I see TPL/Alliacense licensing activity as equivalent to a licensing division within a corporation.  In my company, licensing activities are fluid and visible.  On the other hand, the general direction of corporate strategy is known but the details are not divulged until after the fact.  Milestones in an active successful licensing program are the individual licenses themselves.  Obviously, the frequency of licenses should be much greater than the time it takes to complete milestones at the corporate level.

IMO, TPL/Alliacense is serving its role as licensing division for the company and doing it pretty well.  The verdict is still out on the corporate strategy.  We know the general direction, but the number of milestones we have witnessed is limited.

Based on my philosophy, I think it's unfair to judge PTSC's progress using TPL as the measuring rod.