In 1999, the firm I had been working for was acquired by SoftAware Networks.  I liked the new company, but was unsure how I might fit in, since SoftAware already had a very strong executive IT management team.  

Over the next few weeks, I kept my ears and eyes open for opportunities that would allow me to demonstrate my abilities, contribute to the new company, and create a niche for myself.  It became clear very quickly that while SoftAware had very strong products and services, it lacked an effective marketing department.  The company was in its pre-IPO stage, and the CEO and CFO were planning their road trip with the analysts and investors.  Yet there were very few written documents describing its strategies, products and services. I volunteered to develop these materials.  

Over the course of the next four months, I wrote numerous white papers discussing our go-to-market strategy.  I revised and developed new content for our web site describing our global network, and wrote articles about our unique approach to distributing web content.  And I put together a press kit our executive team could hand out on their road show.  These materials were very well-received, and gave me significant exposure in the company.  At the same time I let the company's CIO know about my IT abilities and interests, and I assisted him from time to time on small projects, which allowed me to interact regularly with his staff.

The result was positive all-around.  The success of our executives' road show attracted multiple offers from other web hosting companies, and SoftAware was eventually acquired by Digital Island.  As the focus shifted to the huge task of integrating our two companies, SoftAware's CIO chose me to represent him in San Francisco to help integrate our IT people and systems into Digital Island.  I was able to adapt quickly to the new environment, and through my initiative, gain a leadership role in the new company.