Mono's reply regarding marketing is dead on.  The technology solutions I've helped bring to market have been positioned for use in F1000 and SMB companies.  As a start up moving to Nasdaq, marketing is a key executive role.  But POET has a different GTM strategy.  POET is providing their technology to other companies so that THEY can sell to F1000 and SMB markets.  POET isn't focused on marketing.  They shouldn't be.  POET needs to put every penny into engineering and Bus Dev.  

Business Development is the key role for POET.  BD has a responsibility for establishing strategic partnerships with OEM's and companies that offer solutions that POET technology "makes better".  

Mono has it right. It won't help POET to put money into marketing for broad market recognition of the POET name.  As POET creates more business partnerships and technology integrations, the "POET Inside" label will be the key "marketing" effort.  That will attract the right attention for POET - other companies who want to integrate POET technology into their solutions.  

The challenge, for us, is that this Bus Dev effort doesn't provide any tangible "press".  And, since we don't have revenues yet, these critical efforts delivered by BD aren't recognized by the investment community.

"Patience, Grasshopper" may be a frustrating statement for many long term POET investors.  But we are in a completely different situation today from years ago.  We are on the right track.  Marketing isn't what POET needs.  Marketing would simply make us, investors, feel better because we see "POET" in print.  What we need to look for is POET investing in industry experts, with credibility and industry relationships, who will drive business development and create an ecosystem of partners offering solutions with "POET Inside".