After chatting it up with several communicators who made a career shift into and within healthcare, HPRMN confirmed what it already knew -- this industry is a career
magnet increasingly attracting and retaining a diverse mix of outsiders into its fold. While the salaries can be a major draw (healthcare is the second most profitable sector for
communicators behind high-tech), what is most appealing about this industry is the fast-evolving, image-shaping managed care issues and the personal gratification derived from
communicating about life-saving products and services.
PR heavyweights from other industries also are attracted to healthcare's newest kids on the block -- e-health and health technology -- because of the entrepreneurial
opportunities that abound.
But healthcare is not the place to hang your hat if you're used to being able to spend big bucks on aggressive marketing campaigns. Compared to the deep-pocketed retail and
high-tech industries that spend millions on in-your-face consumer messages, healthcare is a conservative animal that uses marketing resources cautiously and demands a do-more-
with-less attitude.
To get an idea of what it takes to make a smooth healthcare transition, HPRMN spoke with 11 communication executives who made significant career switches. Some ditched
careers in journalism, financial services and professional sports while others made significant moves within healthcare, going from biotech to hospital PR and from agency to
corporate communications.
All of this investigative work led to one conclusion -- as long as you've got the gift of gab and the talent to transform complicated medical issues into compelling media
messages, healthcare is an ideal place to call home.
Biggest Transition: Prison System to Healthcare PR
When it comes to healthcare crisis communications, Laura Marshall has an arresting ice-breaker to share. During her stint as a spokeswoman for a state prison in Georgia,
Marshall had to put a positive spin on a penal disaster -- the escape of violent prisoners (a murderer and child molester). Soon after the escape, she went to the local media,
provided key information about the prisoners' identities and emphasized the critical role reporters and the general public could play in helping catch the escapees. The prisoners
were found within a couple of hours. Although the prison's security was scrutinized, the immediate outreach to the media was seen as proactive and forthcoming.
Her PR work with the prison system has given her the boot-camp-type training in managing high-profile crises that has prepared her well for putting out healthcare fires. "I
always tell the physicians and researchers I media train, if you can make it in the prison system, you can make it anywhere," says Marshall.
She moved to healthcare PR four years ago and now works as a media relations consultant for Kaiser Permanente's Oakland, Calif., office. Whether she's managing a health plan
crisis or tackling the trial-by-fire drug funding issues, Marshall's a stickler for early and consistent media relations. Her experience five years ago as a TV news reporter in
Atlanta informs this philosophy.
HPRMN: How did you make the leap from doing PR for a prison system to healthcare?
Marshall: A change in commissioners prompted me to look elsewhere. A job as the director of public information for the Georgia Medicaid agency was advertised in the
paper and I went for it. My learning curve was tremendous and abrupt. There was a lot to learn -- the lingo, jargon and especially all of the acronyms. It took me a couple of
months before I could answer reporters' questions.
I have since segued into Kaiser Permanente's system, first in Georgia and now in Oakland.
HPRMN: How has your experience as a reporter benefited you as a PR professional? Marshall: Everyone in PR should be a reporter [first]. You need to
know how a newsroom works and how editors and producers make decisions about what goes on the air. Because I've been a reporter, I'm sensitive to deadlines. One of the first
questions I ask when talking to a reporter is 'What's your deadline?' A lot of PR people don't ask that basic question.
HPRMN: What advice would you offer others about making a significant career switch into healthcare? Marshall: Be up front about what you know and what
you don't know. This actually shortens the learning curve. Humor also is important. I tell people, 'You can't hurt my feelings, I use to be in the prison system and a
reporter.'
Laura H. Marshall, Media Relations
Consultant, Kaiser Permanente
Oakland, CA
Age: 42
Phone: 510/271-5826
Email: [email protected]
Biggest Transition: Health System to Dental Network Communications
Sometimes you have to know when to wave a white flag and pursue executive aspirations elsewhere. After repeatedly hitting the glass ceiling as director of public relations for
Central DuPage Health System (CDHS) in Winfield, Ill., Susan Morris came to the conclusion that her six-year-plus career there had peaked. This clarity prompted Morris to abandon
the PR ship at CDHS for an executive communications position with Delta Dental Plans Association (DDPA), where she reports directly to the CEO. DDPA is a national network of
independently operated not-for-profit dental service corporations.
As frustrated as she was with how her career had stalled at CDHS, Morris knew she didn't want to return to the hectic agency life where she began her PR career. During an
interview with an agency, she was brutally honest about this lack of interest. Her candor paid off. The agency had DDPA as a client and wound up recommending her for her current
position.
HPRMN: Given your executive career expectations, how did you know DDPA would be the right career fit? Morris: I adored DDPA's CEO Kim Volk. She
appreciated the importance of having PR at the executive table and I figured if she represented the company, I wanted to be there. In healthcare, PR is often looked at as the
executive stepchild. The PR discipline really needs to be at the decision-making level [of a company], so that you have the opportunity to anticipate the good, bad and ugly. This
philosophy just wasn't part of the executive agenda at CDHS, but at DDPA I saw an opportunity to attend board meetings and be a part of the initial planning for developing [high-
level] strategy.
HPRMN: What has been the toughest part of your career transition from health system PR to the dental industry? Morris: The fact that the hospital is no
longer the intermediary between patients and doctors. In the dental industry, patients go directly to dentists. One of the reasons DDPA hired me was not because of my healthcare
background, but because of my general expertise in PR and public affairs. I've also had to get used to working with individual dental plans to develop images in their
[prospective] markets as opposed to what I did at CDHS where I marketed specific healthcare product lines.
Susan Morris, Vice President, Communications, Delta Dental Plans Association
Oak Brook, IL
Age: 38
Phone: 630/574-6855
Email: [email protected]
Biggest Transition: Financial Services to Physician Communications
Three months ago Chuck Moran joined the Pennsylvania Medical Society (PMS) as the director of media and public relations. But he made his initial plunge into healthcare a few
years ago when he left the banking industry and took a job as a communication manager for a nursing home facility, Presbyterian Homes in Harrisburg, Pa. Back then, Moran thought
healthcare was an industry that didn't have to market itself. After all, people knew to go to the nearest hospital when they got sick, right?
Once Moran immersed himself in the emotionally charged issues that shape the nursing home industry -- from Medicare to managed care -- he quickly realized how wrong he was.
While banking gave him a solid background in developing integrated marketing strategies, healthcare is where Moran's PR skills were really put to the test.
He had to become a quick study on the complex issues that drive public health, learning the industry's technical jargon and developing targeted messages for multiple
stakeholder groups, from consumers and community organizations to insurer groups and hospitals. His latest gig with PMS has him tackling high-profile legislative issues like the
patients' bill of rights, pharmaceutical drug pricing and how physicians are affected when a managed care organization dominates a market.
HPRMN: What drew you to healthcare from banking? Moran: I was a victim of my bank merging with another bank. If I stayed with the bank, I would have had to
relocate which I didn't want to do. At the time, there were a lot of opportunities in healthcare.
HPRMN: What are the most significant differences between communicating for a bank and a healthcare organization? Moran: Healthcare is just now starting
to come into its own where branding and integrated marketing strategies are concerned. This was still a foreign concept when I joined Presbyterian Homes. Also, at the bank, I was
part of a marketing staff of 18 people. But at PH, I was pretty much a one-man marketing staff who reported to a VP of marketing. So we had to enlist the help of outside ad
agencies and I had to become good at developing marketing messages that pushed emotional buttons.
At PMS, marketing isn't as much of a foreign concept but the emphasis is on establishing trust [among physician leaders] through research. For example, PMS needs to build
stronger awareness of the organization and its advocacy efforts. But we won't start this process until we've identified all of the problem areas with our image. We're researching
patient attitudes toward physicians and what kind of priority legislators place on medical issues that affect physicians.
HPRMN: What was most challenging about your most recent transition from the nursing home industry to a physician trade association? Moran: Getting used to
the corporate culture and understanding the protocol for communicating with a physician audience.
Chuck Moran, Director, Media and PR
Pennsylvania Medical Society
Age: 32
Phone: 717/558-7750, ext. 1437
Email: [email protected]
Biggest Transition: High-tech to Online Healthcare Marketing
Last year Bridgette King decided to lose weight for her upcoming wedding and wanted to find a Web site that could help her develop a practical diet regimen. Although her search
was more frustrating than satisfying, she discovered her next career opportunity. At the time, she was director of corporate communications for Hot Office Technologies, a high-
tech firm that marketed to small businesses. Hot Office's founder wanted to start another dotcom venture and asked King for ideas.
King suggested an online opportunity that was untapped and something she personally craved -- a dieting Web site. Her old boss liked the idea and ran with it. After funding was
completed six months ago, King jumped at the opportunity to promote her online brainchild, Nutrio.com. As director of corporate communications for a company she helped to
conceptualize, she's getting her feet wet in product development, Web design and strategic planning.
But she's had to overhaul her media Rolodex. After eight years in high-tech, she'd established solid relationships with the top tech reporters. Now she's in uncharted
territory, trying to forge relationships with a much larger group of reporters who cover health, lifestyle, general news, etc. "The dieting world isn't as targeted as high-tech
was [where the media is concerned], it's a lot more competitive."
HPRMN: Given the bleak financial outlooks of some high-profile health Web sites, were you at all discouraged about joining the fray? King: Not really. It's
important to learn from the mistakes of failed health sites. Some of them have tremendous overhead. At Nutrio.com, we've got a small office and staff. Our focus is on being a
lean, mean marketing machine. Also, the dieting industry is a billion dollar industry and I believe we've defined a good financial niche within it.
HPRMN: High-tech is such a profitable area for PR professionals, why did you leave it?
King: I get calls all the time from recruiters because of my technology experience, but I wanted a change. When I was at my last high-tech job, we were about to get a
new CEO and I knew the corporate culture would change. I've always liked the creative energy and drive that startups require. At Nutrio.com I knew I'd be able to contribute to the
early development stages of the Web site and I saw it as a phenomenal opportunity because [the idea] was my baby.
HPRMN: Do you think you'll always want to work for small startups?
King: I don't know. I love the fact that you can be all over the place [as a marketer]. I'm heavily involved in business strategy and there's such an incredible energy
at Nutrio.com. But the hours are insane and you have to be able to multitask. Right now this is a really good place for me, and I'll always have technology to fall back on.
Bridgette King
Director of Corporate Communications
Nutrio.com
Fort Lauderdale, FL
Age: 30
Phone: 954/385-4709
Email: [email protected]
Biggest Transition: Reporter to Health Department Spokesman
In the late '80s, when the Indiana health commissioner recruited David McCarty away from the Indianapolis News to head up the external affairs office for the state
health department, he was thrust into one of the biggest AIDS controversies of the time. Ryan White, the little boy with AIDS who captured national headlines, was about to go back
to school. McCarty had to develop messages that conveyed the state's support of him being allowed to rejoin his classmates. The state also had to address the widespread panic and
hesitancy parents felt about the potential for White to expose other children to the virus.
"In a week, I went from covering the state health department [as a reporter] to heading up its external affairs department and facing my old peer group during a major public
health crisis." Managing that crisis has set the tone for McCarty's foray into healthcare PR, which has included hospital communications and heading up PR for a business-to-
business marcom agency. For the last four years, McCarty has been director of PR for Cook Inc., the largest privately owned manufacturer of interventional medical devices in the
world. In spite of its market domination, Cook had shied away from the media spotlight before McCarty came on board. McCarty is slowly changing this attitude.
HPRMN: From a PR standpoint, what has been most challenging about going from the agency world to corporate communications? McCarty: Disclosure. As a
privately held company, Cook doesn't have to comply with the same kinds of FCC disclosure requirements that our competitors do. They are very private and didn't tend to seek the
limelight with advertising and PR. This was kind of frustrating my first year because I saw PR opportunities for national media coverage, but kept running into brick walls from
management who felt that aggressive PR wasn't the 'Cook way.'
But after my first year, I began to understand the corporate culture on a personal level and what the business priorities are of upper management. I realized that most of my
efforts should be focused on revamping our internal PR and helping employees understand the company's history. I'm constantly bugging our management for great success stories that
can be used for sales materials and product managers.
HPRMN: Since Cook is still a conservative company, how do you choose your PR battles? McCarty: Based on my sense of what will be a successful news
story. In the case of me-too products that I don't think will generate significant news coverage, I won't fight that battle. But if it's a breakthrough product with the potential
of commanding a dominant market position, it's worth fighting for. I can help my executive management see the value of doing what it takes to generate broad awareness for that
device and how important it is for doctors to read about it.
David McCarty, PR Director
Cook Inc.
Bloomington, IN
Age: 47
Phone: 812/339-2235
Email: [email protected]
Biggest Transition: Retail to Online Healthcare Marketing
After a 10-year PR gig with Kmart Corp., Maria Seyrig craved a career change where she'd be given the opportunity to learn something new. This desire to apply her retail
experience to healthcare made her a shoo-in when she interviewed for a PR specialist position with Saint Luke's-Shawnee Mission Health System in Kansas City, Mo., four years ago.
The hospital wanted someone who could bring an outside perspective to its marketing department. Seyrig took this ball and ran with it. "At Kmart, I was always thinking about
what marketing tactics would keep consumers coming back to the store. At Saint Luke's, I was constantly asking 'Is that marketing program going to bring patients back to the
hospital?' and challenging my colleagues to think like a healthcare consumer."
The hospital tapped into Seyrig's consumer-centric marketing flair when it redesigned its Web site. While researching ways to improve Saint Luke's online presence, Seyrig
discovered where her next career move should be -- e-health marketing. Last fall, Seyrig took the online plunge and joined DoctorDirectory.com as director of public relations.
At DoctorDirectory.com, she's using what she knows about online hospital and physician marketing to publish co-branded directory-style sites for healthcare providers.
HPRMN: What are some of the key differences between working for a hospital marketing department and working for a dotcom. Seyrig: Since
DoctorDirectory.com is so new, there's no one to say 'we've always done things this way,' because there's really no marketing frame of reference. I also don't have to go through a
lot of red tape to get things done.
My boss is down the hall and if something makes sense, his attitude is 'just do it.' Compared to what I did at the hospital, which was more traditional PR, I have a lot more
responsibilities here.
I'm involved in business development and sales strategy.
HPRMN: What is most difficult about online healthcare marketing?
MS: Educating physicians on the need to have an online presence and getting them to look at the Internet with a clean slate. None of the traditional marketing models
apply to the Internet and physicians have a hard time with that.
HPRMN: What do you miss most about hospital PR?
MS: The interaction with patients and using positive patient experiences to generate compelling press stories for the hospital. At DoctorDirectory.com, I can't meet the
users.
Maria Seyrig
Director of Public Relations
DoctorDirectory.com
Asheville, NC
Age: 38
Phone: 828/255-0012, ext. 111
Email: [email protected]
Biggest Transition: Entertainment to Healthcare Corporate PR
What could be more exciting than promoting concerts, performing arts and sports events? The unpretentious, no-holds-barred world of biotech. After managing the fickle egos of
the performing arts world at Michigan State University and the insatiable expectations of Detroit Piston fans, Christopher Williams was ready to take it down a notch and pursue an
industry that offered more personal gratification. When Williams was first presented with an opportunity to get into healthcare marketing three years ago he passed it up. But when
that same opportunity presented itself in 1998, he went for it. STATPROBE's VP convinced Williams to join its ranks as a manager of corporate communications by offering him
something he'd yet to experience -- a shot at shaping the image of a hot new healthcare firm. STATPROBE is one of the nation's largest contract research organizations (CRO),
servicing the pharmaceutical, biotech and medical device industries.
HPRMN: How steep has your healthcare learning curve been? Williams: It's been a slow process. It took me about a year to understand the details and
intricacies of what STATPROBE offers clients and where the company fits into the overall healthcare industry. Meeting with directors and learning about their areas of expertise
has helped with my ramp-up time.
HPRMN: How do you think your background in entertainment and sports PR is benefiting you at STATPROBE? Williams: I quickly recognized how verbose marketing
in the CRO industry tends to be. My goal is to simplify the complex messages without dumbing them down. I'm also focusing on developing a succinct image for STATPROBE by casting a
broad marketing net [of simple, direct messages] and letting account managers fill in the blanks. What I did with direct mail and print advertising [as an entertainment and sports
marketer] also is useful to what I do now.
HPRMN: What advice would you offer others making a transition into healthcare? Williams: Think about healthcare as a fascinating and diverse industry
loaded with career challenges. I get the opportunity to work with brilliant people who are experts in this field day in and day out. I would also suggest that people look beyond
the big pharmaceutical companies and HMOS and consider the exploding opportunities with smaller biotech firms and medical device companies.
Most importantly, look for a healthcare environment and a team you feel you can work with the best.
Christopher M. Williams
Manager, Corporate Communications
STATPROBE, Inc.
Ann Arbor, MI
Age: 37
Phone: 734/769-5000, ext. 189
Email: [email protected]
Biggest Transition: For-profit to Not-for-profit Healthcare PR
Brian Greene initially moved into PR after being a newspaper reporter for five years. But he believes he took his bigest career leap when he went from handling splashy
marketing programs for two Fortune 500 companies (banking and adhesive products) to his most recent gigs at not-for-profit healthcare organizations, where he's challenged to do
more with a lot less.
Although Greene felt like a for-profit fish out of water when he became the director of communications for a hospital lobbying group in Southern California a few years ago, his
culture shock quickly gave way to a fascination for communicating about healthcare public policy. Another personal perk -- he was following in the steps of dear old dad who was
politically active and often exhorted the merits of giving back to the community.
A year ago, Greene added another notch to his not-for-profit career as manager of PR and marketing for Long Beach Memorial Medical Center, the second largest community hospital
on the West coast. Here he's learning about what it means to be in the trenches and "as close as you can be to the front lines of patient care" as a communicator.
HPRMN: What do you miss most about being a reporter?
Greene: The autonomy of reporters. As a reporter you get to write and craft a story the way you feel is best. It's actually harder to write for public relations because
when you write a press release you have to be more politically correct. You have a lot more audiences to please -- doctors, administrators, board members, etc. -- than an editor
does at a newspaper.
HPRMN: What were your initial concerns about going into healthcare communications? Greene: The healthcare industry in California was in tremendous
turmoil when I got into it. The first place short-sighted organizations that are struggling look to cut is in areas like PR that aren't directly affecting their bottom line. So
job stability was a real concern. I found that if you're looking for that kind of security, healthcare isn't the best career choice.
But nothing could be more challenging than healthcare PR and marketing.
Managed care issues like declining reimbursements and the Balanced Budget Act offer marketers an opportunity to really show what they're made of.
HPRMN: Having come from a for-profit background where marketing budgets are more generous, have you felt stifled by the conservative resources in the not-for-profit
arena? Greene: You always would like to have more money to create a stronger image in the community. But the concession is that you get to work with brilliant doctors,
patients and nurses in an environment where there's a real sense of community.
When I pitch patient stories, the stories are a great community resource on treatment options. So I feel like I'm working for a greater good.
Brian Greene
Manager, Public Relations and Marketing
Long Beach Memorial Medical Center
Long Beach, CA
Age: 38
Phone: 562/933-2814
Email: [email protected]
Biggest Transition: Biotech to Hospital Communications
In healthcare, marketers from traditional organizations often are drawn to the enterprising allure of nontraditional companies. But earlier this year Melanie Norall took a
career path less traveled when she exited the explosive biotech industry and entered the more predictable world of hospital PR. Considering the tech-obsessed Northern California
market she's in, this decision is even more ironic.
But given her expanded executive-level PR responsibilities, she's finding the grass to be a lot greener on the provider side of healthcare. At Good Samaritan Hospital in San
Jose, Calif., she was given her first shot at heading a PR department as director of community relations, reporting directly to the CEO. She's also getting more broad marketing
experience, developing communication programs for doctors, nurses and patients and forging stronger relationships with the media. During her biotech PR days, her responsibilities
were more narrowly focused on investor relations.
HPRMN: How are you making the transition from biotech to hospital PR? Norall: I rely primarily on our weekly administrative meetings. There's an amazing
wealth of information to draw from because of the veteran workforce here. There are doctors and nurses who have been here over 20 years. They help me understand the corporate
culture and the hospital-specific jargon.
HPRMN: What was the defining moment for you, when did you know you were ready to leave the biotech industry? Norall: After two years of working with a
small biotech PR agency [in San Mateo, Calif.] I was ready for a new challenge. Hospitals had always intrigued me because you're dealing with reputation management as opposed to
marketing a product. Hospitals also provide [marketers] more of a big picture, because you're interacting with doctors, nurses and patients.
HPRMN: What do you miss most about biotech? Norall: The fascinating science behind biotech products and services and the opportunity to know about a
new device before the rest of the world.
Melanie Norall
Director of Community Relations
Good Samaritan Hospital
San Jose, CA
Age: 29
Phone: 408/559-2596
Email: [email protected]
Biggest Transition: Agency Employees to Owners
Unlike other healthcare agencies where executives are in and out of a revolving door, Al and Caron Blitz can boast to clients that as a husband and wife team their healthcare
firm has zero turnover.
In the 10 years that the firm has been in business it has evolved from offering traditional healthcare PR services to providing nontraditional offerings like continuing
education services for a broader healthcare client base including pharmaceutical companies, medical product manufacturers and nutritional supplement retailers.
Before becoming their own bosses, Al worked for two Chicago-area agencies and had been a hospital PR director. Caron first became PR savvy in the financial arena as a
corporate communicator for Arthur Andersen, then as an account supervisor for a PR agency in Chicago. She subcontracted for a year before joining her husband at Blitz.
Their blended track records in healthcare, finance and agency communications helped them identify a PR niche that had been under- represented-- continuing education services.
To keep marital harmony and a healthy professional balance, the PR tag team has separate offices and clients. They also keep the peace by respecting each other's space and
opinions. "We have very different personalities, so we make good sounding boards for each other," says Caron.
HPRMN: How did you know the time was right to start your own firm? AB: The last agency I worked for was downsizing, I was 36 and I figured if I was going
to [go into business for myself] that was the time to do it. One year before we started the business, I answered a classified ad in the Chicago Tribune for a communications
manager position at a medical device company. Ironically, nine months later, I secured the company as my first client.
To go from working for somebody to working for yourself, you have to believe that you can offer clients a great deal of value and fill a particular niche.
My combined experience in hospital PR and agency marketing has given me a great foundation for starting a business, especially the strategic level of thinking, client
relationship building and understanding the pressure that healthcare providers work under to get marketing programs off the ground.
CB: My clients threw me a huge surprise party when I was working as a subcontractor. Usually it's the other way around where the consultant is recognizing clients. I thought,
gee, my clients must really like me. That was when I knew I could be in business for myself.
HPRMN: What do you miss most about being an employee? AB: Although the benefits of running a business far outweigh working for somebody else, I miss the
close-knit team camaraderie that agencies provide.
Al and Caron Blitz, Partners
Blitz & Associates
Riverwoods, Ill.
Age: Al Blitz: 46; Carol Blitz: 42
Phone: 847/945-0101
Email: [email protected]
Biggest Transition: Government Relations to Health Technology
Ten years ago, if you had told Peter Summerville that he'd be a marketer in the "dull" world of healthcare, the prediction would have given him comic relief. Back then, he was
used to the high-stakes political arena as a public affairs point man for a number of elected officials, including a U.S. senator and commissioner. He continued in government
relations work once he moved to the agency side (Hill and Knowlton and Rogers & Associates).
But in 1993, with all of controversial managed care reform issues that had taken center stage, healthcare started to look a lot more intriguing and multidimensional, says
Summerville.
He decided to test the waters in healthcare communications by taking a public affairs job with Premera Blue Cross, a leading health plan in Seattle. There, he got a crash
course in how complex the industry is.
"I really struggled with who the [healthcare] consumer really is -- state regulators, hospitals, employers and patients. I had to constantly get educated on managed care public
policy issues and figure out the best way to communicate those issues to Premera's internal and external audiences."
After spending a couple of years at Premera, Summerville was ready for a change, but not out of healthcare. His subsequent career transitions have taken him into the burgeoning
health technology sector.
Last fall, he was recruited by Imagio Technology Advertising and Public Relations in Seattle to head up its health technology division.
HPRMN: How did you manage the transition from government relations to healthcare? Summerville: The biggest hurdle was learning the ins and outs of the
[healthcare] industry.
But the wonderful thing about communications is how transferable your skills are. The biggest transition for me was going from government relations where public policy was
being shaped to a managed care organization where we could only react to legislation.
HPRMN: What attracted you to health technology? Summerville: The marketplace is huge and there are so many untapped opportunities. There are so many
startups involved with electronic medical records that need agencies to handle the communications to doctors.
The health industry is behind the times when it comes to technology, especially physician offices. The key is finding physicians who are early adopters and using them to
educate the rest of the industry.
HPRMN: What PR skills are most useful in health technology? Summerville: You have to understand the healthcare marketplace on multiple levels, from the
hospital, managed care and physician perspectives.
Those are the top priorities. After that, you can learn what you need to learn about technology.
Peter B. Summerville
Vice President of Public Relations
Imagio Technology
Seattle, WA
Age: 46
Phone: 206/625-0252, ext. 3020