Since its early OPEL days PTI has been transformed by the addition of competent qualified experienced management, particularly with the appointments of AM SV and SD. These appointment complement the Technical Function provided by GT and his team at Storrs. Recently, recruiting has taken place to man new laboratory and office facilities at San Jose, PTI's Silicon Valley base, this I understand will soon become the Centre of POET Technologies Inc's operations.Presumably the Toronto office will be maintained for business administrative functions.The Stoors facility is considered inadequate for its laboratory facilities but will retain a small staff as presumably GT wishes to continue as a professor at the University of Connecticut supported by PTI and continue vital research work.

My point is that this is not a large staff to establish a world leading IC Company. It is clear that many other management business functions are missing in this line up but presumably these could be contracted out.This leads me to think that although PTI is becoming a commercial company by building its own products with Anadigics, the current arrangements hardly constitutes a 'World leading' company structurally and has a long way to go to build the sort of capacity necessary.

I am left thinking that M&A is inevitable to inherit the characteristics from an established player necessary to build the company envisaged. One couldspeculate, is this where Alfalight comes in?or alternatively si a business model based on the expansionism vision of AM in the Indian Sub Continent, or even something that develops out of his membership of the President's committee looking at Hi Tech manufacturing in the USA, necessary - who knows? My head spins with the possibilities.

I hope you get my point that there is a mismatch between the world leading potential of POET IP and the management structure for PIC that is necessary to implement that concept. There has to be some plan brewing which strategically deals with the issue of how this company will grow to meet the potential demand. How this is managed and where it takes us is critical to our position as investors yet we know so little of what is happening.

RVH post here is most enlightening as regards collaboration, and is an excellent insight how in the future PTI must operate through such collaborations to advance its technology, what he has expressed is but the thin end of wedge of where this all could go. Again imagine the business functions necessary to support so many potential collaborative arrangements and the energy and zeal needed by our leadership to implement them.

Whilst PTI could grow dynamically, I was always attracted to the notion that POET IP would be bought at a significant price to our benefit as shareholder, given current commercialisation plans I think that option just got very much more expensive as the reality of the IP is realised in VCSEL product. Ultimately, I suspect that this company would find it difficult to grow organically andcan only achieve its 'World Leading' vision by merger with a large company that has the capacity and resources to deliver the management and technical functions to support the vast potential POET IP to disrupt the IC world.Is this what monetisation really amounts to?

Sula