Speaker A Recommendation I would make to any owner CEO of a small business is to value your employees. Give them the training that they need to do their job. It's not a great cost. Also give them the structure, the rules, the roles and the guidance that allows them to do their best work. The majority of the people that you hire will perform for you if you give them the opportunity to do so. Requisite Organization clearly defines their roles, their relationships to the other people that they work with, how that they can succeed in the future and gives you the tools to do the assessment, to place everyone correctly and relative to each everyone else in your organization. We are far more profitable today both in terms of actual dollars and also in terms of the ratios that we have ever been in the existence of our organization. And yet we have a tremendous amount of room to improve yet. So the results are the answer to that question if you go through this process and find it works. Ours has been a union business and I've been successful at keeping it so in a geographical territory in which the other trades have not succeeded. Most of the carpentry, work, roofing work painting, you name it, in this area is no longer unionized. The difference has been that the local union officials and myself many years ago developed a working relationship which was based and before knowing of Elliot Jacks, was based on principles which Elliot Jacks has pretty much codified for us. In Requisite Organization in 2003, in collective bargaining with the Bricklayers, we borrowed heavily from the forward from Elliot Jack's social power and the CEO to define a relationship of the duties that the employee owes the contractor and the duties that the contractor owes the employee. The employee needs to be in brief, bringing to his work environment the desire to perform his best work and the attention to accomplishing that and following the rules that are established with him. And the contractor owes the employee the education, the tools and the safe working environment necessary to accomplish that job. I think in very large part our successful maintenance of a union masonry industry in a nonunion territory has been the ability of labor and management to work with those principles.