Obviously, there are some things to be worked out. How much do they cost, how does the interface work, what modifications do they need to do to their product, how do we resolve the different operating system problem, making them understand what really low cost software should be, etc. A total buyout seems like the best opportunity to control all the marketing (especially) and the development direction. But I think it's important that we don't screw up a good thing--they have a team of 6 programmers who have successfully converted some of the most sophisticated engineering code in existence (while considerably optimizing it) to a small machine. Us telling them what to do with solids would be like them telling us how DIMZIN should work. We need to look at their commitments, review their development projects, and define a set of projects that will result in our two products being integrated in a timely fashion. We need to determine the resources of each of our respective development staffs to make such events occur. I feel confident that we can do this without draining resources from our current (difficult) development agenda. It will take some coordination and supervision, but not all the resources of a Greg or Kern or John. And I want to lead it.