W.V. WALTON - GIVEMEPOWER CORPORATION (GMPW)
CEO Interview - published 05/08/2006

DOCUMENT # ADY608

W.V. (BILL) WALTON, President and CEO of GiveMePower Corporation, has
more than 20 years of company ownership and senior executive management
experience in technology companies, with a consistent track record of
achieving two-to-three digit annual growth. Prior to founding
GiveMePower, Mr. Walton was the President and sole shareholder of
Sundance Marketing International Inc., which became one of North
America's leading providers of land development design software with
thousands of corporate and government clients managing billions of
dollars of infrastructure projects including roads, dams, subdivisions
and related construction. Other business successes include driving two-
year growth of more than 1,100% for MicroSurvey Software, now a leading
supplier of software to land surveyors; and the creation and expansion
of a multi-million dollar 'systems' division for Cansel Survey
Equipment, now the largest distributor of land-based positioning systems
in North America.  A professional surveyor and engineering technologist
by trade, Mr. Walton is a results-oriented executive, able to visualize
and capitalize on emerging technology trends. His unique blend of
entrepreneurial business, sales and marketing skills provides strong
leadership for GiveMePower.

Sector: APPLICATION SOFTWARE

TWST: We'd to like to begin with a brief historical sketch of
GiveMePower and a picture of the things you are doing right now.


Mr. Walton: We originally formed GiveMePower in April 2000 based on the
idea that businesses and individuals needed a better way to create,
communicate and manage information relating to the building,
manufacturing and management of man-made products and structures. Since
that time, we have spent more than five years in research and
development, getting ready to implement our current take-to-market plans
for our unique set of mobile, wireless and complementary desktop
software solutions ' each designed to provide 'anytime and anywhere'
access to vital information through all phases of the design,
construction, manufacturing and maintenance phases of a project.  In
late 2005, we completed our current product line that is now available
for purchase to both retail buyers and embedded partners. GiveMePower is
the first company to offer complete wireless mobility and collaborative
desktop connectivity for an estimated 20 million computer-aided design
software users ' and around 20 times this many people who are not CAD
designers but need 'anytime and anywhere' access to designs and
paperless digital blueprints to instantly visualize, update and more
effectively manage information through the entire life cycle of a
project. Our products and services are designed to uniquely serve both
these markets.

TWST: Would you describe a couple of your key solutions?


Mr. Walton: All of our main products are branded under the registered
trade name PowerCAD, and underneath that, we have subsets of the
PowerCAD brand. Our product line ranges from instantly usable viewing
and markup solutions for under $100, to automated laser-based floor
planning solutions which sell for $1,000 or more and which help our
customers immediately become 4-10 times more productive than they were
before we came along. We have two main revenue reporting sides to our
business. One side delivers retail products and related services that
can be purchased by end-users, either directly through GiveMePower or
through our channel partners, which we are currently in the process of
building out. We have eight primary retail products at this point in
time. The other side of our business is OEM licensing, whereby we
license our technology on a royalty basis to other software and computer
hardware manufacturers for creation of their own custom vertical market
solutions. This is our PowerCAD Embedded division.

TWST: Could you give us a case study?


Mr. Walton: I could give you a couple. We have a flagship product called
PowerCAD SiteMaster that sells for around $1,000 on its own, or about
$3,000 as part of a combined hardware and software solution. SiteMaster
is a new product that we developed over the last couple of years, which
is designed to do one thing, and do it amazingly well. It uses handheld
lasers and mobile computing devices ' pocket PCs, phones, or tablet PCs
' and allows a single person to go out and instantly create up-to-date
building floor plans and inspection drawings, a process that
traditionally took two, three or four people to do. Every single
building in existence starts with some sort of floor plan design, and
those plans need to be updated on a continual basis throughout the life
of the building, whether it's changes to a retail store, a new
restaurant layout or renovations for any commercial or residential real
estate construction project. McDonald's Corporation was able to benefit
hugely from the use of our SiteMaster system. A recently published case
study describes how they have approximately 340 corporately-owned
restaurants in the United Kingdom, where new licensing laws stipulate
that any licensed restaurant or bar that serves the public after 11 PM
must deliver updated plans of their existing restaurants in a digital
format to local government authorities. The updated digital building
plans are required mainly for first responder and public safety
purposes, and since November 2005, it is actually a requirement now in
the UK if you want to maintain your restaurant license.  In the case of
McDonald's, they required that this job of creating and delivering 340
sets of updated digital blueprints was needed in a real hurry to meet
the new licensing regulations, so they contracted one of our PowerCAD
SiteMaster consultant groups to do the job. Before SiteMaster existed,
two people would typically go and measure the site with a measuring tape
and sketch up the floor plans on paper while at the McDonald's
restaurants themselves. Then they would take the paper drawings to a
computer aided drafting shop, which would then transpose the plans from
paper onto a computer to create the updated digital floor plan.  By
using SiteMaster, a single person was able to go out with a wireless
mobile phone and a handheld laser and literally just point and shoot to
have finished production drawings done in just four to five hours. So we
turned a process that used to take three to four days and three to four
people, into four to five hours and one person. This was a real
productivity boon for McDonald's in the sense that not only did they
meet the new licensing requirements well within time ' which wasn't
going to happen without this type of technology ' but it also saved them
potentially millions of dollars in downtime that they couldn't afford.
Similar stories abound in the last few months. Recently, the United
States Navy needed to get updated plans done on a 2.1 million square
foot naval base. By utilizing SiteMaster, they were able to get the job
done more than 30 days ahead of schedule, with a two-to-threefold
increase in productivity, 100% laser accuracy and using half the labor
normally required.  Our timing with SiteMaster could not be better, as
it really is becoming critical for building owners, managers and
stakeholders to have precise and up-to-date information that allows them
to better manage their facilities. This not only allows them to be
proactive in reducing operating and maintenance costs for their
buildings, but prepares them for the time when lawmakers may demand
updated digital building plans for immediate access by first responders
and homeland security experts to help better protect us in a post-9/11
world. Information is power, so the quicker that we can give people
access to their information, the better they can manage their projects.
Our unique mobility solutions facilitate this large and growing need
unlike anything else out there right now.

TWST: What about competing technologies?


Mr. Walton: The landscape for software used by architects and engineers
to do initial designs using high-powered desktop workstations is very
large. I believe it's the fifth largest software market in the world and
one of the best performing sectors in the stock market over the last two
years. There are some very dominant industry leaders out there providing
desktop CAD systems. These dominant players have created powerful
systems that require a very high powered desktop or laptop computer to
run. CAD has been around for about 20 to 25 years now, and the top CAD
companies are very successful businesses ' in fact, some of the largest
software companies in the world are CAD software vendors. Our research
indicated that for every CAD designer who is creating blueprints and
designs on a desktop workstation, there are between 10 to 30 people who
need access to that information, either from a construction, maintenance
or management perspective. Although we have very strong, competitive
offerings in the traditional desktop CAD arena, it is really the
mobility aspect that we are pushing and where our solutions provide a
totally unique way for people to collaboratively connect and communicate
information from any location. In the mobility market space, there is
not much in the way of competition at this point, likely due to
significant hurdles involved in shrinking the technology to effectively
run on mobile devices that simply do not have the horsepower of desktop
workstations. We feel we're quite a bit ahead of anybody else in being
able to deliver truly effective mobile and wireless solutions to the CAD
and related market spaces.

TWST: You mentioned your take-to-market strategy. Would you elaborate on
that?


Mr. Walton: The key for us is partnering. As I mentioned, we have two
separate divisions. The first is retail product distribution, and the
key to our success is to bring on qualified channel partners that have
the wherewithal and distribution capacity to effectively resell and
bring our products to market. Our plan is to deliver the majority of our
retail products through resellers, supplemented by direct sales over the
Internet. We have signed three dealer agreements so far and are looking
to increase this to hundreds of authorized retail channel partners in
coming years.  On the other side, we have our PowerCAD Embedded partner
programs. This is different from retail in that our technologies have
been created so that they can be licensed on a component basis, allowing
independent software and hardware vendors to create and distribute their
own vertical market solutions. Unlike retail, PowerCAD Embedded partners
license our technologies on a royalty basis, whereby we charge pre-set
license fees to sign up and for each subsequent solution they sell.
Embedded partners have higher volume commitments, but enjoy reduced unit
costs so they can create tailor-made solutions for industry and
distribute them en masse through their own channels. We make our money
by deriving royalties off each solution that an Embedded partner
distributes ' be it a software-only or a combined hardware and software
solution. We've managed to form partnerships and alliances with some of
the largest and best technology companies on the planet, and this is
what we are building on. This includes Intel, Microsoft, HP, IBM and, in
January 2006, a marketing alliance with NEC Solutions America. Each one
of those partners is more than capable of helping us bring our
technologies to market.

TWST: What about possible problems or challenges?


Mr. Walton: The challenge that we face, first and foremost, is getting
our company and products known. This is a big reason for us initially
focusing on forming partnerships and alliances with household-name
industry leaders, which helps give us the legitimacy and capacity needed
to accelerate our acceptance in the market. We need to make sure that
our products are not only wanted, but that they really do produce
extremely good results for our and our partners' clients, and provide
significant benefits that our competitors are unable to match. Our value
proposition is proving out in early sales and marketing efforts with
hundreds of major companies already benefiting from our mobile
advantage, but our biggest challenge now is taking more than five years
worth of research and development and turning this investment into
significant revenue streams. To meet the growth, we are projecting  that
it requires hiring very talented people to service our customers and
partners along the way. It is important that we examine our growth on a
constant basis and manage it effectively.

TWST: As you get feedback from your customers, will your products
inevitably become more refined and sophisticated?


Mr. Walton: Yes. In fact, this is what we have been doing over the last
couple of years, whereby we have listened to and addressed the needs of
our user base by updating initial versions of our technologies to reach
a point of broad-based commercial acceptance where we feel we are at
now. We are now starting a full switchover from spending around 75% to
85% of our time, effort and money on research, development and early-
stage marketing, to a complete rollover of spending 75% to 85% of our
time, effort and money on sales, marketing and commercial ramp up.

TWST: What would you reasonably expect the company to look like in about
three years?


Mr. Walton: Simply put, we want to become the clear leader in the world
of mobile CAD and digital blueprint processing and, while doing so,
establish ourselves as a significant player in the desktop CAD arena. We
believe we are perfectly positioned to accomplish these goals with our
present suite of mobile and wireless technologies ' the first of their
kind that allow people to collaborate anytime and anywhere they need to
be, using any Windows computing device. We're in quite a leadership
position right now, and if we do things right over the next couple of
years, are looking to grow GiveMePower into a company capable of
securing a listing on a larger exchange such as NASDAQ.

TWST: Are you still burning cash?


Mr. Walton: We are at this point in time, and our burn of cash has been
reducing consistently. We're now focusing on increasing not only
revenues, but also the hiring of people to obtain our projections. We
feel we can transition up very aggressively to reach profitability in
the relatively near future.

TWST: I would imagine there is a great deal of competition for the best
out there, so how do you hire, train and recruit?


Mr. Walton: We take a very careful process. For example, our core
management team has been with us right from the outset, and are highly
skilled people who include senior executives from Procter & Gamble and
Smith Engineering, and executive members from Lucent, Microsoft and
Novatel. These are very talented people, particularly for a company of
our size.  Whenever we add to our team, we prefer to hire one person who
can do the job of three instead of hiring three people, frankly. So we
take great care in picking our people so that they will not only match
our culture and working environment, but bring the business skills
needed so that each person is responsible for significant amounts of
revenue going forward. All of our existing personnel are able to do
this, and our new people will also need to be able to handle those
responsibilities. Hiring and retaining great people is a challenge in
today's marketplace, but so far, we've had good success with our
existing team and look to maintain this in the future.

TWST: How many employees do you have right now?


Mr. Walton: Right now, we are currently sitting at seven, with
consultants in different regional locations who we use on a full-time
basis. We also have our partner GiveMePower GMBH in Berlin that we work
with to create and support our core technologies. I believe there are
around 12 people there.

TWST: What were the elements in your own background that led you to
GiveMePower?


Mr. Walton: My background was in surveying and engineering. Back in
1983, I transitioned into the business side of things. At that time, we
got very heavily involved in doing software development, and managed to
form some companies that became market leaders in providing technologies
for everything from global positioning systems to surveying and mapping
automation.  The formation of GiveMePower was based on creating a new
way for blueprints and information related to buildings and
manufacturing to be managed. The need is so broad-based that the
formation of GiveMePower came about as a fairly natural evolution of,
'How can we enable people who design and construct things to do it
faster, better, easier, and cheaper?' Five years later, millions of
dollars have been invested into bringing our technologies to the point
they are at now. Although we were a little ahead of our time, businesses
are now beginning to see the major advantages of mobilizing their work
forces, so we are very excited to be first off the block in what is a
huge potential market. And by tying directly into existing desktop
systems with no change to a company's existing software investment, we
enjoy a clear lead on the competition.

TWST: Would you tell us about the backgrounds of one or two of your key
colleagues?


Mr. Walton: Rick Cheyne is one of our founding Board members. He has
been with us from the start. Rick is a very interesting gentleman.
Formerly of Microsoft fame, he was one of the original developers of
Microsoft Mail. He had retired at quite a young age before he came to
work with us at GiveMePower, and he gives us insights both from the
technical and business side on how we can do mass volume distribution,
and how to address the developer and OEM markets at the same time. The
type of input Rick provides is instrumental to our positioning. Another
one of our Board members is Jeff Fajgenbaum. Jeff is a Certified Project
Management Specialist with a Business Law degree who managed key
developments at Lucent and Cisco in the past. He is a real specialist in
telecommunications and helps us define how we can help people
communicate information wirelessly. One thing is to make great software;
the other thing is to make it communicate properly. So we've had
fantastic executive guidance as we've created our technology.

TWST: As Founder and CEO, what occupies most of your attention on a
week-by-week basis?


Mr. Walton: Right now, creating the delicate balance between getting our
company up and growing and managing our HR infrastructure to do it ' and
managing our public company responsibilities at the same time. It's now
very important that we start getting our message out to the general
investing public, and both of those things are being undertaken at the
same time. It's a lot of fun, but definitely a challenge.

TWST: What would be the two or three best reasons for the long-term
investor to look closely at GiveMePower?


Mr. Walton: I would suggest the top reason would be to invest in our
management team and what we can accomplish. If investors are interested,
they can ask any of our managers what we intend to do, and they will be
most happy to let them know. Our sole objective and responsibility as a
public company is to increase our shareholder value through delivery of
needed products and services that create a highly profitable and highly
valued company. It's the continual dedication toward growing shareholder
value through customer successes that is what we are all about, so our
investors should achieve the same objectives we have, which is making
money and creating a great company with strong values.

TWST: Do you see any need right now to improve the company's capital
structure?


Mr. Walton: We do, and as we roll forward from R&D stage into full-
fledged commercial operations, our plans are to look at good growth
funding opportunities and that we are actively pursuing at this point in
time. Our plan in the next month or two is to engage the right financial
partners to help fund our growth plans.

TWST: Is there anything that you'd like to add, particularly regarding
strategy and your long-term objectives?


Mr. Walton: We see that the mobility market is really starting to
explode, which is nice, but it's only been the last six to eight months
where we are seeing the convergence of mobile hardware and software,
similar to when personal computers first hit the market in the
mid-1980s. Mobility hardware is starting to reach a point where it is
accelerating at such a fast rate that early software solution providers
like us should capture a big piece of the pie. It is obvious that
companies want to have their workforces mobile, but when the early
adoptions began about two years ago, there just wasn't good enough
software that people wouldn't be scared of adopting, and that was truly
productive and easy enough to use. Now that the convergence of hardware
and software is upon us, our leading-edge solutions should enable us to
become the clear leader in the mobile CAD, digital blueprint and
building information management spaces.

TWST: Thank you. (MC)


W.V. (BILL) WALTON
 President & CEO
 GiveMePower Corporation
 5925 12th Street SE
 Suite 230
 Calgary, Alberta T2H 2M3
 Canada
 (403) 287-6001
 (888) 977-6937 ' TOLL FREE
 (403) 287-6002 ' FAX
 www.givemepower.com
 e-mail: ir@givemepower.com

Copyright 2006 The Wall Street Transcript Corporation
All Rights Reserved


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