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	Here is a brief synopsis of what I have been doing for the past 18 years...enjoy. I joined Centrepoint Technologies in November of 2004 as their VP, Sales. Since then, the company has undergone a radical growth path, from roughly 20 employees to over 65. We are doing very well and are the growth engine for the company. Centrepoint has been known for some time by the name of their product, the TalkSwitch hybrid phone system (hybrid because it works both on the PSTN and by Voice over IP). Now in 2006 we are going strong and ready to move to the next level. Prior to Talkswitch, On September 28, 2001, the company where I was working, Orchestream Holdings PLC in London was struggling, and decided to put through the 7th in a long line of layoffs, this time including myself. 15 days later I had incorporated a company that became Dyband Corporation, a privately-held software company selling IP Traffic Management software. A Board of Directors - made up entirely of investors - began running the company in April of 2002. Many great achievements, and many issues, ensued. My relationship ended with the firm in 2004. "That's all I have to say about that". The history of my involvement in Dyband is an intereting one. In late 1999, once the acquisition of PC DOCS/Fulcrum by Hummingbird was complete, I moved on to join CrossKeys Systems Corporation, where I was hired as the Director of Alliances. I was tasked with signing up business partners for CrossKeys whose products and services were complementary to the CrossKeys performance management software. Soon after joining, CrossKeys purchased a phenomenal company in Allentown, PA called Dynamic Broadband Networks, and in February of 2000 I began working with them to develop the Dyband software into the company. This evolved into a Director of Sales role for me. On April 12, 2001, CrossKeys was purchased and was thenwholly-owned by Orchestream Holdings PLC of London, UK. The Dyband team was operating as a business unit of the main company and everyone on the team was motivated, energetic and dedicated - a great environment to work in. On September 28, 2001, however, the fortunes of Orchestream changed dramatically for the worse. They fired 1/3 of their worldwide staff and unfortunately, terminated the entire Dyband business and business unit. Soon thereafter Orchestream liquidated its various assets, selling some back to Alcatel (formerly Newbridge) and the rest to a competitor, Metasolve. As the Director of Marketing, I developed the PC DOCS/Fulcrum '3-cubed' marketing strategy surrounding the release of their third version (3.0) of three pieces of software - thereby the '3-cubed' moniker. A great deal of marketing was done prior to the launch to ensure a solid viewing community watched the launch, and it was a highly effective marketing campaign, resulting in very strong FYQ4 results. The entire event was streamed live over the Internet. This was an innovative (and cost effective) approach for the company to reach as many of their consituents as possible in the shortest possible timeframe. Analyst feedback, investor and customer feedback was overwhelmingly positive. A highly successful and memorable print ad campaign accompanied the '3-cubed' program, and struck straight at our competition - a fact not lost on the customer base. A VP of Marketing at Microsoft mentioned how clever the campaign was in his presentation at KM World that year. I repeated the successful May 21 cybercast / live streaming event for the Hummingbird launch of their Enterprise Information Portal on Dec. 6, 1999, although by the time the event occurred I had moved on. Hummingbird was not an environment condusive to ongoing efforts from the former PC DOCS/Fulcrum marketing group. I was a member of the Advisory Board for the Algonquin College Technology Marketing Program, and co-authored and delivered a highly successful module of the 'Product Management / Product Marketing' program. I remain on the technology solutions advisory board for the college wireless laptop program for their business students. While at iSTAR in the Advanced Solutions group, I lead the team (under the VP-Marketing) that marketed solid intranet (based on Open Text Livelink) and e-commerce (based on the Open Market OM-Transact engine) marketing strategies and programs for the iSTAR customer base. A monthly newsletter helped both corporate and consumer customers keep track of what iSTAR was doing. Some of the advertisements my team and I created at PSINet/iSTAR were innovative and effective, particularly in the consumer space. Our bicycle advertising campaign included print and radio components, with the ads running on the sides of buses, billboards, in magazines and in a variety of electronic formats. The PSINet Fiber ad was so popular that it was used by the parent company in the US. We also had some effective ads around the speed of the network. Once PSINet had acquired iSTAR, I became the Director of the iSTAR Dial Business Unit, running a fully autonomous group of engineers, accounting, sales, systems administrators, marketing, sales and customer support. This was a very successful venture, adding over 3,000 new users a month and moving to profitability in under one year. PSINet later spun this group off into a separate company, Inter.net. In my roles at Phone Power / Telecom Canada and Bell, I was a highly successful salesperson, exceeding objectives regularly and increasing my scope of responsibility steadily until I was the prime account manager for Transport Canada and the Canadian Coast Guard, two large Federal accounts. I attended President's Club twice and received numerous sales awards. This gave me a strong understanding of the role needed between sales and marketing, the critical interworking that must exist to make these two roles mutually successful. When I worked for Bell Canada/Stentor in the role of Business Television Specialist, I was responsible for creating the direction for the Federal Government team in BTV and Interactive Distance Learning. In order to assist with this, I authored a section of the Bell Canada website and an Interactive Distance Learning Whitepaper.