The Law of Thin Numbers

And Its Significance in Effective Business

Networking
ThinNumbers is an organization, that unlike most social networking entities, creates
relationships that are genuine, helpful, and personal. Dedicated to facilitating the
development of individual business associations that are global in scope, ThinNumbers is
a virtual "chamber of commerce," built for the Connected Age. Conceived and
developed using scientific theory, ThinNumbers utilizes mathematics, psychology, and
sociology to create an organization that is both unique and effective. Here, associates
share connections, knowledge, and information in order to further the capabilities of all.

Executive Summary
We are born networking. Our first networking experience came with us hanging by our
heels and a doctors hand giving us a sharp pat on a bare behind. In this instance, we cried out
and announced emphatically that we had arrived, were a little bewildered, and would like some
attention as soon as possible.
We continue to network for the rest of our lives. Of course, weve all heard the
expression its not what you know, its who you know and we held this as gospel. But, as it
turns out, the saying is only half right its not just what you know or who you know; it might
be what or who the person you know knows. Thats the key aspect of networking and its
especially true with the expansion of the virtual world, where time and space is rendered
meaningless.
Business networking typically falls into two extremes. As a participant, you either
network with people you know or you are an open networker. In the former, you use the
networking site like a constantly updating little black book. For this type of person, networking
is a closed society and your ability to grow and meet new people is dependent on your actual
geography and physical presence. The disadvantage to this technique is that you lose the whole
advantage of networking virtuality. You have to be actually present to win.

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The latter, open networking, means that youll interface with anyone at all. While this
obviously increases your scope of contacts, the relationships tend to be superficial, if even that,
because you are connected to complete strangers. These are un-relationships. Its almost like
you are networking for networkings sake, as if networking was a giant scoreboard and collecting
contacts means you are running up the score. Yet, you can never win because the contacts you
have or simply numbers, no more and no less.
What is needed to accomplish effective business networking is something in between that
takes advantage of the closed or open networking technique. Such would be a place where one
can take advantage of the vast virtual world yet have a genuine bond with the people that you are
networked with. Wouldnt it be great to have a vast array of contacts and every one truly
connected to you?
But how can we accomplish this? Current business networking and collaboration sites
are valuable but inherently flawed. The basic institution is scientifically flawed and the
connections that you accomplish on these sites lack validity. The purpose of ThinNumbers is
to build a foundation for broad business networking where the relationships might be
virtual yet they are truly and genuinely real.
This paper details this challenge and hopefully points to a way that you and I are going to
solve it.

Introduction
LinkedIn, Facebook, Twitter, Google+ and other social media outlets have proven the
world is a mighty small place. We can now build relationships virtually and continuously the
rules of time and space are no longer binding. However, while it is true that we can reach
anyone, anywhere in our virtual existence, the affiliations that we are building are largely
superficial and for the most part, have little value. We really never know the people we are
linked to and they never really know us.

The Science of Social Networking

Many people dont realize but there is a great deal of science behind the dynamic of
social networking. Of course, that should be no real surprise because the study of the
functioning of society is a science in and of itself (called sociology). The following is a
sample of theories upon which social networking is founded. In addition, presented to are
contending scientific principles where current social and business networking websites either fall
short or fail to consider at all.

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I.

Separation Theory
Business-focused, social networking sites in the virtual world are loosely based on
separation theory, a concept derived by Harvard professor Stanley Milgrams 1967
small world experiment. The intent of this study was to determine the
interconnectedness of people throughout the United States. Milgram utilized a mailed
package. This package began in the hands of a starter who was simply a person chosen
at random to participate in the study. The starters job, if they chose to participate, was to
direct this package toward a specific destination person, who, as far as Milgram knew,
was a complete stranger to the starter. There was a caveat in their effort to deliver the
package, the starter could only forward same to intermediaries who they actually knew on
a first-name basis.
To help the package along on its journey, the starter was left to devise their own method
to forward the package on toward the destination. Most used the destination persons
geographic location to help guide them. The packages were tracked with postcards to
determine how many intermediate acquaintances it took to complete the journey.
Milgram discovered the median number of transfers that the package went through from
starter to destination was five and a half or six. Thus the experiments conclusion was
that anyone could make contact with any other person utilizing their own six degrees of
separation (which became a popular parlor game Six Degrees of Kevin Bacon;
Google will even let you search for any persons Bacon Number to determine the
number of degrees said person is to Mr. Bacon). Sites like LinkedIn have an abbreviated
basis on separation theory.
In 2008, an updated small world experiment was conducted by Microsoft. This tested
electronic mail as opposed to physically mailed packages. The conclusion of the study
showed that the average chain of contacts, from starter to destination (all users of the
Microsoft Messenger Service) was 6.6 people. Though the technology was different, the
test confirmed that the six degree phenomenon present in separation theory applied to
electronic media as well.
While it is wonder that we can seemingly connect ourselves to practically anyone else on
the planet via a short chain of individuals, one fact overlooked in this small world
concept as applied to business networking is that in Milgrams experiment, nearly 80% of
the packages never reached the destination. Thus, one could conclude that separation
theory is hardly an efficient or reliable foundation for business networking. (Imagine the
uproar if only 20% of your letter handled by the U. S. Mail were actually delivered).

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II.

The Law of the Few

In his book The Tipping Point, Malcolm Gladwell amended the six degree phenomenon
with the concept of information funneling which he encapsulates in The Law of The
Few. Gladwell proved that this chain of connections in separation theory is dependent
on a few extraordinary people which Gladwell called connectors, mavens, and
salesmen.
Connectors facilitate the nascent link between various individuals by their habit of
making introductions into the large group of people that they know. Mavens are
information specialists. Gladwell contends that we rely upon [Mavens] to connect us
with new information who beyond being knowledgeable, also freely dispense such
knowledge. Finally, Salesmen are people who have an indefinable trait that goes
beyond what they say which makes people want to agree with them. So, it might not be
just who you know, but what kind of person you know is.
Indeed, the Gladwells funnel idea could easily be applied is applied to Milgrams small
world experiment. In a supplemental networking experiment, Milgram tracked 160
packages originally mailed to starters. Surprisingly, the return path of the packages was
not evenly distributed. Of the 24 that reached the target person, a surprising 16 of that
number was randomly funneled through one individual. (Note again, that the all that
package mailing only had a 15% success rate of reaching the target). In other words, a
majority of the packages that went from starter to destination went through just one
person who in very real respects, was a funnel for the package transfer.
Thus, present in any chain of people that we might depend on for business contacts and
knowledge are people who are naturally connected to other people or who are
compelled to connect us to new information. These people funnel both other people and
other information. The challenge is how to find these people who are such a rare
commodity.

III.

Expectancy Theory
It is an unfortunate and simple truth that most people do not tend to voluntarily help
strangers. This is especially true when it comes to business relationships. Consider what
I call the stranger introduction request. Youre at a party when a perfect stranger comes
up to you and having seen you conversing with another particular party goer, asks if you
would make an introduction to that person. Would you make such an introduction? The
answer is probably no, at least not without some qualification.

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Similarly, the expectation of receiving assistance in a social network by someone who is,
in the literal sense, a stranger yet who is virtually linked to you via the network is quite
limited. There are explicit psychological reasons why this is true: (a) the discomfort of
being among strangers; (b) the desire not to burden those who trust us with some matter
that is not pleasant or beneficial; and/or (c) there is no personal motivation for us to
perform the action (and thus overcome all of the negatives involved).
It is this last reason upon which expectancy theory is founded. According to
expectancy theory, a person will decide to behave or act in a certain way because they are
motivated by their own personal (and perhaps selfish) desirability of the outcome of their
actions. In the above scenario, it could be that we might not wish to impose upon
someone who we know beholds us as a confidant. Then again, it could be that, as
suggested, there is simply no upside for us to do the stranger a favor.
Salespeople are generally familiar with expectancy theory because they are taught that
prospects will not make a buying decision until you discover what the particular benefit
would be for them to acquire your product or service. The acronym, WIIFM or
Whats In It For Me is commonly used to describe this relationship. (Of note, I coined
the acronym WIIFM while teaching at the AT&T National Training Center, Aurora, CO in
1984. I was tasked with developing and delivering a new sales training curriculum and
derived the theory from concepts presented in the 1977 book Looking Out for Number
One, by Robert J. Ringer). Prospects make a buying decision when the salesperson helps
the buyer discover inherent value in the proposed product or service. When this is done,
the buyer is highly motivated because expectancy theory is being served. Thus, the
bottom line of the WIIFM concept is that people will generally act according to what
outcome is best for them personally.
Many miss the point of expectancy theory when it comes to business networking. Some
social networking participants automatically and blatantly market their products and
services to strangers who are unlucky enough to open network with them. In this
instance, because you have merely connected to them, you have automatically become a
suspect their product or service. Of course, you might not fit as a qualified prospect for
such an offering but no matter theyre goal is to sell you something and away they go!
Not only is such an act inconsistent with expectancy theory but it is also contra to the
most effective sales technique (i.e. solution selling), where one is tasked with discovering
the WIIFM of the prospective customer.
Furthermore, this general broadcast of look at me and see what Im selling does not
jibe with The Law of the Few. Certainly not everyone to whom a person is virtually and
blindly distributing information to is a free connector or a maven. Indeed, most of the
victims of such unwelcome spam are probably outside what is the usual target market for
such products or services. A rational person would understand that blindly marketing to a
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host of unqualified suspects is largely a waste of time. As in the case of the stranger
introduction request, there is certain sense that the stranger is not only minimizing you,
but being disrespectful as well.
As in Milgrams experiment, if the package is being passed from person to person and
you are simply a conduit, are you really willing to pass the package along? In the small
world experiment, the high failure rate suggests that many people evidently were not so
willing.
IV.

Dunbar Number
In 1992, British anthropologist Robin Dunbar suggested that there was a cognitive limit
to the number of people with whom one can maintain stable social relationships, that is
relationships in which an individual knows each person and how each person relates to
every other person. The so-called Dunbar number was proposed to lie between 100
and 230 people, with 150 individuals being the most commonly used value. Historically,
in the hunter/gatherer epoch, villages tended to split up (and in the current age,
neighborhoods lose cohesiveness) when they approached the Dunbar number.
Theoretically then, Dunbar acts as kind of speed limit in the building and maintaining
real relationships.
As you read the information above regarding Dunbars number, you might have paused
and thought that such was pure folly. After all, you have hundreds, if not thousands of
friends on social networking sites like Facebook. Yet, Dunbars number even applies to
the virtual world.
An article in the March 2, 2012 edition of Wired magazine tested the Dunbars
applicability to todays social networking. The author, Rick Law, tested in the theory in
his article Dunbars Number Kicked My Ass in Facebook Friends Experiment. Law
believed that while he had 2,000 friends in Facebook and admittedly didnt interact
with them personally, they were still a part of a valid relationship. To prove it, Law
decided to write them a personal note. Upon working his way through approximately
half of his Facebook list, the total lack of responses proved that Dunbars hypothesis
applied even in the Connected Age. Law came to the conclusion that even if you set
aside a chunk of your life specifically to broaden your social capital, you can only
maintain so many friendships. And so many is fewer than 200.
LinkedIn itself offers contradictions in networking. On the one hand, the site urges users
to link only to people you know yet on the other hand, scores users based on how
many contacts they have (up to 500), while automatically searching your email for

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contacts to link to. (This is a contradiction because does anyone actually know every
person from which theyve received an email)?
V.

Social Networking Theory - Strong Ties and Weak Ties

Even though the development of the theory behind Dunbars Number is anthropologically
significant, there is a contention that it doesnt apply to social networking. Morten
Hansens 2009 book, Collaboration, stakes a claim that social networks real value is its
building of weak ties, or our connection to people we are scarcely acquainted with.
According to Hansen, strong ties tend to be worlds we already know, or our real-life
friends. In contrast, the relationships fostered by social networking, weak ties,
represent people we dont interface very often. These are people that one might talk to
once a month as opposed to once a week for strong ties. Thus, according to Hansen,
what social networking sites gives us is a connection to people we ordinarily would have
no connection with at all. Hansens study goes on to detail the benefits of weak ties as he
makes his case for their importance.
But while Hansens study seemingly refutes the relationship limitation established by the
Dunbar Number, the contra could be argued. In fact, the weak ties theory does not begin
to contradict Dunbars definition of relationships as stable social relationships where I
know who each person is and how each person relates to every other person. Thus while
argument that social networking allows one to foster weak ties might be true, it is
inapplicable to Dunbar because the principles are not referring to the same thing.
The theory of the value of weak ties is not a new one. Dr. Mark Granovetter of Harvard
presented his dissertation on the subject of weak ties in 1970. In that study, weak ties
were found to be an important resource in finding a job. In Granovetters study, when
individuals who found a job through personal contacts were asked whether a friend had
told them about their new job, the most frequent answer was not a friend, an
acquaintance. Thus, it was weak tie that led them to employment, not a strong tie.
There is no arguing that any relationship is better than no relationship at all. Certainly,
Professor Sarah Jacks (Lancaster University, UK) has specifically addressed the value of
relationships, be they weak or strong, in her 2005 study: The Role, Use and Activation
of Strong and Weak Network Ties: A Quantitative Analysis. According to Jacks, the
effectiveness of a business network depends on strong and weak ties, both of which have
a significant impact. However, Jacks paper concluded that it is strong ties that act as
the primary means of gaining knowledge and resources, not to mention are used to link
into a wider social context, in other words, a friend of a friend. The fact is that the
real effectiveness of a network is dependent on strong ties, some of which can be dormant
for some time and later reactivated. So Jacks took Granovetters employment
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conclusion to the next step: an acquaintance, or weak tie, might have helped one find a
job, but a strong tie led directly to the weak tie in the first place.
Professor Jacks also points out that networking is a time consuming, dynamic process of
identifying common interest, gaining knowledge and experience of other individuals and
building trust. 1
VI. Its Always Been a Matter of Trust
There is an old saying that trust takes years to build, seconds to destroy, and forever to
repair. Every successful relationship, whether personal or business, depends on trust.
In business, we hedge our trusting relations by signing contracts. However, the law is but
a necessary backstop, placed there to take care of any wrongdoing. But do you really
want to go to court on every contract broken or every promise unfulfilled? Of course not!
Throughout the day, we depend on others on their intentions, their efforts, and their
goodwill. We trust that the airplane mechanics really performed the required
maintenance. We depend upon that the farmer who we trust didnt lace his milk with
arsenic. We trust that the butchers scale isnt rigged. We live within a web of trust and
for society to exist, such must remain intact.
What if there is no trust? Without trust, our world devolves into chaos. For example,
while there are notable exceptions, most drivers obey the traffic laws. (The ones that
dont are usually caught, either by authorities again the law as a backstop or by the
law of averages when they have an accident). So suppose in our commute to work
tomorrow, we note that more drivers are disregarding the traffic laws. They are running
red lights, quickly changing lanes, driving down shoulders, and disregarding speed limits.
Ultimately, if enough people join these scofflaws, traffic would reach a point where
everyone, regardless of their good intentions, would be compelled to cheat in order to
get safely arrive anywhere. Soon there would be traffic anarchy and it would be a world
of every driver for himself. If you dont believe this, try driving in a third world
country where there are seemingly no traffic laws. Furthermore, once we threw away our

1 Notes on Sarah Jacks Strong and Weak Ties, DamienLanfrey.net.

http://damienlanfrey.net/web/index.php?option=com_content&view=article&id=30:notes-onsarah-jacks-qstrong-and-weak-tiesq&catid=14:network-theory-and-analysis&Itemid=26This
source was corroborated by reading other synopsis of the study. See The Impact of Social
Media on Entrepreneurial Networks, Debashish Mandal,
http://www.academia.edu/506262/THE_IMPACT_OF_SOCIALMEDIA_ON_ENTREPRENEURIAL_NE
TWORKS

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traffic laws, how long would it would take to reestablish them?

start the reinstatement process if there was no trust?

How could you ever

Similarly, in business networking, trust is the coin of the realm. We have to believe that
our contacts are not simply in it for themselves. If you cant trust that the person that you
are networking with, then theres no reason to believe anything that they tell you.
Without trust, there is no relationship.
Trust is violated in networking sites like LinkedIn when a person you connect
automatically considers you a prospect through their mass marketing activity. Such
people simply compile all of their contacts up into one homogenous wad and start selling.
For these folks, LinkedIn just becomes another way of drawing a crowd. If these people
really wanted to sell me something, couldnt they at least explore if there is a need or
desire?

Therefore, in order to conform to volumes of sociological and psychological study,

combined with sheer mathematical modeling, the generation of genuine and effective social
business networks presents us with a conundrum:
1. To have a successful business, one needs to reach a wide-ranging prospective market. To
achieve this, you need to be able to meet and relate to as many people as possible.
Separation theory, in that we can connect to practically anyone, anywhere through a chain
of helpful intermediaries, seems to work in our favor in this effort (and there are scores of
people on LinkedIn and other sites who are counting on this to be true).
2. However, while separation theory links us, a careful reading of the Milgrams study
shows that very high failure rate for making any connection using virtual strangers within
the six degrees of separation equates to an inefficient method to gain introduction to
possible prospects, connected individuals, or knowledge experts. Separation theory
dependence fails to expand the communication limitations of our own personal
relationships (not to mention problems of distance and space).
3. A related complication of using separation theory-based social networking for business is
the fact that those in the chain have to be helpful. Generally, we can only depend on
people we truly know to lend assistance, be it connections or knowledge. Only
personal kinship can overcome the inclination to follow the tenets of expectancy theory,
which defines an inherently human me-first attitude. To be succinct, your network has
to ignore their personal WIIFM.
4. We also have to acknowledge that there is a limitation to the number of people one can
actually know and with which you can achieve a genuine relationship as per the
Dunbar Number. Thus we wont be able to depend on very many people for any kind of
assistance. The Dunbar Number therefore defeats the promise of separation theory. It
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appears that we have to make do with people we really know, or those who know the
people we know.
5. Truly effective social network communication and education seems to depend on the law
of the few, that is, that there are certain individuals in the world who are connectors or
mavens. If these arent people we can know or reach, then well never hit the funnel
that will help our mission to meet more people or gain more information.
6. Those that are most effective in social networking are those that freely give of themselves
in their role as connectors or mavens. These people break the mandates of expectancy
theory. (Though one could argue that they are doing whats best for them because of the
enjoyment they receive by helping others). Even those we are tied loosely to are
seemingly undependable, while our friends of friends might be of more networking
value.
7. There must be a condition of trust among the participants in order for a network to
beneficial for its adherents.
How can we overcome this quandary? How can you find locate the most effective people
if your span of effective networking reach is somewhat limited? How can we depend on
others to do the best thing for us?
VI.

The Law of Thin Numbers

Logically then, what is needed to achieve effective and beneficial virtual social/business
relationships is to not only obtain a large and dependable platform to reach out to others,
but also the ability to obtain the confidence of a smaller group of people of
significance, that is, someone who has the ability to connect us with the people or
knowledge that we seek. Our conclusion therefore is
Effective business networking requires that we begin big, that is, to have a large
numbers of contacts who will, in turn, assist us to get small, which is in turn, to
pinpoint individuals of consequence, who are the people who are of value to us
(whether as connectors/funnels, mavens, or prospects).
True business networking is a combination of weak and strong ties, limited by
Dunbars Number, flavored by Expectancy Theory, buoyed by Separation Theory,
and based upon trust. Borrowing a term from mathematics, we might refer to this
as the law of thin numbers.

(Note: The term thin numbers is also derived from the phrase Strength in Numbers).
So, how can one maximize the Law of Thin Numbers in business virtual networking? To
do this, we need to build a platform that has certain attributes that truly address the science and
psychology inherent in human nature and networking. We would need to create
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a. a sizeable, fraternal-like virtual organization where members are inclined to help

one another because of the intrinsic relationship built into the organization (much
like a fraternal order);
b. a virtual chamber of commerce that includes business people who desire to
further their own community by helping each other
c. a group that has required sponsorship for a prospective member to join;
d. an authentic pledge made by group members to aid, help, and assist others in
the group as long as it is possible and not contrary to ones own interests
e. an agreement by group members to offer their own personal and companys
expertise and products to other group members, to some degree without
expectation of compensation, while foregoing an opportunity to openly market
such to them (but leaving such a possibility open if done in an acceptable
manner).
VII.

The effectiveness of oaths

A very particular difference in this business networking group is the ThinNumbers Code
as produced herein. Members are expected to adhere to the tenets of this pledge and by
doing so, help create an atmosphere where associations built here are different than those
formed on other social networking sites. Here we create genuine relationships, even
between virtual strangers. Here are strong ties that might be active or can lie dormant
until needed later. The way to do this is that the individuals are tied to the platform, not
to just each other.
Now one might speculate that an oath is an archaic anachronism and that has little or no
effect on individual behavior in the modern world. Believe it or not, there have been
studies done that illustrate that agreeing and pledging an oath in fact alters human
behavior.
Recently, a study was done by Duke Professor Dan Ariely (and detailed in his book,
Predictably Irrational) that tests the effectiveness of ethical imperatives, or moral pledges
and guidelines. In the experiment, Dr. Ariely established three groups of MIT students.
Each group was administered a math test and were paid for correct answers. The first
group, as the control group, simply took the test and handed it in. Then they were
compensated for all correct answers. The second group who were administered the test
graded their own paper and were told to keep the answer sheet. This group simply
reported to the proctor the number of correct answers they achieved. Again, they were
paid for the result. The third group was given the test in exactly the same manner as the
second group with one exception: they had to sign a statement before taking the test
which read: I understand that this study falls under the MIT honor system.

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The results of this experiment were eye-opening. The first group achieved an average of
three problems correct. The second group, who had the opportunity to cheat because no
one actually saw their test results, scored an average of 5.5 answers correct. In other
words, they did indeed cheat (because it would be highly unlikely that the second group,
as a whole, was simply smarter than the first random group). The third group, who had
the same opportunity to be untruthful as the second group but who were bound by the
honor code statement, reported to the proctor that they too had achieved three correct
answers the exact same as the control group. What was even more surprising is that
there is no honor code at MIT! Thus the conclusion that Ariely came to was
. . . we learned that people cheat when they have a chance to do so, but they
dont cheat as much as they could. Moreover, once they begin thinking about
honesty whether by recalling the Ten Commandments or signing a simple
statement they stop cheating completely. In other words, when we are removed
from the benchmarks of ethical thought, we tend to stray into dishonesty. But if
we are reminded of morality at the moment that we are tempted, then we are much
more likely to be honest.
The ThinNumbers Code
There is a difference between ThinNumbers and all other groups and organizations and it starts
with an oath, a promise, a pledge, a code. All ThinNumbers associates will sign and be governed
by the Code.

The ThinNumbers Code:

As an associate of ThinNumbers, I do solemnly pledge upon my honor, that I shall,

act professionally and respectfully toward all other associates;

use my greatest and best efforts to assist other associates through my own personal
knowledge and connections; and
respond to all requests in a manner that is respectful, courteous and contemporaneous
even if I am unable to fulfill the request.

It is the Code, and what it stands for, that separates ThinNumbers from every business networking site.
Yet it is only as good as the honesty and good-faith upon which it is practiced.
The Code is intentionally written in nonspecific terms because to be detailed would make the Code too
unwieldy to live-up-to and administer. However, there are certain ideals that underlie the words:

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A ThinNumbers associate will:

treat others in accordance with The Golden Rule, treating others as they would like to be
treated;
acknowledge that the highest aspiration of ThinNumbers is for all to enjoy success and not to
used as a tool for ones own selfish gain alone;
openly connect to other business people around the world through this group, and upon doing so,
consider them important associates; and
take seriously the formal act of nominating and sponsoring like-minded individuals for
association;
be understanding when one associate has to decline to offer assistance.*

Similarly, a ThinNumbers associate will NOT:

overtly marketing a product or services to other associates as this diminishes the relationship and
undermines the trust which is inherent in the organization; and,
not take undue advantage of any assistance offered, and if such is requested or occurs, proper
remuneration shall be offered.

*Note: this might occur when the request would actually adversely affect the provider. Example: Im
bidding on work and you ask me to help you get introduced to the decision-maker for that same job.

Ideas for ThinNumbers:

The following are some of the ideas for ThinNumbers as the group grows and matures.

Dovetailing LinkedIn and Facebook where the profiles created there are incorporated (but
expanded). I note that LI allows others to attest to another members expertise.
Shouldnt you also be able to claim your own expertise?
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individuals are sorted into communities where their expertise lies. These communities
will be more specialized and limited than LinkedIn Groups, with geographic, industry,
or specialization (or all of the above).
a directory of associates that can be cross-referenced by geography, expertise,
connections, knowledge
a marketplace a summarization of products/services that can be purchased. The idea
would be that every business web site there would be somewhat homogenous deficient
on the hype but more specific detail. (How many times have you gone to a website and
asked what does this company actually do? The standardized website will give a
brief description of each company. A real description and not just fluff).
opinions of products and services that you can believe in because they wont be paid for
a conduit of secure information certified electronic mail

ThinNumbers is still only a concept.

Michael A. LeBrun
Midaire.com
678-906-9062
malebrun@midaire.com

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