A great man once said, "To strive other than information one can never actualize the needs and deeds of the current strain of influx, data, and setting." How true this is. Before the site design, our technicians came across many items while upon long distance design actions.

The first business model strain used was developed as an exterior design maintenance format, using what was then common tools for the industry. The end result was what many in the field were experiencing: misappropriation of time to economic benefits ratio. This is why this model fails to work in the long-term. The next business model was to study a major real estate corporation from the inside. All manner of employment facilities were ascertained. There were issues with repetitive carnimotion, tubous carmelization, comestible preparation and delivery, as well as monetary balancing transactions from customer to company. In the end, we were forced to not only adopt the model, but educate those entering the industry as well.

Expanding the horizons to risk-managment, we discovered that this was just as antiquated a condition as our first model. The terms were mainly with record assets, but the micromanagement aspect of exterior control was understated, usually because of the absence of authorized contact with upper management. We then went into the burgeoning IT field in the customer interaction sector, which at first proved to be an exciting proposition. However, the micromanagement aspect was the reverse of the previous experience: the management's presence was too overstated, and incompatibilities were immediately evident upon ownership transfer.

"Why does this model not work?" we had to ask. A short excursion into the educational realm did nothing to satiate our thirst for knowledge. Then, a happenstance in a local periodical sent us down a different path: customer cost-reduction via a telecom-based infrastructure. In this case, the product was recreational accessories for acoustical items that enact rhythmic events. This was an eye-opener for us. During this time, we also explored a parallel to this industry: text mimricy for large-scale customer bases. While this did not pan out in the long run, it gathered some of the more exciting personnel talent that would play in later events and shape Silverdragon and our future. One of these was from the text-reseller business, which had expanded into other cellulose products, like personnel placement services and small online ventures.

But as our options in those industries were still small, we entered the realm of customer comestible management for later resale. This proved to be an ideal backdrop for further explorations in our goals. Later, we expanded our business group to include off-site distribution. We ended up in the Northeastern sector, working as a load management system, integrating our skills with other vendors.

This led to us relocating back to where it all started, just north of the nation's capital. By this time, we were back in the acoustical rhythmic systems industry, but our duties were now far beyond where we started. We were now enacting all that we had learned: customer based money distribution, personnel management, and meeting other giants in the industry. We now had the strength to apply this into the IT field.

The IT field by this point was expanding at a furious rate. Our first goal was to acquire site positions with some local businesses, and we found ourselves managing customer events using a newer tracking database. We grew from there into managed technical support and systems programming. Some of the clients we worked with were some small private organizations as well as local corporate giants like Digex and America Online. It was during this time that we worked with our clients through various mergers, like the Digex/Intermedia merger and the famous AOL/Time Warner merger.

Silverdragon is still expanding into new areas. A recent acquisition in Fairfax, VA has increased the spread into new markets, like domestic companion acquisition and growth in the youth market. We have also been working with companies that produce entertainment products like Lego Technologies, Nintendo, and Sony's Playstation line. All of these markets utilize our methods that we have been developing for their business since the 1980s with fantastic success.

Our recent conventions and meetings in North Carolina have been focusing on the Hatteras tourism expansion. Most recently, we have started to branch out to the Southwest, working with tourism and entertainment companies in Nevada. We have an envoy that is working overseas in Scandinavia, capitalizing on the family oriented market out there.

So what is the Silverdragon Server Group? Simply put, we are an employee-owned service-based enterprise, specializing in product solutions and systems placement for mid to high-level infrastructure within the confines of local, semisimial demographics. But to our customers, we are much more than that.

We are friends they can trust.