Turbodyne ist wieder zurück - der 1000% Zock!!!! - 500 Beiträge pro Seite

[Sinius]

Die Aktie wird in den USA gehandelt und steht bei 0,01 US-Dollar. Bei einem beginnenden Hype sind kurzfristig mehrere 100% Kurszuwachs möglich!!!


"Welcome to the home of the ALL NEW

turbodyne.com
home of the revolutionary
eForce
patented electronic forced air induction systems for gas and diesel engines.

Turbodyne`s eForce turbopacs provide

* instant boost and efficient fuel burn at idle to low RPM.
* fuel savings,
* increased acceleration from a standing start, and
* reduce particulate emissions.

This page was posted on
September 19, 2005 @ 3:00 PM PDT.

Thought we disappeared? We didn`t. We just took a short hiatus, and now we`re back, better than ever ... with some exciting new announcements in the next few weeks.

Watch this space for more information within the next 3 weeks ... or leave us your email address and we`ll send you updates as soon as they are available."



Mehr Informationen unter http://www.turbodyne.com

[Frau Klemme]

wow was eine webseite
wieso nur 1000% und nicht 100000%

[Sinius]

zwar nicht ausgeschlossen, aber doch unseriös!!!

[Beutelhuepfer]

#1

Sollten die News einigermassen ausfallen, ist Turbodyne immer für ein paar 100% gut.

Aber Vorsicht hoch spekulativ.

[chronoswiss]

dies ist ja die armseligste website die ich jemals gesehen habe. ansonsten würde mich eine spekulation schon interessieren.

[Beutelhuepfer]

Die ersten 100% sind im sack.

[Beutelhuepfer]

Nu simmer bei 122%.

[Sinius]

einsteigen!!!
es steht ein spektakulärer aufwärtstrend mit manigfaltigen unternehmensmeldungen an...

[Beutelhuepfer]

[posting]17.970.319 von Sinius am 20.09.05 19:52:26[/posting]Du Pusher Du.

[Sinius]

ich gebe nur das weiter, was ich aus gut unterrichteten kreisen gehört habe... ist halt HIGH RISK!!!!!!!!

[peedro]

Meine Frage an: [e-mail], den Domaininhabern der torbodyne.com...
Registrant: Turbodyne Technologies Inc. c/o Stamford Research LLC 65 High Ridge Road Stamford, CT 06905 US Domain Name: TURBODYNE.COM Administrative Contact: Turbodyne Technologies Inc. [e-mail]

Subject: turbodyne.com ...
Hello,
is this realy then new turbodyne website? www.turbodyne.com
What is comming up?
Regards
Peer Wenmakers



Mr. ...,
Yes, a new Turbodyne site is currently under development. My company has been contracted to build it. We are waiting for photos. That is all of the information I have right now.
Al
Albert F. Case, Jr.
Managing director and chief executive
Stamford Research, LLC
65 High Ridge Road, #115
Stamford, CT 06905

[peedro]

Meine Frage an: [e-mail], den Domaininhabern der torbodyne.com...
Registrant: Turbodyne Technologies Inc. c/o Stamford Research LLC 65 High Ridge Road Stamford, CT 06905 US Domain Name: TURBODYNE.COM Administrative Contact: Turbodyne Technologies Inc. [e-mail]

Subject: turbodyne.com ...
Hello,
is this realy then new turbodyne website? www.turbodyne.com
What is comming up?
Regards
Peer Wenmakers



Mr. ...,
Yes, a new Turbodyne site is currently under development. My company has been contracted to build it. We are waiting for photos. That is all of the information I have right now.
Al
Albert F. Case, Jr.
Managing director and chief executive
Stamford Research, LLC
65 High Ridge Road, #115
Stamford, CT 06905

[Hyflyy]

http://www.stamfordresearch.com/index.php

Sehr interessante Seite! Sollte aus Turbodyne doch nochmal etwas werden??

Hier ein Portrait des Chefs von Stamford Research:



Albert F. Case, Jr.,
managing director and chief executive

Al has a 30 year history as an entrepreneur, and as an "intrapreneur" helping established firms break new ground in new markets. Al is a pioneer researcher in General Systems Theory and business process reengineering. He launched the first Total Cost of Ownership (TCO) software products and benchmarks in the late 1990s, and later developed and launched a series of "Supply Chain Responsiveness" metrics, benchmarks and related software for supply chain performance (eMetrix) in 2001. He is the developer of "Organizational Engineering" - a technique for organizing high-performance organizations based on systems theory. At Stamford Research, Al has consulted for some of the largest tech companies in the world - as well as small, emerging firms. He recently completed an assignment as interim-CEO and board member of a payment technologies company.
Prior to forming Stamford Research, Al Case spent 13 years with Gartner, Inc., (NYSE:IT, IT-B), the worlds largest IT & Business Research & Advisory Firm, in various capacities, from program director to senior vice president and division president. At Gartner, Al ran various divisions including Gartner|Measurement, Gartner`s IT and business benchmarking division. He extended his research in the application of General Systems Theory (begun in 1985) to performance improvement in strategic planning, enterprise organization and product development - not only applying these principles on client engagements in manufacturing, software, hospitality, entertainment, transportation and logistics, but applying them to numerous Gartner business units - turning around and building a series of business units that represent over $100 million in annual revenue. Gartner gave Al a breadth of experience in technology and market research for premier clients
Al is a graduate of the State University of NY @ Buffalo Rich School of Business, where he also served on the Academic Advisory Committee and as an adjunct faculty member. At SUNY/Buffalo, he developed a unique curriculum applying PERT and CPM project management techniques to business projects.
Al currently serves on the board of two small businesses and is on the advisory board of Sky Capital Holdings, Ltd., an investment bank based in New York City and London, and eNucleus, a supply chain software company based in Chicago. Al is the editor of the Stamford Research Journal of Management & Organization, Business Technology Journal and TECH.SpendingTrends.
[back to top]

[Hyflyy]

@Sinius

BM für Dich

[peedro]

TRBD.PK > SEC Filings for TRBD.PK > Form 8-K on 25-Oct-2005 All Recent SEC Filings




Show all filings for TURBODYNE TECHNOLOGIES, INC | Request a Trial to NEW EDGAR Online Pro

Form 8-K for TURBODYNE TECHNOLOGIES, INC


--------------------------------------------------------------------------------

25-Oct-2005

Entry into Material Agreement, Sale of Equity, Change in Control, Cha



ITEM 1.01 ENTRY INTO A MATERIAL DEFINITIVE AGREEMENT.
As of September 2, 2005 the Company entered into an AGREEMENT AND PLAN OF MERGER (the "Agreement") dated as of SEPTEMBER 2005, among it, its wholly subsidiary Turbodyne Acquisition Corp. ("Merger Subsidiary" or the "Survivor") and Aspatuck Holdings Nevada Inc., (the "Nevada"). Nevada was a majority owned subsidiary of Aspatuck Holdings Ltd. ("AHL"). Jason Meyers is the President of AHL The agreement contemplated the merger of Nevada and Merger Subsidiary with the Survivor, as the surviving entity. Prior to the merger, Nevada entered into a consulting agreement ("CONSULTING AGREEMENT") with an entity which is obligated to provide the services of Albert Case to the Company.

The merger was completed as of September 9, 2005. Upon completion of the merger, the shareholders of Nevada became entitled under the Agreement to receive ("Merger Consideration") 40% of the Company`s outstanding shares including the number of shares of Common Stock issuable on the exercise, conversion or exchange of securities, options, rights or other agreements ("Derivatives") providing for the issuance of Common Stock. The number of Fully Diluted Shares Outstanding and, consequently the Merger Consideration include shares of Common Stock issued, or subject to Derivatives issued, after the merger, relating in any manner to events or transactions prior to the merger including securities of the Company issued to obtain funds to satisfy any Pre- merger obligations. Based on this formula substantial additional shares will be issued as Merger Consideration.

The Company is the beneficiary of the Consulting Agreement dated as of September 1, 2005, between Nevada and Stamford Research LLC, to provide the services of Albert Case who is now the Company`s chief executive officer. As compensation for Consultant`s services thereunder, the Company is to pay Consultant a total of $33,000 payable; $20,000 cash and $13,000 which was paid by the issuance of 1,300,000 shares of the Company`s Common Stock based upon market at the time of the merger. The agreement is for a term of 90 days after the merger.

Pursuant to these transactions as of September 9, 2005, the effective date of the merger, 139,192,222 shares of the Company`s Common Stock became issuable as Merger Consideration and 1,300,000 such shares became issuable to Stamford Research LLC, under the CONSULTING AGREEMENT.





ITEM 3.02 UNREGISTERED SALES OF EQUITY SECURITIES.
As a result of the transactions described in the response to Item 1.01 hereof, as of September 9, 2005, 139,192,222 shares of the Company`s Common Stock became issuable as Merger Consideration and 1,300,000 became issuable to Stamford Research LLC under the CONSULTING AGREEMENT These securities are issuable, in private transactions exempt from the registration requirements of the Securities Act of 1933, as amended, pursuant to Section 4(2).





ITEM 5.01 CHANGES IN CONTROL OF REGISTRANT.
Upon the execution of the Agreement described in the response to Item 1.01, Jason Meyers was elected as a director and President of the Company. Albert Case was also elected as a director and is now president and chief executive officer. Eugene O`Hagan, then a director, resigned upon execution of the Agreement. Andrew Martyn-Smith also submitted his resignation as an officer and director of the Company effective September 30, 2005.


-2-
Upon the merger the shareholders of Nevada received 40% of the Company`s Fully Diluted Shares Outstanding as described above or 139,192,222 shares out of a total actual outstanding of 315,560,144 shares of the Company`s Common Stock. These shares now account for 44% of the presently outstanding shares. AHL is beneficial owner of 107,178, 550 shares or approximately 34% of the outstanding shares of the Company`s Common Stock. As a controlling person of AHL Mr. Jason Meyers is the indirect beneficial owner of these shares.

The Company has been dormant for a long period of time and its new management intends to resume operations of the Company.





ITEM 5.02 DEPARTURE OF DIRECTORS OR PRINCIPAL OFFICERS; ELECTION OF DIRECTORS; APPOINTMENT OF PRINCIPAL OFFICERS.
Upon the execution of the Agreement described in the response to Item 1.01, Jason Meyers was elected as a director and President of the Company. He is now the chairman of the Board of Directors of the Company. Albert Case has also been elected as a director and is now President and chief executive officer. Eugene O`Hagan resigned as a director upon execution of the Agreement. Andrew Martyn-Smith also submitted his resignation as officer and director of the Company effective September 30, 2005.

SECTION 9 - FINANCIAL STATEMENTS AND EXHIBITS.

(a) FINANCIAL STATEMENTS

Financial statements and pro forma financial information if required it is contemplated will be filed by amendment..

(b) Exhibits

2.05-1 AGREEMENT AND PLAN OF MERGER dated as of SEPTEMBER 2005, made and entered into by and among the Company,Turbodyne Acquisition Corp, wholly owned subsidiary of the Company, and Aspatuck Holdings Nevada Inc.

[Sinius]

A Message from the CEO


Welcome to the “new” Turbodyne Technologies, Inc.

I say ‘new’ because we are literally re-building Turbodyne from the ground up. When we took over the operations of Turbodyne, it was virtually steps away from liquidation. However, like many of our investors and customers, we saw a tremendous opportunity in the Turbodyne’s designs and technology. For the first time, the ‘mainstream’ automotive market is recognizing the potential of an electric-powered turbocharger. In fact, the November, 2005 Technologue editorial column in the prestigious Motor Trend Magazine was devoted the concepts of the hybrid vehicle and electric turbocharging.

What did we see in Turbodyne? Simply, a great concept supported by ingenious patents that needed a pragmatic, experienced management to bring the concept to reality. Since we’ve taken over, the phones have not stopped ringing. There are many customers and firms wanting to partner, buy or re-sell Turbodyne air-charging systems. Like so many innovators, Turbodyne Technologies was ahead of its time. As such, the company had tocope with the isolation of being on the leading edge of technology.

A New Approach to Business

The ‘New’ Turbodyne will not be a manufacturing company. Manufacturing requires significant capital investment. Rather, we will focus on our core competencies – our designs and patents, as well as sales and marketing.

Our goal is to design great products the market demands and fill that demand.

My personal background is neither automotive nor power train related. I come from the high-tech computer hardware and software industries, and, I’m a partner in a firm that specializes in negotiating high-tech outsourcing. I was a division president of NYSE listed Gartner, Inc. where I headed the Gartner eMetrix division specializing in manufacturing productivity. In the information age, it is possible for a company to be a design and engineering firm and a sales and marketing firm (which often go hand-in-hand since design engineering should come from market demands) without becoming a manufacturer. There are many manufacturing companies around the world that take electronic product specifications and produce quality goods on contract – allowing firms like Turbodyne to convert product manufacturing from a fixed, overhead cost, to a variable, volume-driven cost.

For years, IBM outsourced the manufacture of components of its highly acclaimed Thinkpad notebook computers. IBM knew the customer and IBM designed the product – but companies like Lenovo in China, Hitachi in Japan and Intel and Seagate in the U.S. manufactured the components – not IBM. The major automotive companies assemble automobiles – but many of the components come from suppliers like Bridgestone Tire of Japan, Budd Company, Borg Warner, Bosch, Lear Automotive and ASC, not to mention Delphi and Visteton.

Our Business Strategy

Whether its high-tech disk drives or nuts and bolts in automobiles, a wide range of technology-driven, low-cost manufacturers from Mexico to Canada and the U.S. to China have the capacity to build products to our specifications – without the capital costs involved in setting up a factory floor. In addition, there are hundreds of ‘job shops’ and ‘machine shops’ around the country that specialize in short-run manufacturing for prototypes, design models, and even limited-run production.

Our business strategy is to minimize capital costs by outsourcing to the most qualified manufacturing or engineering firm wherever possible. We will use only the highest quality components for the most reliable systems. And, our designers and engineers, and our sales and marketing personnel will be rewarded for bringing quality products to market quickly. We intend to find profitable business partners, and look for product and market synergies.

Most importantly, our number one goal is to bring a quality product to market and sell it in large quantities!

Where are we Right Now?

Where are we right now? From a financial standpoint, we’re in a process of revival. We are restructuring the company’s balance sheet and re-engineering our financial plan. From a product standpoint, we are reviewing our plans for a product launch. There are currently four versions of the TurboPac in various stages of completion. We are accepting bids for independent product testing to assure product quality as well as specialty engineering, limited-run and mass-production manufacturing.

The ‘New” Turbodyne will use top quality materials to produce thoroughly tested products. We will eliminate costs by using proven contract manufacturing facilities that employ Lean Manufacturing, Six Sigma and ISO 9000 quality standards, and have already achieved economies of scale in their manufacturing processes.

Someone recently asked me how I thought a guy from the computer and software business could re-launch a very broken engine performance parts company. I replied, the same way a guy that could sell low-tech tobacco products and cookies could turn around the world’s highest-tech computer company. IBM’s stock had drifted to its lowest point ever when Lou Gerstner took over. Lou had been the CEO of RJR/Nabisco. People expected Lou to tear the company apart – but instead, Lou looked at what worked at IBM and what failed. He nurtured the successes and replaced the failures. He focused on IBM’s core business competenciesand adopted world-wide partnerships with complementary companies. In my 13 years at Gartner, I’ve had the opportunity to meet, know, work with, and most importantly, learn from some of the world’s leading managers and thinkers – from IBM and Microsoft executives to Dr. Ellie Goldratt, renown manufacturing consultant and author of The Goal – a seminal work on effective product development, manufacturing and distribution.

That, combined with over 20 years of experience starting new business operations and turning-around failing operations, I intend to apply those same, successful principles to Turbodyne. And, of course, I love big, loud, powerful engines and things that go fast. I’ve maintained and raced cars and owned and maintained both high-performance boats and diesel yachts, and I’m a private pilot. From a business perspective, I’ve run million dollar start ups and $150 million global operations. My objective is to surround our core team with smart, innovative employees and business partners who have only one goal – design, produce and deliver great, high quality products in large quantities to markets that want and need them. And, to use whatever resources, internally OR externally to achieve those goals. And of course, to turn our 20 plus patents into equity for our shareholders. If we can achieve these goals, Turbodyne’s customers will benefit from the creation of high quality products that provide long lasting relationships in the marketplace and our shareholders will witness the creation of value that provides loyalty and long lasting rewards where it really counts.

Al Case
President
&Chief Executive Officer
[e-mail]

Turbodyne Technologies, Inc.

[Hyflyy]

Das hört sich doch gar nicht schlecht an!! Zumindest erscheint es vertrauenserweckender und fundierter als beim "alten Management".

Man darf echt gespannt sein!!

Ich denke jedoch nicht, daß es kurzfristig signifikant nach oben geht. Könnte mir vorstellen, daß man noch ein paar Wochen/Monate abwarten muss.

Dann jedoch, halte ich es durchaus für möglich und auch für wahrscheinlich, wieder zweistellige (cent-)Kurse zu sehen!

[Sinius]

Es geht wieder aufwärts!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!

+ 45% binnen 24 Stunden!!!!!!!!!!!!!!!!!!!!!!!!!

[medimmune]

Nachricht aus dem Jahre 2001. Haben die überhaupt noch Patente bzw. eine eigene Technologie frage ich mich??

Prozesse, Konkurs und vollkommen pleite
Schuld daran sind vor allem die ruinösen Prozesse. 6,65 Millionen Dollar zahlte Turbodyne in Vergleichen. Um diese Summe aufzubringen mussten alle Patente und Warenzeichen an den Konkurrenten Honeywell verkauft werden. Stattdessen gibt es zwischen den Unternehmen ein Entwicklungsabkommen. Doch das ist bedroht. Honeywell wirft Turbodyne vor, seinen Teil der Entwicklungsarbeit nicht geleistet zu haben. Bis zum 3. Juni hat Turbodyne nun Zeit das Gegenteil zu belegen.

Doch es ist fraglich, ob Turbodyne das kann. Denn erstens ist das Unternehmen völlig abgebrannt. Der Kassenbestand ist laut Jahresbericht 0 $, auf den Konten sind gerade mal 330.000 Dollar. Einnahmen sind keine in Sicht, denn die Umsatz erwirtschaftende Tochter Pacific Baja musste im Konkursverfahren liquidiert werden. Und hier stehen noch unklare Schulden von über drei Millionen Dollar zur Debatte. Aufgrund des Konkurses hat Turbodyne auch keine Vermögensgegenstände mehr. Die Einzelfertigung des Produkts Turbopac für Detroit Diesel musste eingestellt werden. Bei 100 Millionen Dollar Schulden ist fraglich, ob das verrufene, angeschlagene Unternehmen noch Geld für die Entwicklung der Produkte zu sammen bekommt. Laut Jahresbericht reichte das Geld noch bis zum 11. Mai - das war letzte Woche.

Falls Honeywell das Lizenzabkommen mit Turbodyne als hinfällig betrachtet und kündigt, verliert Turbodyne auch den Zugriff auf sein früheres immaterielles Vermögen. Das wäre dann wohl das endgültige Ende.

Dr. Martin Hock, 15. Mai 2001

[medimmune]

So wie es aussieht haben die im Laufe der Jahre ihre Geschäft gar nicht niedergelegt. Habe den CEO Brief auch gelesen aber welche neue Situation soll sich denn im Moment ergeben haben? Warum sollte das U. jetzt eine eine gute Zukunft haben?

Wisst ihr ob die Mcap bei Yahoo Finance stimmt? Wieviel Aktien haben die ausstehend?

Danke euch

[Sinius]

MCap ist nicht klar nachvollziehbar, da die zahlen für 2004 noch nicht bei der sec eingereicht worden sind.

in der tat hat die gesellschaft in den vergangenen jahren immer "irgendwie" überlebt. trotz der ganzen (leider) zutreffenden horrorgeschichten.

in meinen augen ist trbd eine reine turnaround-spekulation, da es keine fundamentaldaten gibt, die einen kursanstieg rechtfertigen können!

trotzdem: STRONG BUY!!!

[Logozauber]

Diese Aktie ist der Goldesel schlecht hin !!

Man beachte die neue Website und den neuen Impressario.....

A new Message from the CEO !

[Logozauber]

http://www.turbodyne.com

A Message from the CEO
Welcome to the “new” Turbodyne Technologies, Inc.

Solutions for gas & diesel - Performance & Economy Auto, Truck, Bus, Marine and Power Generation.

[Logozauber]

Wer ist Al Case ??

Al Case
President
&Chief Executive Officer
[e-mail]

[boersedax1983]

bewegt sich diese aktien irgendwann mal?
gibt es dir firma noch?

[boersedax1983]

hallo, wollte mal fragen wie ihr den kurs in zukunft seht?
besteht die firma eigentlich noch?

[Logozauber]

Albert Case ist seit Okt. 2005 in die Firma eingestiegen.

Daumen nach oben, kaufen !!!

[boersedax1983]

interessiert anscheind niemand wirklich diese aktie?

[Logozauber]

das Handelsvolumen ist doch recht gut, oder ??

[bush]

www.turbodyne.com

geht mal auf die neue Seite, es scheint langsam voran zu gehen

[E100]

wie geht das dann mit relisting?

[bush]

relisting nicht nötig, verursacht ja nur kosten. erstmal sollen sie den laden wieder zum laufen bringen, der rest kommt von alleine

[E100]

habe monate nicht mehr geschaut.
seit wann gibts denn die neue seite?

[bush]

seit 2 Tagen, momentan finden aber laufend updates statt

[E100]

dann wirds ja wieder neue hoffnung geben.

[holle72]

super thread, hut ab!

[E100]

holle
dann bring mal was,dann wirds spannender!!

[Logozauber]

Überall wo sich Al Case beteiligt, geht die Post ab.
Da wird Geld gemacht

[fsv]

tote hose hier

[Logozauber]

Turbodyne Provides Update on Reporting Status
Thursday June 8, 8:00 am ET


SANTA BARBARA, Calif., June 8 /PRNewswire-FirstCall/ -- Turbodyne Technologies, Inc. (OTC: TRBD.OB - News) today announced that current management expects its financial reporting to be completed and up-to-date within thirty days.

In September 2005 new management took control of Turbodyne's operations, according to Albert F. Case, Turbodyne's Chief Executive Officer and President: "Our first objective was to get current in our reporting, and re- negotiate certain liabilities." According to Case, the last six months have been dedicated to completing financial audits for 2004 and 2005 and bringing the company's SEC reporting current. Debi Kokinos, Chief Financial Officer, states, "Our hands have been tied in the capital markets from the lack of reporting. Once we are current, we believe we will be able to fund our new development efforts."

In addition to attending to the company's finances, Turbodyne has focused on completing development of its products. Arnold Kwong, Director, Manufacturing and Engineering, said, "While management has been focused on reviving the financial health of the company, we have continued forward with our engineering program. There have been some dramatic improvements in electric motor technology, power supplies and mechanical design in the last 3 years, all of which fall within the scope of our patents." According to Kwong, the advances in related technology will enable Turbodyne to produce a more reliable and powerful product at a lower cost.

According to Mr. Kwong, "We are in preliminary engineering for a family of TurboPac models that take in advances in global manufacturing skills and technologies."

According to Case, "Our new investors have been very supportive of the new design efforts. Once our reporting is current, we anticipate sufficient funding to re-launch the TurboPac 800 re-design effort for engines over 3.0 liters, giving us fuel-saving and pollution reduction capabilities for diesel vehicles. The TurboPac 800 is particularly well-suited to stop-and-go diesel vehicles such as delivery trucks and buses."

About Turbodyne Technologies, Inc.

Turbodyne Technologies, Inc. (OTC: TRBD.OB - News) is a California-based engineering and design firm that specializes in electrically powered supercharging systems for gas and diesel internal combustion engines. Their patented TurboPac design reduces diesel pollution, eliminates turbo-lag in gas and diesel engines, and increases fuel economy through both engine downsizing for gas and diesel applications as well as low-rpm fuel burn optimization for diesel trucks and buses.

Website: http://www.turbodyne.com

This release was issued by eReleases (TM). For more information, visit http://www.ereleases.com.


--------------------------------------------------------------------------------
Source: Turbodyne Technologies, Inc.

[Logozauber]

A Message from the CEO

www.turbodyne.com/3.0/home/document.php?dA=chairmanletter

[peedro]

A Message from the CEO


--------------------------------------------------------------------------------
Welcome to the New Turbodyne


Turbodyne Technologies, Inc. (TRBD.OB) in on the track to renewal. It's time to move the old aside and start fresh. This should be welcome news to our investors.



I say ‘new’ because we are literally re-building Turbodyne from the ground up. When we took over the operations of Turbodyne, it was virtually steps away from liquidation. However, like many of our investors and customers, we saw a tremendous opportunity in the Turbodyne’s designs and technology. For the first time, the ‘mainstream’ automotive market is recognizing the potential of an electric-powered turbocharger. In fact, the November, 2005 Technologue editorial column in the prestigious Motor Trend Magazine was devoted the concepts of the hybrid vehicle and electric turbocharging.

What did we see in Turbodyne? Simply, a great concept supported by ingenious patents that needed a pragmatic, experienced management to bring the concept to reality. Since we’ve taken over, the phones have not stopped ringing. There are many customers and firms wanting to partner, buy or re-sell Turbodyne air-charging systems. Like so many innovators, Turbodyne Technologies was ahead of its time. As such, the company had tocope with the isolation of being on the leading edge of technology.

A New Approach to Business

The ‘New’ Turbodyne will not be a manufacturing company. Manufacturing requires significant capital investment. Rather, we will focus on our core competencies – our designs and patents, as well as sales and marketing.

Our goal is to design great products the market demands and fill that demand.
My personal background is neither automotive nor power train related. I come from the high-tech computer hardware and software industries, and, I’m a partner in a firm that specializes in negotiating high-tech outsourcing. I was a division president of NYSE listed Gartner, Inc. where I headed the Gartner eMetrix division specializing in manufacturing productivity. In the information age, it is possible for a company to be a design and engineering firm and a sales and marketing firm (which often go hand-in-hand since design engineering should come from market demands) without becoming a manufacturer. There are many manufacturing companies around the world that take electronic product specifications and produce quality goods on contract – allowing firms like Turbodyne to convert product manufacturing from a fixed, overhead cost, to a variable, volume-driven cost.

For years, IBM outsourced the manufacture of components of its highly acclaimed Thinkpad notebook computers. IBM knew the customer and IBM designed the product – but companies like Lenovo in China, Hitachi in Japan and Intel and Seagate in the U.S. manufactured the components – not IBM. The major automotive companies assemble automobiles – but many of the components come from suppliers like Bridgestone Tire of Japan, Budd Company, Borg Warner, Bosch, Lear Automotive and ASC, not to mention Delphi and Visteton.
Our Business Strategy

Whether its high-tech disk drives or nuts and bolts in automobiles, a wide range of technology-driven, low-cost manufacturers from Mexico to Canada and the U.S. to China have the capacity to build products to our specifications – without the capital costs involved in setting up a factory floor. In addition, there are hundreds of ‘job shops’ and ‘machine shops’ around the country that specialize in short-run manufacturing for prototypes, design models, and even limited-run production.

Our business strategy is to minimize capital costs by outsourcing to the most qualified manufacturing or engineering firm wherever possible. We will use only the highest quality components for the most reliable systems. And, our designers and engineers, and our sales and marketing personnel will be rewarded for bringing quality products to market quickly. We intend to find profitable business partners, and look for product and market synergies.
Most importantly, our number one goal is to bring a quality product to market and sell it in large quantities!

Where are we Right Now?

Where are we right now? From a financial standpoint, we’re in a process of revival. We are restructuring the company’s balance sheet and re-engineering our financial plan. From a product standpoint, we are reviewing our plans for a product launch. There are currently four versions of the TurboPac in various stages of completion. We are accepting bids for independent product testing to assure product quality as well as specialty engineering, limited-run and mass-production manufacturing.

The ‘New” Turbodyne will use top quality materials to produce thoroughly tested products. We will eliminate costs by using proven contract manufacturing facilities that employ Lean Manufacturing, Six Sigma and ISO 9000 quality standards, and have already achieved economies of scale in their manufacturing processes.

Someone recently asked me how I thought a guy from the computer and software business could re-launch a very broken engine performance parts company. I replied, the same way a guy that could sell low-tech tobacco products and cookies could turn around the world’s highest-tech computer company. IBM’s stock had drifted to its lowest point ever when Lou Gerstner took over. Lou had been the CEO of RJR/Nabisco. People expected Lou to tear the company apart – but instead, Lou looked at what worked at IBM and what failed. He nurtured the successes and replaced the failures. He focused on IBM’s core business competenciesand adopted world-wide partnerships with complementary companies. In my 13 years at Gartner, I’ve had the opportunity to meet, know, work with, and most importantly, learn from some of the world’s leading managers and thinkers – from IBM and Microsoft executives to Dr. Ellie Goldratt, renown manufacturing consultant and author of The Goal – a seminal work on effective product development, manufacturing and distribution.
That, combined with over 20 years of experience starting new business operations and turning-around failing operations, I intend to apply those same, successful principles to Turbodyne. And, of course, I love big, loud, powerful engines and things that go fast. I’ve maintained and raced cars and owned and maintained both high-performance boats and diesel yachts, and I’m a private pilot. From a business perspective, I’ve run million dollar start ups and $150 million global operations. My objective is to surround our core team with smart, innovative employees and business partners who have only one goal – design, produce and deliver great, high quality products in large quantities to markets that want and need them. And, to use whatever resources, internally OR externally to achieve those goals. And of course, to turn our 20 plus patents into equity for our shareholders. If we can achieve these goals, Turbodyne’s customers will benefit from the creation of high quality products that provide long lasting relationships in the marketplace and our shareholders will witness the creation of value that provides loyalty and long lasting rewards where it really counts.

Al Case
President
&Chief Executive Officer
Turbodyne Technologies, Inc.

[Sebk]

Hier wird in den nächsten Wochen noch viel passieren...

[Sebk]

Bei Trbd dürfen wir von ausgehen, dass bis zum 15. Juli die Bilanzen 2004/2005 erstellt sind. Diese Meldung wird uns hoffentlich für die Zukunft behilflich sein. Wenn das Unternehmen
tatsächlich wieder Vertrauen schaffen will, so ist diese Bilanzveröffentlichung der 1. Schritt. Halten wir uns alle
die Daumen, dass es endlich bald los geht.

[fuszi]

Was wird noch passieren?
Sei Jahren kennt Turbodyn nur eine Richtung
und zwar nach unten.
f.

[Sebk]

Hallo Turbodyne geschädigte. Der Zeitpunkt der letzten Mitteilung
von CEO Case ist seit 2 Tagen abgelaufen. Jetzt müssen die Fakten auf den Tisch. Was hat er vor?? Bereitet er eine super Story vor
oder ist alles, wie in der Vergangenheit, bluff???

Die Meldung vom 6.06.( siehe Anhang)wurde reißerisch aufgemacht.
Wir werden sehen, ob die Ergebnisse 2004/2005 veröffentlicht
werden. Falls ja, erwarte ich eine Kursexplosion, die viele schon vor Jahren erwartet haben. Falls keine Meldung kommt,
können wir unsere Hoffnungen für die Zukunft begraben.

Da Anleger meistens optimistisch sind, sollten wir auf eine tolle
Entwicklung setzen.

Diese Meinung vetrete ich und soll keine Kaufempfehlung sein.

Viel Erfolg.

SECURITIES AND EXCHANGE COMMISSION
WASHINGTON, D.C. 20549
FORM 8-K
CURRENT REPORT

PURSUANT TO SECTION 13 OR 15(D) OF THE
SECURITIES EXCHANGE ACT OF 1934
Date of Report (Date of Earliest Event Reported): June 6, 2006

TURBODYNE TECHNOLOGIES, INC.
(Exact name of registrant as specified in its charter)

Nevada 0000000 95-4699061
(State of Incorporation) (Commission File Number) (I.R.S. Employer
Identification No.)

315 Meigs Road, Suite A-128
Santa Barbara, California 93109
(Address of principal executive offices)

805-201-3133
(Registrant's telephone number, including area code)

Not Applicable
Former name or former address, if changed since last eport)

Check the appropriate box below if the Form 8-K filing is intended to
simultaneously satisfy the filing obligation of the registrant under any of the
following provisions (see General Instruction A.2. below):

[ ] Written communications pursuant to Rule 425 under the Securities Act (17 CFR
230.425)
[X] Soliciting material pursuant to Rule 14a-12 under the Exchange Act
(17 CFR 240.14a-12)
[ ] Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange
Act (17 CFR 240.14d-2(b))
[ ] Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange
Act (17 CFR 240.13e-4(c))


==================================
<PAGE>




ITEM 7.01. REGULATION FD DISCLOSURE.

Attached is Turbodyne Technologies, Inc. press release dated June 6, 2006,
updating its reporting status, which is furnished as Exhibit 99.1.

ITEM 9.01 EXHIBIT INDEX
----------------------------------- --------------------------------------------
ITEM NUMBER: DESCRIPTION:
----------------------------------- --------------------------------------------
99.1 Turbodyne Press Release Dated June 6, 2006
----------------------------------- --------------------------------------------

----------------------------------- --------------------------------------------

==================================

SIGNATURE

Pursuant to the requirements of the Securities Exchange Act of 1934, the
Registrant has duly caused this report to be signed on its behalf by the
undersigned thereunto duly authorized.

TURBODYNE TECHNOLOGIES, INC.

BY /S/ ALBERT F. CASE
ALBERT F. CASE
CHIEF EXECUTIVE OFFICER



DATED: JUNE 6, 2006

PRESS RELEASE



================================================================================

TURBODYNE PROVIDES UPDATE ON REPORTING STATUS

SANTA BARBARA, CA - Turbodyne Technologies, Inc. (TRBD.OB) today announced that
current management expects it's financial reporting to be completed and
up-to-date within thirty days.

In September, 2005 new management took control of Turbodyne's operations
according to Albert F. Case, Turbodyne's Chief Executive Officer and President.
Our first objective was to get current in our reporting, and re-negotiate
certain liabilities." According to Case, the last six months have been dedicated
to completing financial audits for 2004 and 2005 and bringing the company's SEC
reporting current. Debi Kokinos, chief financial officer, states, "Our hands
have been tied in the capital markets from the lack of reporting. Once we are
current, we believe we will be able to fund our new development efforts."

In addition to attending to the company's finances, Turbodyne has focused on
completing development of its products. Arnold Kwong, Director, Manufacturing
and Engineering, said, "While management has been focused on reviving the
financial health of the company, we have continued forward with our engineering
program. There have been some dramatic improvements in electric motor
technology, power supplies and mechanical design in the last 3 years, all of
which fall within the scope of our patents." According to Kwong, the advances in
related technology will enable Turbodyne to produce a more reliable and powerful
product at a lower cost.

According to Mr. Kwong, "We are in preliminary engineering for a family of
TurboPac models that take in advances in global manufacturing skills and
technologies."

According to Case, "Our new investors have been very supportive of the new
design efforts. Once our reporting is current, we anticipate sufficient funding
to re-launch the TurboPac 800 re-design effort for engines over 3.0 liters,
giving us fuel-saving and pollution reduction capabilities for diesel vehicles.
The TurboPac 800 is particularly well-suited to stop-and-go diesel vehicles such
as delivery trucks and busses.

About Turbodyne Technologies, Inc.

Turbodyne Technologies, Inc. (TRBD.OB) is a California-based engineering and
design firm that specializes in electrically powered supercharging systems for
gas and diesel internal combustion engines. Their patented TurboPac design
reduces diesel pollution, eliminates turbo-lag in gas and diesel engines, and,
increases fuel economy through both engine downsizing for gas and diesel
applications as well as low-rpm fuel burn optimization for diesel trucks and
busses.


CONTACT: Turbodyne Technologies, Inc.
Albert F. Case 805-201-3133
[e-mail]





http://secfilings.nasdaq.com/edgar_conv_html/2006/06/08/0000…

[Logozauber]

http://biz.yahoo.com/e/060710/trbd.pk10qsb.html

Form 10QSB for TURBODYNE TECHNOLOGIES, INC


--------------------------------------------------------------------------------

10-Jul-2006

Quarterly Report



ITEM 2. MANAGEMENT'S DISCUSSION AND ANALYSIS OR PLAN OF OPERATIONS.
FORWARD LOOKING STATEMENTS

The information in this discussion contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and
Section 21E of the Securities Exchange Act of 1934, as amended. These forward-looking statements involve risks and uncertainties, including statements regarding the Company's capital needs, business strategy and expectations. Any statements contained herein that are not statements of historical facts may be deemed to be forward-looking statements. In some cases, you can identify forward-looking statements by terminology such as "may", "will", "should", "expect", "plan", "intend", "anticipate", "believe", "estimate", "predict", "potential" or "continue", the negative of such terms or other comparable terminology. Actual events or results may differ materially. In evaluating these statements, you should consider various factors, including the risks outlined in the Risk Factors section below, and, from time to time, in other reports the Company files with the SEC. These factors may cause the Company's actual results to differ materially from any forward-looking statement. The Company disclaims any obligation to publicly update these statements, or disclose any difference between its actual results and those reflected in these statements. The information constitutes forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995.

As used in this Quarterly Report on Form 10-QSB, the terms "we", "us", "our", "Turbodyne" and "our company" mean Turbodyne Technologies, Inc., unless otherwise indicated. All dollar amounts in this Quarterly Report on Form 10-QSB are in U.S. dollars unless otherwise stated.

GENERAL

We are filing this quarterly report on Form 10-QSB late. Information contained herein is as of June 30, 2005 and, in some instances, as of July or August 2005 or the latest practicable date for these items. Where appropriate the Company has supplied additional information to discuss subsequent events.

At the time this late-filed document was prepared, the person who had been Chief Executive Officer and Chief Financial Officer was no longer with the Company. No prior corporate officers or Directors participated in the preparation of this document. The non-financial portion of this document is a re-construction of events from records remaining with the Company after the departure of prior management and was prepared by new management with some assistance of prior employees.

OVERVIEW

As discussed below, we suspended our business operations in April 2005 due to a lack of funds.


-2-
We are an engineering Company and have been engaged, for over ten years, in the design and development of forced-air induction (air-charging) technologies that improve the performance of gas and diesel internal combustion engines. Optimum performance of an internal combustion engine requires a proper ratio of fuel to air. Power available from the engine is reduced when a portion of the fuel is not used. In a wide range of gas and diesel engines additional air is needed to achieve an optimal result. The traditional engineered solution for this problem is to use belts or exhaust gas (superchargers or turbochargers) to supply additional air to an engine. Turbodyne, instead, uses electric motors to supply additional air. Because an electric motor can be engaged more quickly, compared to the mechanical delays inherent in a belt or exhaust gas device, Turbodyne's products reduce this `turbolag' and otherwise adds to the effectiveness of gas and diesel engines used in automotive, heavy vehicle, marine, and other internal combustion installations. If we obtain financing we intend to continue the development of our products.

RECENT AND POST QUARTER CORPORATE DEVELOPMENTS

We suspended business in April 2005. While we were in operations for the quarter ended March 31, 2005, the operations were limited by a lack of funds, which led to the suspension of our business. Set forth below are recent corporate developments:

1. We became unable to sustain our business operations due to a lack of financing and our working capital deficit. In March 2005 we laid off our employees and vacated our premises and relinquished the majority of the fixed assets to the landlord to sell and offset against rent payable.

2. On June 7, 2005 the Company's remaining cash was claimed in connection with a litigation settlement and prior attachment.

3. We have also suspended work on the development of our products and technologies as part of the suspension of our business operations.

PLAN OF OPERATIONS

Our plan of operations in April 2005 was to obtain the necessary financing to resume our business operations. In addition to the financing for our operations and development of our products we intend to use financing to:

1. settle all legal proceedings that are currently against us, as disclosed in Item 3 of Part I of our Annual Report on Form 10-KSB for the year ended December 31, 2004. Our objective is to remove the uncertainty and potential liabilities associated with these legal proceedings. There is no assurance that we will be successful;

2. negotiate our outstanding accounts payable and accrued liabilities with our creditors. If we are unable to obtain financing we may need to seek relief under the appropriate statutes.


-3-
SUBSEQUENT CHANGE OF CONTROL AND NEW EFFORTS

On September 9, 2005 a majority owned subsidiary of Aspatuck Holdings Ltd. ("Aspatuck") was merged into our newly formed wholly owned subsidiary pursuant to an AGREEMENT AND PLAN OF MERGER (the "Agreement"). Prior to the merger, this subsidiary of Aspatuck entered into a consulting agreement ("CONSULTING AGREEMENT") with Stamford Research LLC, which is obligated to provide the services of Albert Case to the Company. Upon completion of the merger, 139,192,222 shares of the Company's Common Stock were issuable to holders of the subsidiary of Aspatuck and 1,300,000 such shares became issuable to Stamford Research LLC, under the Consulting Agreement. At this time Mr. Albert Case became President and Chief Executive Officer and Mr. Jason Meyers, principal shareholder of Aspatuck, became Chairman of the Board of Directors. Additional shares are issuable to the former shareholders of the Aspatuck subsidiary when the Company issues any securities related directly or indirectly to pre-merger events.

The new management has obtained some additional financing and has resumed limited business activity including:

o Updating our financial statements and required SEC filings
o Assessment of our technology including patents and other rights
o Limited development of our Turbopac(TM) product line...
o Review and negotiate to settle outstanding litigation and liabilities.
o Formulating business and marketing plans

There is no assurance we will be able to obtain sufficient financing to implement full scale operations.


RESULTS OF OPERATIONS

SECOND QUARTER AND SIX MONTHS SUMMARY


------------------------------------------------ ---------------------------------------

Second Quarter Ended June 30 Six Months Ended June 30
------------------------------------------------ ---------------------------------------
Percentage Percentage
Increase Increase
2005 2004 (Decrease) 2005 2004 (Decrease)
------------ ------------ ------------- ----------- ----------- ------------
Total Income $ 5,556 $ 5,556 Nil $ 11,112 $ 11,112 Nil
Operating Expenses
($ 734,213) ($1,049,689) (30%) ($1,336,681) ($1,741,802) (23%)
Net Loss from Operations
($ 728,657) ($1,044,133) (30%) ($1,325,569) ($1,730,690) (23%)
Other Income (Expenses) $ 663 ($ 413) 261% $ 1,577 $ 6,420,589 (100%)
=========== =========== =========== =========== =========== ===========
Net Income (Loss)
($ 727,994) ($1,044,546) 30% ($1,323,992) $ 4,689,899 (128%)
=========== =========== =========== =========== =========== ===========





-4-
The decrease in the net operating loss for the second quarter ended June 30, 2005 is due to substantially reduced expenses as a result of the suspension of our operations in April 2005. The decrease in our net income for the six months ended June 30, 2005 as compared to 2004 was primarily because we recorded a one time recovery related to the Honeywell settlement in the amount of $6,375,000 under Other Income for the six months ended June 30, 2004 but had no significant Other Income in the comparable quarter of 2005. Our continued net losses from operations reflect our continued operating expenses and our inability to generate revenues


NET REVENUE


-------------------------------------------- -----------------------------------------------

Second Quarter Ended June 30 Six Months Ended June 30
-------------------------------------------- -----------------------------------------------
Percentage Percentage
2005 2004 Increase / 2005 2004 Increase /
(Decrease) (Decrease)
------------- --------------- -------------- ---------------- --------------- --------------
License Fee $5,556 $5,556 Nil $11,112 $11,112 Nil




During the year ended December 31, 2003, $400,000 in license fees were deferred and amortized over 18 years. As a result, as of June 30, 2005, $5,556 ($5,556 - 2004) of licensing fees were recognized as income. Corporate revenues will depend on our ability to perform effective operations.

COSTS OF SALES

We had no sales in 2004 and 2005; therefore we did not have any costs of sales during any portion of these years.


OPERATING EXPENSES

The primary components of our operating expenses are outlined in the table
below:


------------------------------------- -------------------------------------------

Second Quarter Ended June 30 Six Months Ended June 30
------------------------------------- -------------------------------------------
Percentage Percentage
Increase Increase
2005 2004 (Decrease) 2005 2004 (Decrease)
--------- ------------- ------------- -------------- -------------- -------------
Selling, General and
Administrative Expenses $200,742 $262,579 (24%) $326,763 ($37,314) 976%
Research and Development
Expenses $161,049 $257,865 (38%) $371,486 $454,250 (18%)
Litigation Expenses $371,102 $514,732 (28%) $628,184 $1,295,840 (52%)





-5-
SELLING, GENERAL AND ADMINISTRATIVE EXPENSES

The decrease in our selling, general and administrative expenses, for the second quarter ended June 30, 2005, is due to substantially reduced expenses as a result of the suspension of our operations in April 2005. The increase for the six months ended June 30, 2005 is due to the 2004 adjustment of the authorized capital deficiency. Through March 2005 general and administrative costs included expenses associated with our Carpinteria, California office, management compensation, administrative staff and overhead.

RESEARCH AND DEVELOPMENT EXPENSES

The decrease in research and development costs for the second quarter ended June 30, 2005 and the six months then ended is due to substantially reduced expenses as a result of the suspension of our operations in April 2005. Our research and development costs related to present and future products are charged to operations in the period incurred. Our research and development activities during the six months ended June 30, 2005 are associated with the development of our Turbopac product.

LITIGATION EXPENSE

We had litigation expenses of $371,102 during the second quarter ended June 30, 2005. The most significant components of our litigation expense were the accrual of a potential liability related to employment and potential legal fees for contingent liabilities.

We included in litigation expense items paid from the Honeywell settlement for the three months ended March 31, 2004. We had litigation expenses of $371,102 during the second quarter ended June 30, 2005. The most significant components of our litigation expense were the accrual of a potential liability related to employment and potential legal fees for contingent liabilities.

We included in litigation expense items paid from the Honeywell settlement for the three months ended March 31, 2004. Honeywell agreed to pay us the aggregate amount of $8,500,000 in full settlement of our claims against Honeywell subject to $2,125,000 of contingency legal fees, $60,000 of legal costs, and $1,290,000 in bonuses to officers and employees. Our litigation expenses are attributable to our involvement in several ongoing legal proceedings. Litigation expenses during the balance of 2005 are anticipated to consist primarily of legal expenses relating to the proceedings involving our former subsidiary, Pacific Baja.

Our litigation expenses are attributable to our involvement in several ongoing legal proceedings. Litigation expenses during the balance of 2005 are anticipated to consist primarily of legal expenses relating to the proceedings involving our former subsidiary, Pacific Baja.

STOCK BASED COMPENSATION

Stock based compensation included in expenses was $119,365 for the second quarter ended June 30, 2005 and $183,743 for the six months ended June 30, 2005.

The method by which we account for stock based compensation is discussed below under "Critical Accounting Policies".


-6-

FINANCIAL CONDITION


CASH AND WORKING CAPITAL


------------------- ---------------------- -----------------------
At June 30, 2005 At December 31, 2004 Percentage
Increase / (Decrease)
------------------- ---------------------- -----------------------
Current Assets $1,730 $51,670 (97%)
Current Liabilities ($9,369,510) ($8,680,295) 8%
Working Capital Deficit ($9,367,780) ($8,628,625) 9%
=================== ====================== =======================




We had cash of $458 as of June 30, 2005, compared with cash of $1,615 as of December 31, 2004. The increase to our working capital deficit was primarily attributable to an increase in accounts payable, accrued liabilities and provision for lawsuit settlements as discussed below.


LIABILITIES

------------------ ---------------------- -------------
At June 30, 2005 At December 31, 2004 Percentage
Increase
------------------ ---------------------- -------------
Provisions for Lawsuit
Settlements $6,300,273 $6,013,198 5%
Accounts Payable $2,375,177 $2,226,102 7%
Accrued Liabilities $512,935 $285,935 79%
Short-Term Loans $148,600 $148,600 Nil




Our accounts payable and accrued liabilities remain substantial due to our inability to generate revenues and our limited ability to raise capital to fund our operations. Payment of these liabilities is contingent on new funding being received that would enable us to make payment to the creditors. Our ability to continue our operations is also conditional upon the forbearance of our creditors.

The increase in accrued liabilities is primarily from the accrual of a potential liability related to employment and potential legal fees for contingent liabilities.

Short term loans are unsecured, non-interest bearing advances that we anticipate will be converted into shares of our common stock and share purchase warrants. These loans have not been converted to date.


-7-

CASH FLOWS

-------------------------------
Six Months Ended June 30
-------------- ----------------
2005 2004
---- ----
Net Cash from (used in) Operating Activities ($189,180) $1,535,446
Net Cash from (used in) Investing Activities Nil ($83,271)
Net Cash from (used in) Financing Activities $188,023 ($504,938)
Net Increase (decrease) in Cash During Period ($1,157) $947,237
============== ===============




The decrease in cash used in operating activities was due to the 2004 use of the Honeywell settlement proceeds to decrease liabilities for the six months ended June 30, 2004 and the fact that we had almost no cash to use in 2005.

CASH FROM FINANCING ACTIVITIES

The increase in the cash from financing activities is due to the exercise of option in 2005 and the loan payments in 2004.

FINANCING REQUIREMENTS

We will require further financing if we are to resume our business operations. We anticipate that any future financing will be achieved by sales of additional shares of our common stock or other equity securities. These sales will result in significant dilution to our current stockholders. In the event that we are unable to raise additional financing on acceptable terms, then we may not be able to resume our business operations.
We anticipate that we will continue to incur losses until such time as the revenues we are able to generate from sales or licensing our products exceed our increased operating expenses. We base this, in part, on the fact that we will incur substantial expenses as we resume and increase business activity. We do not believe we will generate offsetting revenues for some period of time after resuming full scale development. Moreover, there is no assurance that we will generate revenues that exceed these expenses.

GOING CONCERN
We currently have minimal cash and working capital resources. We do not have adequate financial resources to enable us to resume or continue our business operations without additional financing. Our current sources of working capital are not sufficient for us to resume business operations. We may not be able to obtain additional financing on acceptable terms, or at all. Accordingly, there is substantial doubt about our ability to continue as a going concern.


-8-
Our consolidated interim financial statements included with this Quarterly Report on Form 10-QSB have been prepared assuming that we will continue as a going concern. We have suffered net losses in recent periods resulting in an accumulated deficit of $128,891,075 at June 30, 2005. We have used cash in our operating activities in recent periods, have disposed of our most significant subsidiary through bankruptcy, and are subject to lawsuits brought against us by shareholders and other parties. Based on our projected cash flows for the ensuing year, we will be required to obtain additional equity or debt financing in order to continue our present operations, irrespective of the amounts paid or to be paid, if any, in connection with the aforementioned lawsuits.

CRITICAL ACCOUNTING POLICIES

Our consolidated financial statements have been prepared in accordance with accounting principles generally accepted in the United States of America. As such, some accounting policies have a significant impact on the amount reported in these financial statements. A summary of those significant accounting policies can be found in the Summary of Significant Accounting Policies in our consolidated audited financial statements included in our Annual Report on Form 10-KSB for the year ended December 31, 2004, as filed with the SEC on July 7, 2006. Note that our preparation of this Quarterly Report on Form 10-QSB requires us to make estimates and assumptions that affect the reported amount of assets and liabilities, disclosure of contingent assets and liabilities at the date of our financial statements, and the reported amounts of revenue and expenses during the reporting period. There can be no assurance that actual results will not differ from those estimates. We believe our most critical accounting policies include stock-based compensation and legal contingencies as explained below.

SUBSTANTIAL DOUBT AS TO OUR ABILITY TO CONTINUE AS A GOING CONCERN

Our audited consolidated financial statements included with this Annual Report on Form 10-KSB have been prepared assuming that we will continue as a going concern. We have suffered net losses in recent periods resulting in an accumulated deficit of $128,891,075 at June 30, 2005, have used cash in our operating activities in recent periods, have disposed of our most significant subsidiary through bankruptcy, are subject to lawsuits brought against us by shareholders and other parties, and based on our projected cash flows for the ensuing year, we are required to seek additional equity or debt financing in order to resume operations, irrespective of the amounts paid or to be paid, if any, in connection with the aforementioned lawsuits.

STOCK BASED COMPENSATION

Prior to January 1, 2005, the Company accounted for employee stock-based compensation using the intrinsic value method supplemented by pro forma disclosures in accordance with APB 25 and SFAS 123 "Accounting for Stock-Based Compensation" ("SFAS 123"), as amended by SFAS No.148 "Accounting for Stock-Based Compensation--Transition and Disclosures." Under the intrinsic value based method, compensation cost is the excess, if any, of the quoted market price of the stock at grant date or other measurement date over the amount an employee must pay to acquire the stock. Under the intrinsic value method, the Company has recognized stock-based compensation common stock on the date of grant.


-9-
Effective January 1, 2005 the Company adopted SFAS 123R using the modified prospective approach and accordingly prior periods have not been restated to reflect the impact of SFAS 123R. Under SFAS 123R, stock-based awards granted prior to its adoption will be expensed over the remaining portion of their vesting period. These awards will be expensed under the accelerated amortization method using the same fair value measurements which were used in calculating pro forma stock-based compensation expense under SFAS 123. For stock-based awards granted on or after January 1, 2005, the Company will amortize stock-based compensation expense on a straight-line basis over the requisite service period, which is generally a five-year vesting period.

SFAS 123R requires forfeitures to be estimated at the time of grant and revised, if necessary, in subsequent periods if actual forfeitures differ from initial estimates. Stock-based compensation expense was recorded net of estimated forfeitures for the six-month period ended June 30, 2005 such that expense was recorded only for those stock-based awards that are expected to vest. Previously under APB 25 to the extent awards were forfeited prior to vesting, the corresponding previously recognized expense was reversed in the period of forfeiture.

REVENUE RECOGNITION

Prior to the suspension of our operations, we recognized revenue upon shipment of product. Since the re-commencement of operations, we recognize license and royalty fees over the term of the license or royalty agreement. The proceeds from the sale of prototypes are recognized, upon shipment of the prototype, as a reduction of the research and development expense.

RESEARCH AND DEVELOPMENT

Research and development costs related to present and future products are charged to operations in the year incurred. The proceeds from the sale of prototypes are recognized, upon shipment of the prototype, as a reduction of the research and development expense.

NEW ACCOUNTING PRONOUNCEMENTS

In December 2004, FASB issued SFAS No. 153, Exchanges of Nonmonetary Assets an amendment of APB Opinion No. 29. SFAS 153 addresses the measurement of exchanges of nonmonetary assets. It eliminates the exception from fair value measurement for nonmonetary exchanges of similar productive assets in paragraph 21(b) of APB Opinion No. 29, Accounting for Nonmonetary Transactions, and replaces it with an exception for exchanges that do not have commercial substance. This Statement specifies that a nonmonetary exchange has commercial substance if the future cash flows of the entity are expected to change significantly as a result of the exchange. SFAS 153 is effective for monetary asset exchanges occurring in fiscal periods beginning after June 15, 2005. The Company is considering the provisions of SFAS No. 153 and its effect on nonmonetary exchanges in the future.


-10-
In May 2005, FASB issued SFAS No. 154, Accounting Changes and Error Corrections, a replacement of APB Opinion No. 20 and FASB Statement No. 3. SFAS 154 applies to all voluntary accounting principle changes as well as the accounting for and reporting of such changes. SFAS 154 is effective for accounting changes and corrections of errors made in fiscal years beginning after December 15, 2005.

SFAS 154 requires voluntary changes in accounting principle be retrospectively applied to financial statements from previous periods unless such application is impracticable. Changes in depreciation, amortization, or depletion for long-lived, non-financial assets are accounted for as a change in accounting estimate that is affected by a change in accounting principle, under the newly issued standard.

SFAS 154 replaces APB Opinion No. 20 and SFAS 3. SFAS 154 carries forward many provisions of Opinion 20 and SFAS 3 without change including those provisions related to reporting a change in accounting estimate, a change in reporting entity, correction of an error and reporting accounting changes in interim financial statements. The FASB decided to completely replace Opinion 20 and SFAS 3 rather than amending them in keeping to the goal of simplifying U.S. GAAP. The provisions of SFAS No. 154 are not expected to have a material effect on the . . .

[Sinius]

Und weiter gehts mit den Zahlen vom 3. Quartal 2005. Möglicherweise findet jetzt tatsächlich der erhoffte Tournaround endlich statt...

[Logozauber]

Quarterly Report Teil 3

http://biz.yahoo.com/e/060712/trbd.pk10qsb.html

Jetzt noch der Jahresabschluß 2005 !

Danach läßt Al Case die die Katze aus dem Sack !!!

[Okawanga]

Antwort auf Beitrag Nr.: 22.547.847 von Logozauber am 12.07.06 19:00:47

http://xml.10kwizard.com/filing_raw.php?repo=tenk&ipage=4274…

[beppels]

turbodyne wird seit gestern auch wieder in deutschland, genauer
gesagt in berlin, gehandelt. gleichzeitig sind sie in usa raus
aus den pink sheets und werden wieder an der otc gehandelt.
vielleicht erlebt die aktie ja noch mal ein revival!

[Sharp2000]

was geht ab hier fast 50% im plus warum

[Sebk]

Antwort auf Beitrag Nr.: 23.399.784 von Sharp2000 am 11.08.06 14:18:12

Schau mal in den anderen Thread, steht einiges drin

[Sinius]

Antwort auf Beitrag Nr.: 23.399.784 von Sharp2000 am 11.08.06 14:18:12

hier sind aktuellere infos:
http://www.wallstreet-online.de/informer/community/thread.ht…

[stupidgame]

Die müssen ja was ganz grosses im Köcher haben.
Ich habe mir eben mal die aktuelle Bilanz angesehen. Die sieht einigermassen verheerend aus.
MK: 17 Mio.$
Akkumulated Deficit: über 90 Mio.$
Aktuelles Minus: 8 Mio.$
So gut wie kein Umsatz, natürlich auch kein Gewinn.
Haben die jetzt Gold gefunden oder sowas?
Gruss
s.

[FrankVFabian]

Tja, vom 1000% zock sind wir noch etwas entfernt!!!!

ABER: Gut Ding.....!
Nichts für ungut.

Schönen Abend

FVF