Now that that President Obama has begun his term, I think it's time for me to say how much I look forward to engaging with him and his administration.

Let me be clear: while I welcome many of Mr. Obama's policies, I welcome his mind even more. Whether we prove to be allies or opponents, it is far more rewarding and certainly far more interesting to engage with a man who has shown himself to be both a subtle and a reflective thinker.

This is therefore a time of great change for all of us. Prudence and common sense dictate that we at FMI contemplate the nature and scope of that change and review our strategies accordingly. I find it reassuring that Mr. Obama has made restoring America's technological dominance a priority for his administration, and I welcome his promise to increase federally funded scientific research and speed the pace of scientific and technological innovation.

I am further heartened to see that Mr. Obama places military technology and private industry at the core of his Homeland Security agenda. In particular, he promises to "declare the cyber infrastructure a strategic asset" and "develop the systems necessary to protect our nation's trade secrets and our research and development", with the aim of making the US military "more stealthy, agile, and lethal". I am thus encouraged to hope that he will defend the military budget to the full extent of his power and not allow himself to be derailed by attempts at congressional micromanagement. Let him lay out his economic plan, and then let us negotiate soon and hard.

Mr. President, you are a man of skill and intellect, and I am pleased to welcome you to office. We will get along well, you and I, for we share a vital trait: complacency is not in our characters - not before, not now, not ever.
We've been freshening up the official FMI site lately, and as usual we've found it a little tricky: everyone in the company loathes consultancy jargon (what, for instance, can "incentivizing the synergy" possibly mean? The answer of course is that it means precisely nothing, and while I understand the desire not to spill all one's secrets to one's competition, there is still no excuse for that sort of appalling assault on what I've found to be a remarkably useful language), but breezy chatter ne'er won fair governmental contract, as it were. Even Apple only goes so far: a contraction here and there to be sure, but on the whole it displays a ruthless efficiency I find entirely admirable.

One of the benefits of owning the company is getting to write the first draft of the website copy yourself; one of the drawbacks is having to be mature enough to accept emendations from your staff. I'm quite pleased with my version, though, so allow me to share some excerpts, the ones the lawyers and the PR people told me, in those hushed tones that mean "you're paying us far too much money for us to let you screw yourself over like this", were perhaps "a little too ... informal even for FMI's corporate culture".

Founding
FMI was founded in 2003 with an eye to getting lots of government contracts. We've since expanded into getting lots of international contracts too; hence our new office in Seattle, with its particular focus on the Asian markets, not to mention the delights of Vancouver and its ready access to the Right Sort of People.

Executives
We have them. We think they're nifty. Pay no attention to rumours of recent turnover in the ranks.

Path/Roadmap/Where We're Headed
Making lots of money. Screwing over the NID. Being smug. Stealing contracts from Nielson-Mitchell.

Careers
We want more nifty people. In particular, we want you, and you'd be surprised what we're not picky about.

But in the end pessimism won out: I have serious doubts whether the American government could be trusted to recognize humour if it slapped them in the face, and as I said, we do want their money.
As you are doubtless already aware, Farrow-Marshall is in the midst of several changes in its upper-level management. They're simply the result of my decision to scale back our modest non-governmental ventures in favor of a concentration on our primary governmental markets in the United States and abroad, and changing our focus naturally required a certain re-organization and streamlining in Farrow-Marshall's top ranks.

If you would like to speak with anyone at Farrow-Marshall, please contact any of our executives directly. I want Farrow-Marshall to have a human face – after all, we are hardly your standard cookie-cutter military contractor.
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