Aiming to become the global leader in chip-scale photonic solutions by deploying Optical Interposer technology to enable the seamless integration of electronics and photonics for a broad range of vertical market applications

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Message: Re: Use of the term disruptive

Oportunityknocks, I see your point with the use of using this term at a moment in time where we are at an all time low.  However, to direct this at the board I feel is unfair.  In the space of 2 minutes, I found the following on POET's website:

"Disruptive solutions which significantly reduce power dissipation, size and cost of optical data communication interconnects"

"Disrupting the market for conventional solutions and creatin new and expanded applications for our photonic engine"

"Poised to disrupt the opto-electronic industry"

"Drive disruption in optical communications"

No doubt there are many more and with this, can you really blame members of this board for reitering the above comments?  Perhaps your frustration needs to be aimed at POET management and criticising them for not showing us and the industry this disruptive technology...yet!

Do we not think the revenue guidance would be bigger than this? Of course, however, look again at the Photonics Market Segment slide the last presentation.  The revenue guidance is based on around a 2-3% market share.  If and when POET achieve the intial revenue projection and then look to break other segments of the market, we are looking at a MS of a $680bn industry.  2-3% of that (which I feel that a 'disruptive' technology should deliver more than that...take a look at Finisar's MS!), then we are talking revenue's of $14-20bn, which is on a par with the likes of Qualcomm, which is an interesting read when you delve into their history pre 1999 and one which is not so disimilar to POET. 

Before I get jumped on for pumping, I am fully aware that talk of this revenue is madness at this point of time.  These kinds of revenues are a possibility in many years to come.  It is clear in my mind that Suresh completely changed the strategy of this company with his vision of making products, rather than selling IP.  This was always going to be a much longer road, but I feel that we are on track with this at a very early stage.  Our patience will be rewarded, but we need to be in the mindframe that it will not be overnight.

GLTAL. Monk

 

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