The I SHOULD HAVE DONE THAT · 2020. 4. 23. · The “I SHOULD HAVE DONE THAT” Guide To Business, Profits & Prosperity Follow proven lessons, master the subject one step at a time

The

“I SHOULD HAVE DONE THAT”Guide To Business, Profits & Prosperity

Follow proven lessons, master the subject one step at a time.

Most new businesses fail, don’t be a statistic, be a SUCCESS STORY!

Table of Contents

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Entrepreneurs and CEO Bios . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 1Managing Your Money How to deal with taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Insider financial tips and tricks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 2Managing Your People How to manage and motivate your team . . . . . . . . . . . . . . . . . . . . . . . . . . . How to find and hire the right people . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 3Payroll Practices How to effectively payout your employees . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 4Expanding Your business Insider tips on how to grow your business . . . . . . . . . . . . . . . . . . . . . . . . . Effective ways to facilitate financial growth . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 5Processes Sales and marketing practices that work . . . . . . . . . . . . . . . . . . . . . . . . . . . Tools and metrics tips to assess the state of your business . . . . . . . . . .

Chapter 6Other Assorted Goodies Inventory management secrets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Advice for new business owners and entrepreneurs . . . . . . . . . . . . . . . . Business “Dos and Don’ts” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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3The “I Should Have Done That” Guide to Business, Profits & Prosperity

www.portalcfo.com Copyright 2012. All rights reserved.

IntroductionAre you running your business or is your business running you?

If you are a business owner or have been one in the past, you know exactly what I am

talking about. Owning a business is responsibility, hard work, and a learning experience

everyday! If you are like most managers, business owners or executives, the honest

answer is that your business is probably running you! But RELAX, this is not uncommon

at all. There are thousands of others who are in your exact same shoes. You are definitely

NOT alone.

If you have plans for owning your own business, buckle up and keep reading.

This E-book will show you the key aspects of a successful business, as well as the steps

you need to follow so that your business can thrive and grow!

This book is for you, if you:

• Are a small business owner

• Are a big business owner

• Manage a business

• Plan on starting a business

• Own an online store

• Do freelance work

The secret to success is in following proven lessons, and mastering your subject one

step at a time AND at your own speed. It is a proven fact that most new businesses FAIL.

DON’T be a part of the statistic, BE A SUCCESS STORY.



Entrepreneur & CEO BiosSteve Appel & Lee WhiteheadNouveau Contemporary Goods Inc.

http://www.nouveaubaltimore.com

Steve Appel and

Lee Whitehead grew

up in the Baltimore

area and have been

friends since grade

school. Like all best

friends, they talked about starting their own business together and in 1986 took a chance

with the opening of the original Nouveau Contemporary Goods in Savage Mill.

Today, Nouveau is an award-winning store in the popular North Baltimore neighborhood

shopping destination, Belvedere Square—home of the region’s best locally owned

shops and restaurants.

After years of running one of the hottest home furnishings and accessories shops in town,

Steve and Lee found the move to interior design to be a natural evolution. They launched

Whitehead & Appel Interior Design with the goal of making homes and offices around the

region even hipper.



Todd MarksCEO - Mind Grub Technologies

http://www.mindgrub.com/

Todd Marks is the CEO and President of Mindgrub

Technologies, a mobile, social and web applications

consultancy; and of ViaPlace, a product company which

has developed a white-label Location Based Services

(LBS) and Augmented Reality (AR) framework for

mobile applications.

Marks is an information architect, user experience

specialist, and computer scientist, focusing on the

design and development of cutting edge information systems. He founded Mindgrub in

2002 to specialize in the creation of web applications that enable instant information

travel. He has also developed enterprise systems for a wide range of clients including

government, private industries, and educational institutions.

Marks has been featured in several technical journals and newscasts such as the

Baltimore Business Journal, The Baltimore Sun, Newsweek and CNN. He speaks regularly

at conferences such as NAB, SALT, SxSW, TEDx and the Government Video show, and

has won numerous awards for his efforts, including several marketing and Addy awards

and 1st Places at Tech Crawl East and DCI’s Portal Excellence Awards Competition.

Marks has written and contributed to a number of books including Flash Magic, New

Masters of Flash and Web Design in a Nutshell. He teaches Instructional Technology at

the University of Maryland (UMBC), and is a Board Member of the Greater Baltimore

Technology Council (GBTC).



Jordan K. WinnJordan K. Winn & Co. Make Up Artists

http://www.jordankwinn.com

Jordan K. Winn created a career built on art and

creation transformed from the beauty and glamour

advice she dished to her girlfriends at high school

lunch tables and hallway lockers. That early

manifestation of her dreams ignited her passions,

driving her to acquire a make-up artistry license from

Von Lee International School of Aesthetics and begin

her budding career at MAC Cosmetics. Ever since

the first time a client of hers beamed with confidence

after a few quick swishes of her brush, she remained

steadfast in perfecting her craft.

Wide-eyed and with a newfound freedom, the experiences she has had--especially

traveling to Italy under the mentorship of Danessa Myricks for the International Cosmoprof

expo--and constant training helped sharpen her skill set. She is venturing into new

endeavors in work, truly thrilled to take her expertise to another level while focusing

solely on the details of the business and creativity of the artwork. Constantly perfecting

her skill in make-up, she decided to pursue hair styling education to bring her visions to

life. Marrying the knowledge of make-up artistry and hair design together, she is more

happy than ever to create complete looks for her clients. Not to mention, she has added

Airbrush Spray Tanning to her roster to give her clients an island glow in seconds.

Looking forward, she continues to build a network of friends and professionals that feel

like family. Being able to explore the different artistic aspects of makeup give her great

satisfaction, but being able to be a part of those amazing moments takes the cake.



Kevin CorcoranOwner - Professional Livery Worldwide

http://www.ProLivery.com

Kevin Corcoran has been in transportation and logistics

for 28 years; employed by multinational companies as an

employee, supervisor, and manager in various staff positions.

After becoming disheartened by the corporate culture and

work/family imbalance, he set out to create a work culture that

values and encourages its employees to be top performers

within a normal workday.

Over time, Professional Livery Worldwide has developed

into a multi-million dollar business that is built solidly on its

employees passion to do their job well. Our customers use us because of our great

people and the one stop transportation solutions we provide.



AK StoutOwner - Saying It Social, LLC

http://www.sayingitsocial.com

AK Stout is the Owner of Saying It Social, LLC, a

Social Media Services Provider. AK is a seasoned

consumer marketer and proven strategist in the realm

of social media and digital publicity, possessing

the ability to articulate and educate clients about

social media trends, habits and behaviors. AK prides

herself in finding ways to utilize her knowledge and

experiences in conjunction with the ever-expanding mix

and advantages of new media tools to help businesses

enhance their online footprint while establishing trust

and cultivating synergistic business-consumer relationships.

AK’s other notable projects include writing the Baltimore Online Marketing column for

Examiner.com, co-hosting ‘Social Geek Radio’ & hosting ‘Ask AK’ on Blog Talk Radio

as well as creating and fueling an initiative called, ‘Get Social Baltimore’; aiming to

help Baltimore businesses and consumers establish mutually beneficial relationships

through social media.



Ben Tchoubineh, CEOCEO - Phoenix TS

http://www.phoenixts.com

Ben Tchoubineh is the co-founder and CEO of Phoenix

TS. He finished his undergraduate studies majoring

in Computer Science at the University of Maryland. In

1993, he began a career in technical training. Through

training he received leads for integration and development

opportunities, and began contracting into small and large-

scale projects. In 1998, he co-founded Phoenix TS with

his wife and partner, Firoozeh Azarbaidjani, to provide high

quality management and technical training to public and

private organizations around the world.



John WoodleyCEO - Trusted Technologies

http://www.trustedunlimited.com

Since 1984, John Woodley has matriculated through

the technology sector from technician, programmer, and

engineer to technology executive. He has always been

on the cutting edge of technology whether leading and

managing major projects, developing applications, or

designing global infrastructures for customers. During this

time, John has developed extensive relationships in both the

commercial and the governmental sectors of technology,

which has led to tremendous growth for the Trusted

Technologies organization.

Under John’s leadership, Trusted Technologies has experienced significant growth during

its four prosperous and profitable years of existence. He has guided the company from

ground zero to a multimillion-dollar technology services organization.

This leadership, when coupled with the other expertise resident at Trusted Technologies,

is an unbeatable combination.



Chris MechanicCEO - WebMechanix

http://www.seobywebmechanix.com

Chris Mechanic is a co-founder and CEO of

WebMechanix, an internet marketing company based in

Columbia. Over the past 5 years, he has helped dozens of

companies ranging from small, local businesses to large,

national firms profitably navigate the new media terrain.



Arsham MirshahCo-Founder - WebMechanix

http://www.seobywebmechanix.com

Arsham Mirshah is co-founder of WebMechanix, a

Baltimore-based Internet Marketing company focused

on search engine and conversion optimization.

Nothing makes Arsham happier than to demonstrate

snowballing ROI through objective advice & targeted

digital marketing services.



Emmanuel (Manny) SkevofilaxCEO - Portal CFO Consulting

http://www.portalcfo.com

Manny’s background consists of over twenty-five

years of diverse business experience and includes

formal bank credit training and service as a Vice

President with Comerica Bank, a highly-regarded

U.S.-based commercial lending institution. He has

corporate lending experience in the continental U.S.

and European markets, with specialties in commercial

business finance, real estate finance, and large corporate

syndicated lending for mergers and acquisitions.

In his capacity as an Outsourced Chief Financial Officer, Manny assists his clients

with successfully managing the challenges of rapid revenue growth.

A Baltimore, Maryland native, Manny earned a Bachelor of Science in Business and a Master

of Science in Finance from the Merrick School of Business at The University of Baltimore.



Questions1. What is the biggest lesson regarding taxes that you’ve learned since being in business

that you wish you had known prior to starting your business? Can you elaborate with

a short anecdote?

2. Have you learned any financial tricks or tips that you would like to share that you

wish you would have known prior to starting your business? Do you have an anecdote

that will help to convey how you found it out the hard way / why you wish you would

have known sooner?

3. What lessons regarding management of your employees have you have had to learn the

hard way since starting your own business? Can you please provide anecdotal support?

4. What lessons regarding employee recruitment have you have had to learn the hard way

since starting your own business? Can you please provide anecdotal support?

5. What lessons regarding payroll practices have you have had to learn the hard way

since starting your own business? Can you please provide anecdotal support?

6. What growing pains did you experience in the early stages (first 3 years) of your

company’s expansion and, looking back, how would you have combated them?

7. What amount of leverage have you found in your experiences is the most effective in

facilitating financial growth? What, if any, experiences have you had with outside investors

and what advice would you give to a new-comer?

8. What are some tips or tricks regarding sales and/or marketing practices, cycles, etc.

that you wish you would have known prior to starting your business?



9. What are the tools/metrics that you have found to be the most useful to assess the

state of your business? How frequently do you examine these metrics/use these tools?

10. What tips or tricks have you learned over the course of your career regarding inventory

management (if applicable to your industry)? Please elaborate with anecdotal evidence.

11. Are there any other tips or tricks that you can provide that are not covered under the

above questions that you would like to provide to a potential or new entrepreneur?

12. If you could go back and talk to your “start up” self prior to starting your business and

tell him/her one thing, what would that one thing be? Why?



Managing Your Money

Chapter 11. What is the biggest lesson regarding taxes that you’ve learned since being in

business that you wish you had known prior to starting your business? Can you

elaborate with a short anecdote?

Steve Appel & Lee Whitehead - Nouveau Contemporary Goods Inc.

I am going to say check references on accountants. I think there should be some sort of

consultant for accountants.

We hire consultants for everything in our business. We hire consultants to help us with

our design studio. We have consultants help us figure out how to manage inventory. We

have hired consultants for everything. The one thing that we have never hired a consultant

for is finding an accountant. You can get good references on an accountant, but you need

your friends to tell you “Well, he was recommended by our retirement account person

that we used to have.”

Regarding accountants, people think the fewer questions they ask you, the less they are

in your hair. And it’s probably just the opposite.

There is a case of not expecting as much participation and letting it slide until the end of

the year. Then thinking we will deal with these adjustments and write them off next year, or

whatever it takes for the accountants to keep getting their fees. Well, here we are seven

years later and we have to rebuild our entire bookkeeping.

Always check references for everyone.

Todd Marks, CEO - Mind Grub Technologies

The only lesson learned pertaining to taxes (and this actually pertains to a couple of

lessons) occurred when we first started and I used an online tool to pay salaries. I



was doing very well with working in New York at the time and taxes were automatically

deducted. Then we grew a little bit and turned it over to a payroll service.

As we kept growing the payroll service kept paying the taxes. During the recession the

payroll service wasn’t as agile as we needed it to be because we were not able to pay the

payroll. Twenty to thirty percent of our clients were going out of business and not paying

their bills so I stopped using the payroll service to cut costs. At that point I realized the

amount that taxes really cost. I wasn’t seeing our outlay on taxes.

In my head I knew how much salaries cost but there was a mental disconnection when

we started to pay more salaries and grow. Taxes add up to a substantial amount. You

need to be cognizant of how much taxes are. It is very important to make sure that you

have a clear strategy and that you make enough money to pay them because if you do not

they can build up fast with big penalties. I believe there is a 30% penalty on not paying

your taxes which is on par with the worst credit card on the planet.

So a good thing to remember is: do not get behind on taxes. They add up fast, and if you

are late paying them there is a substantial penalty that can drag your business down instantly.

Jordan K. Winn - Jordan K. Winn & Co. Make Up Artists

RECORD! Use the easiest method possible to record all your transactions and payments

that could earn you write offs and tax breaks. Keep up with the news and look for tax

breaks and awesome grants for small business owners. You usually don’t pay yourself

frequently, so when you can get a break, take it!

AK Stout, Owner - Saying It Social, LLC

I definitely learned this the hard way! The year after I went from being employed to

being self-employed I found out that I had not put nearly enough money aside to pay the



prior year’s taxes. I sincerely wish I had met with an accountant as soon as I started my

business to learn about estimated tax payments. I also highly recommend meeting with

your accountant throughout the year if the amount you are making changes from the

previous year to adjust your estimated payment amount accordingly.

Ben Tchoubineh, CEO - Phoenix TS

Taxes are unavoidable. So it’s best not to try to put our heads in the sand and ignore

them. We’ve always been very diligent in keeping our books pristine and keeping track of

every penny. Modern software makes this very simple and easy, so why not do it! And we

always try to pay our taxes quarterly so we’re not left with a big surprise bill at the end of

the year, which wreaks havoc on your cash.

A few years ago the IRS came knocking on our doors for an audit. Our accountant

assured us this would be a quick and easy process because we were a small business

with revenue of less than $1 million. Not so! The auditor ended up spending four months

at our office! We had to give him his own desk! I think he was so shocked that there was

nothing wrong with our books that he decided to look through everything instead of just a

sample. We ended up passing the audit with flying colors.

This brings me to another point: Every small business owner MUST have a trusted and

competent bookkeeper. Because if you’re doing your own books, then who’s actually

running the business? This is a tall order, because many bookkeepers are either not

attentive enough or cannot be trusted. We got lucky because from the beginning, we had

a really good bookkeeper and I credit our success with the IRS to her diligence and hard

work. And I trust her to run all our books to this day. I don’t know what I would do without her!

Chris Mechanic, CEO - WebMechanix

So, with taxes I always thought that there was some brilliant way to get around paying them,



but there’s really not – not one that I’ve discovered anyway. See, the problem with taxes is

that, yes, you can cheat… but you can also get caught, which ends up being much more of a

pain than just paying your taxes in the first place.

What I’ve learned is that paying taxes is good! It means you’re making money. Don’t try

to weasel your way out of taxes. Could you learn & study & figure out how to save a few

bucks? Probably. But could you make more money by just paying what everyone else does &

spending your time & resources focusing on your main business? Definitely.

Focus on your business. Unless you’re an accountant, you shouldn’t be thinking about

taxes that much.

2. Have you learned any financial tricks or tips that you would like to share

that you wish you would have known prior to starting your business? Do you

have an anecdote that will help to convey how you found it out the hard way

/ why you wish you would have known sooner?


Everybody who owns their own business will say “Well you better lease that car because

you can write it off.” We have seen so many businesses around us that we can count on

our hands and toes over the years that have done these things that have gone under.

What you do not realize is if you put your car on your business or you put your cellphone

on your business because you work closer to downtown, you have to generate the sales

and the funds to pay for all this bullshit stuff -- your phone, your cleaning services at

night, etc… It does not matter if you can write it off, you have got to be able to pay for it

to begin with, or you cannot have it. That goes for excessive salaries, bonuses, excessive

travel costs, hotel costs, donations, etc. You can’t write off a donation unless you are

profitable. There is a ton of stuff that we have learned through accounting.



For example, what is it, $155 to New York on Amtrak? We can drive there for less. We

learned the hard way and took the train. It took longer to get there, I think, than to drive.

We’ve watched our neighbors and friends pay for over 25 years to have a mat and rug

service come out every day and shake and replace their mat. We’ve seen professional car

cleaning and ominous foods and catered lunches for busy weekends. And yes, we have

had some of that. But for what?

With my partnership with Lee, everything had to be 50-50. When you’re by yourself

maybe it’s easier to take more and try to skim, but when you are in a partnership, you try

to make it even. You have to have the sales and the money to work like that. When there

is an unevenness, you have to go back and fix it, tweak it, or make up for it. You know

when you can lease the car and things are good. (And I’m talking about cars that are

$199 a month right now. We are not leasing jaguars because of the recession.)

The financial part that I think we have learned is to increase our markup in this business.

You always want to take the high road. I don’t want to be like Marshalls. I don’t want to be

like the neighbors that are doing 30% off of the list price. Basically, list price is a three-

time markup. We finally said, “What the hell, let’s do it. Let’s give everybody walking in the

door a 20% discount.” Well, that raised our margins high enough to cover much of the

electrical, rent, employee wages, and all of the expenses that we could not cover before.

Competition is tough. We were constantly beaten up online or constantly beaten up by

other stores and our vendors that do go to home goods. You can’t sit there and fret about

it night and day. In the long run if you do a really incredible display with the same base

that Marshalls has and they like it, they are going to buy it and it is going to make

them feel good.




There are a tremendous amount of financial tools available. There is, of course, the credit

card as I mentioned that is at 30% interest a lot times if you start maxing them out. That

is really a tool of last resort. You need business to start your company. If you have some

invoices you can do what is called factoring on those invoices and a company will pay

you 80% of the invoice cost even though you have not collected on them. You should

constantly be thinking about friends and family so that you can figure out who in your

network might have money you can leverage.

Make a lot of relationships with banks and try to get a Small Business SBA line of credit.

A lot of local banks that work with the SBA will have an option to get a 25k line of credit

for just about anybody with even a mediocre business plan. Of course you can leverage

real estate. You can get a second mortgage. There are a number of options that you have.

At all points you should be exploring options and figuring out which you can utilize

because there might be a market you want to go after, but can’t. Either you do not have

enough shares or you haven’t reached enough opportunity or you have run out of your

initial source of funding. You have got to have another one ready to go the next day for

opportunities like these.

So if you are factoring in an invoice, then you need to make sure that you are doing that

two weeks prior to when you might need to collect or you have set up that factoring

relationship. Know all those options and know when to utilize them and have them in your

back pocket if you need to.

Since we have started exploding at Mind Growth, I have gone back to the bank and

increased our line. I have gone to factoring companies and worked better rates and

negotiated my previous financial things. We started very much on credit cards and I have



since made sure that I have paid those off and renegotiated smaller rates. Heaven forbid I

have to go back there again. You constantly need to be managing all your financial needs.


When we started, we had $40,000 in the bank. I thought I could take over the world with

that amount, but the money dried up within three months! Later, I read that people always

underestimate how much they need to start a business. We ended up borrowing from the

SBA and taking a second and third mortgage on our house to keep the business going.

Within three years we were a million dollars in debt. Thankfully, we’ve paid all that off now,

but we could easily have gone the other way and declared bankruptcy.

We could have avoided all of that with a well written business plan which detailed all our

expenses and realistically forecasted our financial needs.


Yes, a very important one…

Keep. Your. Eyes. On. The. Dollars!!

We were lucky enough to engage a very smart consultant when we were first starting that

taught us why this was so important & how to do it. His name was Ron Lapid & he was

the former co-founder & CEO of the Israeli version of Burger King, forget the name of it.

Anyway, he would repeatedly harp on the importance of analyzing the financial statements.

He would say, “Financials don’t answer questions, they point to the questions that you

should be asking” and we took that to heart. At this point, we have in-depth monthly

financial meetings where we look at both the income statement (aka, P&L) and the



balance sheet, and the way that numbers & categories are trending. We sometimes

have realizations like…

“Damn, revenues grew 32% over the last three months! Great, but payroll grew 44% &

overall operating expense nearly doubled in the same time period” - (not good)

Or like…

“Wow, that new service we rolled out recently accounts for almost 35% of our revenue!

But the net margins are much lower when you compare them to the margins we see on

bread-n-butter services”

Or even…

“If we hire those people & move into that bigger office space, we’ll pretty much be kissing

our profit margins goodbye. Should we do that?” Well, it depends. Does it give us the

ability to grow revenues substantially?

Cash flow is to your business as blood flow is to your body. You need it. You will die

without it. And you should be very interested in the details of the flow.



Managing your People

Chapter 23. What lessons regarding management of your employees have you have

had to learn the hard way since starting your own business? Can you please

provide anecdotal support?


Just to keep them as educated as possible and really provide a lot of structure.

Employees will a lot of times be willing to take things on that they are maybe not qualified

to do yet. You also do not want to put them in a position where they are doing things that

they are not qualified for.

Make sure that you are providing a lot of structure for employees. That really boils down

to having career paths, goal planning, doing annual and six month reviews, complimenting

them constantly, and re-addressing on a daily, weekly, and monthly basis what their

tasking is and how they are performing. Not to the point of micromanaging, but to the

point of keeping them on the straight and narrow for what they are supposed to be doing.

Kevin Corcoran, Owner - Professional Livery Worldwide

Train them how to do the job, give them the correct tools (job setup) and get out of the

way. I tried to do everything myself. And I micromanaged. Once I started allowing my

employees to do their job their way (within the job guidelines), I found they were creative

in their approach and took ownership of the job. It really allowed them to see the big picture.


If customers are the lifeblood of your organization, employees are the muscle. You can’t

get anything done without them. So be fair, communicative, open to suggestions, and

never ever get testy or angry when a mistake is made. Communicate your concerns and

set direction for your staff, but screaming and yelling is mostly counterproductive. Manage

by example, not by fear.



As a leader, you need to be aware that your employees will be at their best if they are

inspired by you and your ideas, motivated to help get you there, and know exactly what is

expected of them.

When we began, I made several grave errors with our first set of employees. I would

get aggravated in front of them, which isn’t exactly inspirational. I also didn’t give them a

clear description of their duties, mostly because I wasn’t very clear on what our business

really was about. I can attribute many of our early failures to our lack of focus and bad

workforce management.

Do keep in mind that some employees are not good for your company, no matter how

hard you try to work with them. They are “leeches” as a mentor once told me. It is best to

part ways with such people sooner rather than later.


This is one of the hardest parts about running a business. Here are the main things I’ve learned:

Make responsibilities & expectations clear. The worst is when people don’t know what

they’re supposed to be doing or what you want them to be doing. Don’t be shy to let

people know what you want them to do.

Use formal reviews to give clear feedback. Even if you make responsibilities clear,

employees still aren’t sure whether you’re noticing / approving of what they’re doing.

Also, there may be little things that you’d like employees to work on that you don’t want to

bring up in the heat of daily action. Formal reviews are perfect for this. They give you the

chance to communicate your feelings (good feelings provide reinforcement and peace

of mind to employees, bad feelings provide specific, actionable things for them to work

on and further peace of mind), which is always a good thing. It also provides a forum for



discussion where you can hear people out, get an idea of their concerns & get to know

them more as individuals. Never fire someone before you give them at least one review &

two weeks’ chance to prove themselves in the aftermath.

Fire quick, hire slow.

You’re allowed to be uncertain & ask questions.

4. What lessons regarding employee recruitment have you have had to learn

the hard way since starting your own business? Can you please provide

anecdotal support?


When one recruiting method doesn’t work, try another, which could be much more

successful. I have over 80 resumes from Craigslist in my e-mail and these are people

who are qualified in retail. I have over 175 right now but we are looking for people to back

ourselves up with. We are a little bit short right now. We do not want to go so far out on

the plane as far as money, but I am taking in resumes. I can start reading them and see if

any of these people interest me.

We have three years minimal home furnishings experience and I am getting applications

from people with completely unrelated experience. Craigslist has been okay, but we

traditionally advertised in the City Paper and Baltimore Sun and we used to get the best

candidates in the world. That has not worked for the last two or three years.

Originally, I would have people come in and apply for the job in-person and fill out an

application with their resume attached. The person at the front of the store, which is

usually Lee or Mark will write some notes on it like well-dressed and well-spoken, or not

well-dressed, chewing gum, smells like smoke, or brought friends. We’d note if they had



a car out front, or not, which means they have no ride. You know this is retail, but I think

it translates into all kinds of businesses because all of these people that we don’t want

to work here can come to any business. I mean, you can have a doctor’s degree and be

smoking crack on the side and go in and apply. You just have to look, listen, and smell the

whole thing. And if you think that you are going to do a Craigslist ad, remember some sort

of in-person interview is ideal.


Focus on culture and the employees will come. We have a game room. We do catered

lunches and do annual parties. We also give profit sharing to all of the employees. We

play a lot of games and just generally try to have fun, and as a result recruiting is very

easy for us and we have incoming deal flow. When in need, just like financial options, we

have recruiters that we talk to constantly.

Find those recruiters that get quality candidates. Some recruiters just peddle junk. Figure

that out fast and stop using them and go with the ones that give you good stuff. Try to

get an in-house capability for recruiting because it costs a lot less than using a recruiter.

Make sure that your flow is good across all those channels so that you can utilize an in-

house recruited resource versus a recruiter-recruited resource when the timing and

need is right.


Through the years, I’ve learned that the recruitment process is vitally important to

an organization. Bad employees make bad companies. You are what you hire. And

letting someone go after you’ve hired them, and spent countless hours training them,

is a huge waste of time and resources. No matter how small you are, ALWAYS do

background checks, reference calls, and depending on what you do, behavioral

assessments or drug screenings as well. Usually, people think these strict hiring



processes are for larger organizations, but I maintain they are even more important for

small businesses because everyone is a key member of the organization.

Of course, we didn’t start with a strict recruitment process when we began. When

you’re running a tiny operation out of your basement, you’ll take anyone who’s brave

enough to work with you. When we first started, we were looking for salespeople

but didn’t want to pay them a base salary. So we looked for people who would work

for us on commission only (big mistake) and took the first people who applied and

had a good interview, without any kind of additional checks. Most of them didn’t last

a month. We even learned later that one of them had just been released from jail!

Through the experience, I learned that two types of people will apply to work with a

tiny home based business: people who are entrepreneurial and believe they can make

a difference, and people who are desperate and won’t be hired anywhere else. You

need to look for the former and put processes in place so you won’t hire the latter.


People & recruiting are critical to your success. You should ALWAYS be looking

for good talent. Even if you’re not ready to hire, keep your eyes peeled always. You

should have members of your team that help with recruiting. You should also have

a good headhunter or two that you work with when you need to fill positions with

higher-level people. Try to create systems when it comes to recruiting. For instance,

someone applies, then what happens? Keep things consistent. Make candidates

jump through a few hoops. Don’t just interview everyone who applies. Give them a

small task & see how they handle it. Do they do it immediately & knock it out of the

park? Or do they do it at all? Giving people tasks helps you avoid wasting time while

allowing superstars to surface.



Payroll Practices

Chapter 35. What lessons regarding payroll practices have you have had to learn

the hard way since starting your own business? Can you please provide

anecdotal support?


For 15 years we had a bookkeeper come in who would rush in on every Friday night and

complain about traffic and charge me $100 an hour and blah, blah, blah and do our payroll. I

learned this great thing. It’s called Paychex. Now we have Paychex and they are responsible

for all of our accounting, all of our recording, and if the IRS does anything with us, they are

there in person to back us up. For audits, they supplied everything. For seven employees, we

pay $150 a month for our payroll service. A payroll service is the only way to go. Unless there

is something out there that I don’t know about (which I am sure there is). Use a payroll service.

I mean, I don’t care how big you are.

I cannot tell you how often I see my neighbors over the last 25 years in there for payroll taxes

that they don’t pay because they hold them back, and they use them for operating expenses.

You can cook your books. You can do whatever the hell you think you want to do. You can

cook two sets of books and try to have one set for the IRS and your landlord, but taking

that road will only work for so long, if ever. When the IRS or the state gets a hold of you not

paying payroll taxes and your little lean time is up, they will come and take over your personal

and business tax and business accounts. You won’t be able to use your money card at a gas

station for five dollars in gas.

That is something that we watched our neighbor down on Charles Street do. Larry Belk had a

single clothing store. He had to demand cash from every customer just so he could have gas

to drive home at night when that first happened. The FBI came in. It is scary sh*t and you do

not want to mess with the Feds. When you get a federal tax lien you are pretty much cooked. I

file week to week.




Payroll Practices and Payroll Services. They all for the most part stink but you generally have

to use some way of automating payroll. We use Quickbooks. It is wonderful. I have a full time

accountant and he prefers that over using a payroll service in which there are lots of loops and

hurdles. If there is an issue with a payroll service then their customer service is usually more of

a challenge to getting something accomplished than a problem solver.


I have always used a payroll service to physically process and pay my employees. I did

not want the burden (hassle) of the payment of taxes. I use profitability of the company

and data like: current year average salaries and average pay increases as a base

to establish raises.

Arsham Mirshah, Co-Founder - WebMechanix

Depending on how you pay your employees, contractors, and vendors… try to find a

system that puts the data entry on the person getting paid. That is, if they want to get

paid, they will do the data entry for you, so all you have to do is review it and press OK.

You don’t want to find yourself taking numbers from a spreadsheet and putting it into your

payroll system… you have better things to do.



Expanding your Business

Chapter 46. What growing pains did you experience in the early stages (first 3 years) of your

company’s expansion and, looking back, how would you have combated them?


We had a third partner when we started out. Unfortunately, we had to buy her out. She

thought she would be flying in a jet in Paris and calling in her sales. I think the delusions

of opening up your own business are so grand. You don’t have a retirement account. You

might drain it and then start it again.

We didn’t pay ourselves for what, six years?

No, I worked as a waiter and my partner worked as a framer. We didn’t start with any

capital. Our first loan was $10,000 from my mom and dad to start the store--and they

had to sign over their house as collateral! Ever since then I had to sign over my personal

home. Lee’s mother had to sign over her vacation home. We have never had our loans

uncapitalized or unsecured. Even to this day. Right now 25 years later, if we went under

the bank would take everything. It’s really scary.

We’ve paid ourselves over the years. We’ve paid ourselves really well, not always great,

but fairly well. We’ve had a trump business. I don’t know. I mean you work for yourself. I’m

not sure how rich that can be.

But growing pains are definitely easier when you have one partner versus three people

involved in a business. Two of the people will always talk about the other--in friendship

and business. When our third partner was working at a convenience store 40 hours a

week and filling in at the store in her spare time, while Lee and I are busting our butts, it’s

not going to work. We had to ask her to leave. We loved her dearly as a friend and to this

day I thank her for what she gave Lee and I: a modest living for the last 24 years that we

would not have had otherwise.



You almost have to have really supportive people around you. I mean, if you’ve got parents or a

wife and kids and you cannot pull this off then it’s probably not a good idea. You are going to

ruin some relationships, and some of those are going to be important probably.


We went through a huge recession. Clients stopped paying their bills and went out of

business. At the same time we were pivoting into mobile. The biggest growing pain was that

if you really want to keep growing your business as the Founder or the CEO you have to eat it

all. Literally, I fasted for six months and got rid of my car and rode a bike everywhere. That was

brutal because of the recession, but metaphorically if you have a commitment to growing the

company, you do not want to just start downsizing and hurt your brands and hurt your ability

to grab market shares.

You also need to make sure that you are doing everything to keep all of the resources in place,

that your marketing is still trumpeting the best for your company and putting you guys in the

best light. Until you can figure out what your core differentiator is, grab market share and

start commanding business. In the beginning, when you might not be profitable, you need to

make sure that you have funding and ultimately the iota is on the owners. That is painful and

you have to offset it with some good compatriots that you can go out and grab a drink with,

or a good loving and supportive spouse that will see you through it. Otherwise, if you cannot

personally eat all of that pressure, it will definitely destroy the company.


I’m still in the midst of growing, as I’ve only been 100% self-employed for just about a

year now. What I can say is simply growing your business is exhausting but you can’t

give up. There are some days, some weeks even, when I’m just wiped out from doing

everything I can to try to attract the attention of prospects. But I realized quickly after

two not-so-great months, that if you don’t work at it nobody will. Your business simply



isn’t going to grow itself. If you want to have your own business you have to be prepared

to give it your all and then some. Even when you reach times, and you will, when you

consider throwing in the towel – it gets better and if you are passionate about your

business you’ll realize that it’s all worth it to be your own boss, have unlimited earning

potential, and get to do something that you love.

John Woodley, CEO - Trusted Technologies

The most pain I experienced during the early years were attributed to the lack of hiring

according to company core values, overlooking the self-entitled mentality, and entrusting

that all personnel treated the company as I do. These pains were combated by going

back to the basics by hiring according to company core values, ridding the company of

the self-entitled, and putting a fence around those who were not mature enough to know

where they worked.


Wow, I could write a whole book on this too. The main growing pains are in the “Systems

& Processes” buckets. When it’s just a couple guys in a basement, things are simple. As

more & more people get involved, you get more customers, you have more stuff going

on, things get chaotic. You start tripping over yourself. Things aren’t getting done the way

you’d like them to. You get frustrated with other team members. You end up doing a lot

less of the work yourself, but you feel like you’re cleaning up after others at times.

The kicker is that not only do you need systems for the actual work you do, you need to

create systems for recruiting, sales, marketing, & human resources ON TOP of those

– documentation, quality assessment, training programs, customer retention, reporting

and other things. We didn’t realize the gravity of all the rules needed & even to this day, it

remains a major opportunity area for us.



7. What amount of leverage have you found in your experiences is the most

effective in facilitating financial growth? What, if any, experiences have you had

with outside investors and what advice would you give to a new-comer?


We do not use investors. We are self-funded. If you do something and do it well and do

it a lot better than your peers then it draws a big need in the market and the money will

come. So, leverage in your experience. I happen to have 10 years experience making

web applications. I was able to do every asset of the business and identify how to find

key resources to replace me on some of those different hats in the business. I jumped

into mobile with a lot of experience designing apps in general. It was a key differential

generator and we were able to grab a lot of market shares.

Experience is everything. Read the book “Outliers”. They talk about ten years or ten

thousand hours. It is absolutely true. Bill Gates was not necessarily a child genius. He

started at ten or eleven years old programming and put ten thousand hours in by the time

he was eighteen and he had the requisite amount of experience to actually do what he

did. At eighteen he seemed like a child genius but he had just started really young. Read

the book “Outliers”. It is really good for that.


Experience comes with time and time results in money. The greatest experiences my

clients have with my company and share with others, results in new clients. I would tell

new-comers that it is important to give your company and clients your all and be available

for all their needs from day one. They will enjoy the personal attention they get in a world

of technological walls and voices.




I found that I needed a few strategic alliances with a banker, an accountant and an

attorney. Having trusted advisors early in the game help in making the best decisions for

you and your business. The prior owner financed the business. After a period of time, I

wanted to change and do things differently. I eventually borrowed money from a bank in

order to have the autonomy to run my own show. I have not solicited outside investors.

Startup advice: keep expenses low and look for creative financing solutions.


Bet on yourself and trusted teammates. No matter how many personnel you hire, your

trusted resources will always lead the majority of the growth.


When you get investors, make sure you read all the terms and know that they are

becoming your partner. Watch Shark Tank on ABC.

Leverage (debt) is not a bad thing if you can afford it & it will grow faster than the interest rate.



Processes

Chapter 58. What are some tips or tricks regarding sales and/or marketing practices,

cycles, etc. that you wish you would have known prior to starting your business?


Pay close attention to where your web hits are coming from and make note of word-of-mouth

referrals. I do think that if your business is seasonal, like mine, it is important to advertise and

market for a full season prior to the new season, then evaluate 2 months after the end of the

current season. Make changes for improvement at this point. In this day, business is easier

to track because most clients are finding your services on the internet. Google Analytics

and website tracking are simple to set up and can help you see the percentage of business

coming from all paid website marketing services.


It is of the utmost importance to understand your target audience; their habits, their

wants, their needs, where they “hang out” online, where they shop, what they buy, etc.

My business helps other businesses with their social media marketing through training,

consulting, and hands on “do-it-for-you” services. Sounds great, right? Well, when your

target audience is people who need help with social media, you aren’t going to be finding

many of them hanging out on Facebook, Twitter, and LinkedIn – the main channels I

started off focusing on for my marketing messages.

After some time of not seeing many leads – it finally hit me – I’m trying to reach these

people on the very channels I know they don’t use! So, after some re-strategizing I was

able to figure out other avenues to reach my target audience like seminars and in-person

business networking functions. Had I really thought more carefully about my target

audience from the get-go instead of being so gung-ho to use social media, I would have

saved a lot of time and effort.




Fortunately, the nuts and bolts of what I know work. Always sell your performance record

of accomplishment. Always let them know what you can do for them. Always be on the radar.


Sales is similar to recruiting. You should ALWAYS be doing it. Even if you don’t need

sales right now, keep people in the pipeline. Keep them warm. Stay in touch. You should

devote lots of time & money to making sales & generating leads. This is the lifeblood of

a business. If you don’t have leads coming in the door consistently, you will struggle.

Nobody will ever be as good as you at making sales. You should still hire someone & start

grooming them though. After about six months, they’ll be good. This is a good investment.

Networking has been awesome for us. We also get a lot of leads online & from referral

partners. In terms of sales, I could write a book on it. I’d recommend reading material by

Miller & Heiman, particularly their “New Conceptual Selling” book. It’s very good.


It’s taken a whole year after an initial contact for us to close a deal before. Don’t be

surprised if your sales cycle is longer than you thought.

The BEST type of lead is a warm/hot one, right? – If you agree, make partnerships! One

of the first things we did was to partner with several web design & business consulting

companies. They were & still are our best source of deals!

9. What are the tools/metrics that you have found to be the most useful to

assess the state of your business? How frequently do you examine these

metrics/use these tools?




We price our services based upon our cost of goods sold. We look at and measure all

business to this yardstick. I also monitor accounts receivable and send out statements

every two weeks. Monthly, we have an accountant reconcile and review everything and

produce monthly financial statements which compare actual to budgeted amounts. This

provides a good handle on where money is spent.


I don’t really use anything fancy outside of my accounting system to keep an eye on

revenue and expenses and to make sure I’m not over-extending myself. Every month I go

over my recurring expenses to look for any opportunities to scale back if the cost is not

driving a suitable return on my investment.


As a business owner, I always make sure I look at the state of my business from four

perspectives: External (customers), Internal (employees), Financial, and Operations

(sales, service quality, continuous improvement, innovation). To assess the external

state, we use surveys as well as direct customer contact and communication. To assess

employee morale, I keep in close contact with managers about their perspectives on their

staff and pay attention to the results of annual and semi-annual reviews.

We look at our financial reports such as the profit and loss several times a week to keep

an eye on our cash and revenue, as well as payables and receivables. Operations get

a little trickier depending on the type of service or product. I always look for ways to

improve our service, including feedback from the sales staff, whose primary concern is to

make sure the client gets what they want.




We use financials to measure how well we’re doing. Mostly we look at top line revenue &

net profit. We also look at accounts receivable and average days sales outstanding. This

tells you how much you’re billing & how long it’s taking you to collect on it.


Customer satisfaction (twice a month)

Profit/Loss & Accounts Receivable size & aging detail (twice a month)

Employee morale (reviews done at least once a quarter)



Other Assorted Goodies

Chapter 610. What tips or tricks have you learned over the course of your career

regarding inventory management (if applicable to your industry)? Please

elaborate with anecdotal evidence.


The one thing we learned from the advisor we had is the power of a sale. We would buy

something we love and never put it on sale, and as she would say in her thick southern

accent, “It’s like celebrating a birthday! Give me this!”

The power of the sale was revealed by our first advisor back in the 1980s, who has

since passed away. She owned a very successful chain of China shops on the harbor in

Washington and I always loved her advice. She would say “You get up every day and you

walk your floor and you see what you have and if you think things are missing, you know,

you take a mental inventory of what you have in your store”. Our next advisor was more of

a Ralph advisee that went out to the stores and troubleshooted. We hired her and we’ve

had her for 10 years and she is more of the numbers and POS system.

Lee and I are kind of a combination of that because you can’t really carry heavy inventory

right now, or it will kill you, so we listen to our customers who say “Gosh, you guys are

low on so-so.” We look for it quick for them, and I mean this has been the key to our

success in the last five years: a quick shipment program where we can say “Damn, we

just sold five sofas this weekend. We need five more by next Friday. Can you get them in?

Or we can call this company and have them send more.” The inventory that we’ve learned

about is the visual inventory that the store lacks.

I really do think that inventory management is a live process. It is a process that you need

to live daily in your retail store and I can’t talk about anybody else’s business, but it’s a live

process. When you walk through the store and you see blank empty spots and you think



you can afford it, buy it. You need more furniture because inventory and having product is

what sells the store. When you do not have inventory or it is not fresh, you look old, stale,

and you do not sell.

We’ve always been known as the type of place you come into every few days to see

what’s new. I can get it delivered that night. I can get it delivered that day. We are an

instant gratification store. Inventory is huge for us. It can kill us. Like if it was Christmas. It

can make our Christmas.

It is good to walk the floor. This might look great here, but someone’s bought it, move

it. When you have a retail store, you have to hire someone that has some display ability

because you can arrange things to sell better. We have this wonderful young lady on the

weekends that cleans and rearranges. It’s like having a maid come into your house. She

cleans. She fluffs the pillows. She rearranges glassware. Then it’s like you have a new

store for Monday and Tuesday.

We make our design customers walk through the store to the studio on purpose. We’ll

have a meeting and serve hors d’oeuvres, sushi, and caviar. We get them loosened up

and then walk around the store and they see these amazing displays that may have just

been created that day. You have to go through the store, make sure it’s displayed, make

sure it’s fresh, and make sure it’s clean.

The best thing in the world for other retailers to do is what I did at Christmas. I went to

Indianapolis to see my niece and I saw this really cool town getting ready for the Super

Bowl with some really hot stores. It made me realize that we do not step out of our box far

enough to see what happens in other cities, even in our own city. And I saw some great

displays, some bad displays, but it was really amazing to see what they do compared to

what we do. We are not afraid to buy a little farther into the importance of the display. You

have to differentiate yourself.




We have a spreadsheet and our office managers keep track of our entire inventory. We

are professional services.

11. Are there any other tips or tricks that you can provide that are not covered

under the above questions that you would like to provide to a potential or

new entrepreneur?


For me, opportunity struck during a bad winter in Chicago, where I was traveling away

from my family from Baltimore every week. There was disruption in the market place,

Mobile was just starting to pop and the Iphone had just come out. I had the requisite

tools and experience to know how to capitalize in the market.

Ultimately, I had a need. I had four kids and going away from them and collecting the very

nice salary in New York City that still wasn’t enough. I couldn’t earn what my family really

required, not to mention the lifestyle that we wanted to have. I had a need and the only

way for me to achieve that was to be an entrepreneur, so I did not have an “out.” If you

have an “out” at any point, do not even start. Do not get in because you will take that

“out” at some point because it is easy. You will take the easiest route at all times and if

your “out” is an easier route, then you will take that “out” at some point.

If you do not have an “out” then you know that you at least have got the cards stacked in

your favor. An option you cannot pull out of at any point will actually keep you more in line

and might be a mindset. It might be an attachment about getting something done. Whatever

it is you will just need to do that thing and not have options to stop or you will take them.




Once you commit to a small business or become a new entrepreneur, commit to giving

up your social calendar besides business networking meetings for the first year. Promote

yourself everywhere you go and use your family and friends to spread the word. Be

willing to discount services and give incentives for your referrals.


Tell everyone you know about your business and frequently remind them – you absolutely

never know who could need/want your products/services and who they know who may

one day need/want your products/services. As horrible as it sounds to say – I view

absolutely everyone that I know and meet as a potential referral source. I’ve found that

even when I think I’ve overdone it in telling my personal networks what exactly it is I do –

just because the words leave my mouth doesn’t mean they are retained in the minds of

those to whom I’m speaking.

It’s been my experience that people don’t start paying attention until what you’re saying

really applies to them – in other words until they do need a product or service that your

business offers. So, while you may think you are driving people crazy repeatedly talking

about what you do – they probably need to “hear” it over and over again in order for it to

really sink in so that your business is on the top of their mind when the right time comes.


Yes, READ! Always be reading something. You can never read enough. This would

be my number one piece of advice not covered here. Also, pay consultants. In my

experience, anytime we’ve paid people for advice, it’s been worth it. Find a consultant to

help you wherever you’re weak.

Get a partner! I’d be dead if I didn’t have my partner. You should have a partner that’s



good at the stuff you hate & hates the stuff you’re good at. Like yin & yang. Being in

business alone is very hard.

Save money. When you start making money, you’ll be tempted to use it. I’d recommend

keeping as much money as you can in your business, so that you can have what we’ve

come to call “Fu*k you money.” Because if you have that kind of money, you can tell

anyone to screw themselves if you need to. If you need money for equipment, people,

marketing or something else, by all means use it. But don’t feel that you have to use

money just because you have it. Or just because you don’t want to pay taxes on it. It

feels good to have a little “Fu*k you money.”

Be patient. Sometimes it feels like things are happening really slooooooowly. As a

starter, you want it FAST. You want to grow, you want to expand, you want to blow it up!

But it doesn’t happen that way. Overnight success stories are a myth.

12. If you could go back and talk to your “start up” self prior to starting your

business and tell him/her one thing, what would that one thing be? Why?


I don’t think there is just one single thing. You have to learn through experience. Lee and

I have learned we haven’t had tough lives. We haven’t lived in homeless shelters. We’ve

had supportive parents. We had a very good landlord.

Our landlord could have put us down and under and out of business so many times. The

air conditioner was broken and he fixed it. I think if we had to go back in and restart--

I’d say investigate your landlord. And your accountant. Investigate your partner. If your

partner is not a person that you know well, then don’t do it. I think you need to do some

soul-searching; do you want to do this? Understand that you are probably not going to



get paid for five years. We did not. If you can work a side job and do this and you have

the passion for it then fine. Then, if you make it. You make it. We started in 1986 and

we got paid in 1993.


Conditions change. Business, financial and social conditions change. Be prepared

to experience ups and downs over the long term. My business has seasonal changes.

Learn from history how your cash will be affected and when to make additional

purchases. Keep a reasonable amount of cash on hand that will allow you to get a

decent night’s sleep.


Be more willing to get out there and network from the start. I am 1000% social online,

but when it comes to offline, “in real life” interaction, I tend to get lazy. It’s only been in

the past couple of months that I’ve been getting out there more to really meet and talk to

people face to face and it has done wonders for my business. So while it seems much

easier to sit still and work on the computer and make phone calls, it’s worth the extra

effort to network, network, network.


Hey dude, listen, you’re about to embark on an amazing journey and it’s going to be the

hardest thing you’ll ever do, and you’re about to make some huge mistakes and it’s ok.

Just make sure you learn from those mistakes and move on. And always stay positive,

because the rewards at the end of the tunnel are greater than you could ever imagine.


Certain activities are always needed for a business: Recruiting, Training, Sales, etc… in

order to make sure you’re not the only one who knows how to do these things.



Document everything you do in a “how-to” guide… both for on business activities

(recruiting, accounting, etc…) and for production of what you sell (training guides).

That way, you can wake up one day on the beach knowing that your business is running

smoothly without you there.



ConclusionDay in and day out, most people only see the glamorous side of being called a

“business owner.” Rarely do most people truly understand what it takes to earn the title

of “successful business owner.” It is my sincere hope that you gained value from the

insights that were shared in this eBook by entrepreneurs “in the struggle” just like you.

If you are dissatisfied with this eBook for any reason, you are welcome to a “30-day

unconditional money back guarantee.”

Stay tuned for our next eBook. Please reserve your spot via email for: “Rubber to the

Road: A Financial Statement Analysis Field Manual for Entrepreneurs.”

Sincerely,

Manny Skevofilax

PORTAL CFO Consulting



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