David Large is Professor of Marketing at the Telfer School of Management at the University of Ottawa. His professional career began with a B.Eng. and M.Eng. in Civil Engineering from Carleton University, supplemented by several years of experience in the telecom, construction and petroleum industries as a Project Engineer and Product Engineer. After experiencing an epiphany in a first-year Marketing course in his MBA at the Ivey School of Business at the University of Western Ontario, David went on to complete his PhD in Marketing at Ivey, studying under Don Barclay and Roger More, among others. Upon completion in 1991 he undertook his current position at the Telfer School. At the Telfer School of Business, David teaches, conducts research and consults in the fields of Marketing Strategy and Technology Marketing and Commercialization. His teaching, primarily in the domain of Marketing Strategy, spans all programs including undergraduate, MBA, Executive MBA and Executive Development. His research, primarily in the domain of technology marketing and commercialization, has been published in journals such as Venture Capital, Journal of Product Innovation Management, and the Journal of Technology Transfer, as well as in refereed conference proceedings such as R&D Management, IEEE IEMC, PICMET and IABPAD. His consulting practice, primarily in the domain of technology marketing strategy, has focused primarily on the larger companies in the telecom and software sectors such as Nortel, Alcatel, Newbridge, Mitel, and Corel. In the course of his consulting activities within the large telecom companies, David witnessed several significant discrepancies between companies concerning their definition (and, apparently, their perception) of the role of the Chief Marketing Officer. For example, the range of go-to-market decision-making authority varied from "keeper of the brand" in one company to a complete range of product/market/technology/ally portfolio decisions in another. After witnessing the two companies' CMO role discrepancies, and in consideration of the companies’ recent opposite performances, David’s research program has just taken a right-angle turn towards a better understanding of the role of the CMO, and the relationship of the CMO’s role to corporate performance.