it became allstream, and he did make it work. it was a success. here's how he did it.s dean prevost. dean prevost, here's what the press has to say about you. i'm just taking this from a recent article. "allstream is seen as an asset that's in transition, with president dean prevost viewed as a star who is doing all the right things to turn the company around". now, so, therefore we needn't worry about allstream from now on. - i guess so. - but it was a source of worry for quite a while. let's just start with that. you were handed, really, a poison chalice at some point. you were already in the company then known as at&t canada. - correct. - and it was hitting the wall. and you inherited that. how did you feel? - yeah. it was... well, so, we had kind of a relatively fast but pretty traumatic run through bankruptcy in the early 2000s, and that was pretty rough. we were a much larger company going in than we were coming out, and far larger at the time than we are today. we had 6,000 people plus at the time; we're now just over 2,000 people, and had to really restructure

it became allstream, and he did make it work. it was a success. here's how he did it.s dean prevost. dean prevost, here's what the press has to say about you. i'm just taking this from a recent article. "allstream is seen as an asset that's in transition, with president dean prevost viewed as a star who is doing all the right things to turn the company around". now, so, therefore we needn't worry about allstream from now on. - i guess so. - but it was a source of worry for quite a while. let's just start with that. you were handed, really, a poison chalice at some point. you were already in the company then known as at&t canada. - correct. - and it was hitting the wall. and you inherited that. how did you feel? - yeah. it was... well, so, we had kind of a relatively fast but pretty traumatic run through bankruptcy in the early 2000s, and that was pretty rough. we were a much larger company going in than we were coming out, and far larger at the time than we are today. we had 6,000 people plus at the time; we're now just over 2,000 people, and had to really restructure