c)
|
(d)
|
$
|
2,700,000
|
STAMFORD, CONNECTICUT
|
|
AS OF JANUARY 6, 2017
|
1. |
I have reviewed this Annual Report on Form 10-K of PASSUR Aerospace, Inc.;
|
2. |
Based on my knowledge, this Annual Report does not contain any untrue statement of a material fact or omit to state a material fact necessary to make the statements made, in light of the circumstances under which such statements were made, not misleading with respect to the period covered by this Annual Report;
|
3. |
Based on my knowledge, the financial statements, and other financial information included in this Annual Report, fairly present in all material respects the financial condition, results of operations and cash flows of the Registrant as of, and for, the periods presented in this Annual Report;
|
4. |
The Registrant's other certifying officer(s) and I are responsible for establishing and maintaining disclosure controls and procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal control over financial reporting (as defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for the Registrant and have:
|
(a)
|
Designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be designed under our supervision, to ensure that material information relating to the Registrant, including its consolidated subsidiaries, is made known to us by others within those entities, particularly during the period in which this Annual Report is being prepared;
|
(b)
|
Designed such internal control over financial reporting, or caused such internal control over financial reporting to be designed under our supervision, to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles;
|
(c)
|
Evaluated the effectiveness of the Registrant's disclosure controls and procedures and presented in this report our conclusions about the effectiveness of the disclosure controls and procedures, as of the end of the period covered by this report based on such evaluation; and
|
(d)
|
Disclosed in this report any change in the Registrant's internal control over financial reporting that occurred during the Registrant's most recent fiscal quarter (the Registrant's fourth fiscal quarter in the case of an annual report) that has materially affected, or is reasonably likely to materially affect, the Registrant's internal control over financial reporting; and
|
5. |
The Registrant's other certifying officer(s) and I have disclosed, based on our most recent evaluation of internal control over financial reporting, to the Registrant's auditors and the audit committee of the Registrant's board of directors (or persons performing the equivalent functions):
|
(a)
|
All significant deficiencies and material weaknesses in the design or operation of internal controls over financial reporting which are reasonably likely to adversely affect the Registrant's ability to record, process, summarize and report financial information; and
|
(b)
|
Any fraud, whether or not material, that involves management or other employees who have a significant role in the Registrant's internal control over financial reporting.
|
Date: January 9, 2017
|
|
By
:/s/ James T. Barry
|
|
James T. Barry
|
|
Chief Executive Officer
|
1. |
I have reviewed this Annual Report on Form 10-K of PASSUR Aerospace, Inc.;
|
2. |
Based on my knowledge, this Annual Report does not contain any untrue statement of a material fact or omit to state a material fact necessary to make the statements made, in light of the circumstances under which such statements were made, not misleading with respect to the period covered by this Annual Report;
|
3. |
Based on my knowledge, the financial statements, and other financial information included in this Annual Report, fairly present in all material respects the financial condition, results of operations and cash flows of the Registrant as of, and for, the periods presented in this Annual Report;
|
4. |
The Registrant's other certifying officer(s) and I are responsible for establishing and maintaining disclosure controls and procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal control over financial reporting (as defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for the Registrant and have:
|
(a)
|
Designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be designed under our supervision, to ensure that material information relating to the Registrant, including its consolidated subsidiaries, is made known to us by others within those entities, particularly during the period in which this Annual Report is being prepared;
|
(b)
|
Designed such internal control over financial reporting, or caused such internal control over financial reporting to be designed under our supervision, to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles;
|
(c)
|
Evaluated the effectiveness of the Registrant's disclosure controls and procedures and presented in this report our conclusions about the effectiveness of the disclosure controls and procedures, as of the end of the period covered by this report based on such evaluation; and
|
(d)
|
Disclosed in this report any change in the Registrant's internal control over financial reporting that occurred during the Registrant's most recent fiscal quarter (the Registrant's fourth fiscal quarter in the case of an annual report) that has materially affected, or is reasonably likely to materially affect, the Registrant's internal control over financial reporting; and
|
5. |
The Registrant's other certifying officer(s) and I have disclosed, based on our most recent evaluation of internal control over financial reporting, to the Registrant's auditors and the audit committee of the Registrant's board of directors (or persons performing the equivalent functions):
|
(a)
|
All significant deficiencies and material weaknesses in the design or operation of internal controls over financial reporting which are reasonably likely to adversely affect the Registrant's ability to record, process, summarize and report financial information; and
|
(b)
|
Any fraud, whether or not material, that involves management or other employees who have a significant role in the Registrant's internal control over financial reporting.
|
Date: January 9, 2017
|
|
By:
/s/ Louis J. Petrucelly
|
|
Louis J. Petrucelly
|
|
Chief Financial Officer
|
(1)
|
The Report fully complies with the requirements of section 13(a) or 15(d) of the Securities Exchange Act of 1934; and
|
(2)
|
The information contained in the Report fairly presents, in all material respects, the financial condition and results of operations of the Company.
|
By:
|
/s/ James T. Barry
|
James T. Barry
|
|
Chief Executive Officer
|
|
January 9, 2017
|
(1)
|
The Report fully complies with the requirements of section 13(a) or 15(d) of the Securities Exchange Act of 1934; and
|
(2)
|
The information contained in the Report fairly presents, in all material respects, the financial condition and results of operations of the Company.
|
By:
|
/s/ Louis J. Petrucelly
|
Louis J. Petrucelly
|
|
Chief Financial Officer
|
|
January
9,
2017
|
1.
|
Definitions
|
(a)
|
Cause
As used in this Agreement, "Cause" shall include: (i) dishonesty with respect to PASSUR or any affiliate, parent or subsidiary of PASSUR; (ii) insubordination; (iii) malfeasance or nonfeasance of duty; (iv) unauthorized disclosure of confidential information; (v) breach of any non-compete and confidentiality or similar agreement ; or (vi) conduct prejudicial to the business of PASSUR or any affiliate, parent or subsidiary of PASSUR. The Board shall have sole discretion to determine the existence of "Cause," and its determination will be conclusive on Petrucelly and PASSUR; provided that the Board may delegate its power to act under this paragraph (a) to a committee of the Board in which case the determination of such committee shall be conclusive. "Cause" is not limited to events which have occurred prior to the termination of Petrucelly's service, nor is it necessary that the Board's finding of "Cause" occur prior to such termination. If the Board determines, subsequent to Petrucelly's termination of service, that either prior or subsequent to Petrucelly's termination Petrucelly engaged in conduct which would constitute "Cause," then Petrucelly shall have no right to receive or retain any benefit or compensation under this Agreement.
|
(b)
|
Change of Control
As used in this Agreement, a "Change of Control" shall mean the occurrence of any of the following events:
|
(c)
|
Good Reason
As used in this Agreement, a "Good Reason" shall mean:
|
(i)
|
A material reduction of Petrucelly's authority or responsibilities as compared, in each case compared to Petrucelly's authority or responsibilities on the date immediately preceding the Change of Control;
|
(ii)
|
A reduction of Petrucelly's base salary or bonus earning potential not agreed to by Petrucelly as compared to Petrucelly's base salary or bonus earning potential immediately prior to the Change of Control; or
|
(iii)
|
A change in the location of Petrucelly's primary workplace to a location that is further from Petrucelly's home than the location of Petrucelly's primary workplace immediately prior to Change in Control.
|
2.
|
Change of Control Severance
|
3.
|
No Impact On Employment Status
|
4.
|
Entire Agreement / No Duplication of Compensation or Benefits
|
5.
|
Modifications and Amendments
|
6.
|
Governing Law
|
PASSUR AEROSPACE, INC.
|
||
By:
|
/s/ James T. Barry
|
|
James T. Barry, President & CEO
|
||
/s/ Louis J. Petrucelly
|
||
Louis J. Petrucelly
|