Corporate Gibberish Generator™

Welcome to the Corporate Gibberish Generator™ by Andrew Davidson. andrewdavidson/at\andrewdavidson/dot\com
Enter your company name and click "Generate" to generate several paragraphs of corporate gibberish suitable for pasting into your prospectus.
(The gibberish is geared more toward Internet and technology companies.)

At men-in-white, we understand how to deliver compellingly. What does it really mean to repurpose "robustly"? A company that can iterate elegantly will (at some indefinite point in the future) be able to recontextualize elegantly. Think nano-leading-edge. Quick: do you have a efficient scheme for handling unplanned-for platforms? Your budget for pushing the envelope should be at least one-half of your budget for disintermediating. What does the term "structuring" really mean? If you whiteboard proactively, you may have to seize robustly. If you reintermediate holistically, you may have to benchmark compellingly. We will revolutionize the standard industry standard industry commonly-used buzzword "collaborative". We here at men-in-white realize that it is better to seize vertically than to repurpose macro-cyber-perfectly. Without preplanned deliverables, synergies are forced to become B2B2C. What does it really mean to cultivate "compellingly"? Without appropriate e-tailers, B2C research and development are forced to become user-defined. Your budget for expediting should be at least three times your budget for deploying. The initiatives factor is viral. Without media sourcing, you will lack metrics. Think world-class. Think holistic. Think frictionless. But don't think all three at the same time. Think virtual. We realize that it is better to iterate perfectly than to maximize wirelessly. The capacity to expedite intuitively leads to the capacity to evolve macro-magnetically. Your budget for branding should be at least twice your budget for productizing. We will e-enable the ability of eyeballs to incubate. At men-in-white, we have come to know how to streamline proactively. The user communities factor can be summed up in one word: C2C2B. We often upgrade cutting-edge e-services. That is a terrific achievement taking into account this fiscal year's financial state of things! Think B2B. The metrics for markets are more well-understood if they are not real-world, B2C. What does the commonly-used commonly-used industry jargon "angel investors" really mean? If all of this may seem disorienting to you, that's because it is! We pride ourselves not only on our feature set, but our non-complex administration and simple operation. What do we reintermediate? Anything and everything, regardless of namelessness! The metrics for obfuscation are more well-understood if they are not 24/7/365. What does the industry jargon "short-term" really mean? What does the commonly-accepted term "open-source" really mean? We here at men-in-white understand that it is better to benchmark proactively than to empower virally. We will maximize the ability of web-readiness to incubate. Without meticulously-planned functionalities, models are forced to become proactive. A company that can upgrade correctly will (eventually) be able to benchmark defiantly. Our technology takes the best features of JavaScript and Perl. We think that most 24/7/365 entry pages use far too much CSS, and not enough IIS. Without sufficient user interfaces, subscriber communities are forced to become revolutionary. The channels factor is subscriber-defined, granular. Imagine a combination of HTML and Flash. Think B2B. men-in-white practically invented the term "ultra-mission-critical raw bandwidth". If you mesh wirelessly, you may have to envisioneer transparently. Think macro-efficient, leading-edge. We apply the proverb "Grass doesn't grow on a racetrack" not only to our Total Quality Management management but our capability to facilitate. We will e-enable the industry jargon "leading-edge". Quick: do you have a customized plan for monitoring unplanned-for enterprise, fractal re-purposing? Without appropriate media sourcing, e-markets are forced to become six-sigma. The metrics for R&D are more well-understood if they are not resource-constrained. Our functionality is unmatched in the industry, but our mission-critical, open-source, dot-com performance and non-complex operation is usually considered a terrific achievement. Our technology takes the best aspects of RDF and XMLHttpRequest. Quick: do you have a proactive scheme for dealing with emerging functionalities? Think visionary, backward-compatible. Quick: do you have a vertical, short-term strategy for regulating new all-hands meetings? Have you ever been unable to drive your feature set? Right now? Think cyber-B2B, front-end. The interfaces factor is robust. Without re-sizing, you will lack backward-compatible, backward-compatible performance. Is it more important for something to be 24/7/365 or to be frictionless? Without well-planned infrastructures, methodologies are forced to become world-class. We apply the proverb "When in Rome, do as the Romans do" not only to our paradigms but our capability to upgrade. We think we know that if you e-enable magnetically then you may also architect virally. Is it more important for something to be web-enabled or to be frictionless? What does the commonly-accepted term "killer" really mean?