We recently moved our office to new space, and while we had never done this before (and don’t expect to do again), got a few things wrong, but got a lot of things right. Here’s a synopsis of what we learned and things to watch for to do this efficiently.
In my previous blog, I described the things to do when we bought the building and named several partners we engaged to help us. I reiterate how important the selection of partners was. There are many moving parts to relocating a business, important items that demand time, all while you’re still operating the business; so it’s helpful to have good advice along the way. I am fortunate to be involved in two strong networking groups, Network 128, from whom I drew our real estate attorney, a cost segregation expert, cleaning service, and commercial banker; and B2B Connexions from whom I drew our residential banker, business attorney and most importantly, my personal coach who kept me focused… and detached when needed.
The information technology (IT) move was a high priority
Our customer management system is cloud based, meaning it can work anywhere with an internet connection, but nowhere without one, so ensuring a robust and dependable internet pipeline is critical. We have been using FIOS through Verizon, but were told by Verizon that it was not available on Route 53.
After a review of T1 and T3 and cable options, we chose Comcast, selecting a speed comparable to our previous FIOS speed. We liked that Comcast offers different levels of speed, making any initial decision changeable. We also have a load sharing / backup system where Comcast shares the connection with the lower speed Verizon DSL; if either connection fails, the other will keep us connected, albeit at a slower pace. We had had a similar setup with Comcast as the lower class connection in our previous office.
Inside the building
Our build-outs from scratch gave us the opportunity to drop phone / data connections strategically throughout our space; the difference between lengthy cable runs from a hub to the back of a computer and a more modern office was one of those little victories that makes upgrades particularly satisfying.
We decided to scrap our previous Nortel phone system and take advantage of Voice over Internet Protocol (VoIP) system. The integration of voice and data is a new and complicated landscape, so open communication between your IT team and phone team is critical. One particular challenge of this analysis was the terminology, where understanding the impact on cost and benefits of all the variables is impossible when you don’t even know what certain variables mean. Ultimately we selected General Communications as reseller of Allworx, based mostly on the attentiveness and use of plain English by their salesman Craig. The system works well and we know there are options we haven’t taken advantage of yet.
We had the data lines connected by Verizon
(DSL and fax line – dropped all other phone lines) and Comcast (converted our phone lines and primary data) roughly ten days prior to the move so our IT partners PC Resources could test the lines with time to spare for the inevitable problems we wouldn’t know until they hit us. We also knew that Verizon would release our voice lines only during normal business hours (Monday – Friday, 9-5), so we had planned to have a skeleton staff stay in our old office the first morning after moving until the lines ported over.
The greatest victory came on Friday afternoon at about 6 PM.
We closed our Norwell Center office at 3:00PM, which was coordinated with our network engineers to shut down (and move) our primary server. As they shut down, packed, and prepared to move the server, all Gordon employees did the same with their PCs, including myself. With all the tasks I had been attending to during our move preparation, I was the least ‘prepared’ to move my own office; I had let that slide, knowing I’d have a three day weekend to do that. One other employee (Bill) and I took four or five PCs (including monitors, etc.) over to 306 Washington while the rest of the employees packed their personal items. Bill set up machines in established workspaces; and I hooked up my own. At 6PM, I had connected my computer, turned it on, and was able to access all my work, including email and cloud based customer management system. If all else failed, I knew we could all handle customer calls on Tuesday morning. With the cloud of uncertainty gone, the rest was just filling in the blanks. Time for a little celebration.
We moved the Andrew G. Gordon, inc. office from cramped space in Norwell Center to new space on Route 53 to allow us to grow and to expand our business. The experience of moving doesn’t come with a checklist; you have to figure it out as you go. But we managed to do some things right; we missed a couple items that we should have thought of, and the overall result was probably as good as it could have been. Complicating the effort was that we bought the building we would occupy, changing from tenants to landlords.
Preparing for the purchase took more time and more expenses than one might expect. Buying commercial property involves many of the same bank requirements as buying a home, including:
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Having a third party appraiser appraise the building
The appraisal is less about size and location, and more about rental income to service the debt. The later includes an analysis of the financial health of our company: as the anchor tenant, will we continue to do well.
Is there pollution lurking under the surface? If there had been pollution, the seller would have had to pay for remediation.
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Estimate of cost of build-outs
We and the bank understood that we’d need to spend another $60 per square foot to prepare the space we’d occupy, that is to convert from a furniture store with an open plan to an insurance office with a few new walls, two conference rooms, and new ADA compliant bathrooms.
Important to protect your interests as well as to assist with negotiating terms with the seller and to identify any weaknesses with the tenant leases we’d inherit. We used Steve Charlip of Charlip Law, and recommend him unequivocally for real estate law. Steve was named a Boston “Super Lawyer” by his peers in 2011. He is not only legally competent, but also easy to work with, and advocated for us when our interests and those of the bank’s diverged.
Another expense but paying for expert advice improved the economics of this deal incredibly. We hired Jeff Hiatt of Cost Reduction Specialists to perform a cost segregation analysis that allowed us to take optimal advantage of real estate tax law. They worked with our accountants Barneke & Anderson to provide detailed documentation to protect us in the event of an audit.
We were fortunate to buy the building in a relatively depressed real estate market, at very attractive terms. We accepted bids from two banks for commercial financing, and selected Bank of Canton strictly on interest terms. Commercial loans generally will finance up to 75% of the appraised value plus build-outs, so we needed cash for the remaining 25%. We did a similar market analysis for a refinance of our home mortgage to provide some of that, and used Rockland Trust after a similar market analysis.
A lot of forces align today against minimizing debt: government encouraging highly leveraged home purchases, student financial aid that penalizing savings, taxes that penalize saving and investments, and of course banks and credit card servicers eager to charge as much interest as possible. But our parents grew up during the Great Depression and taught us that debt is a tool to be handled with care, and thrift opens more doors than it closes. This real estate transaction took all the resources we had, but our strong position allowed us the best terms for financing, the best legal and accounting advice, and ability to acquire and build out greatly improved work space with no impact on our cash flow. Our parents were right.
Planning
To give them time for planning, we had met with a space planner to help us design workflow, lighting, colors and many other factors. Our manager Kasey ran this deliberation. She engaged everyone in our office for input on workflows and personal needs then convened a small group of four to organize and conceive a plan. This process took about 4 weeks, and gave us a good starting point for build-out plans once the building was ours.
Build-out timing
Once we owned the building, we were eager to start build-outs and get ourselves moved. We had interviewed and selected local commercial builder, Callahan Hoffman, and gave them an ambitious time frame from early January to late February for their work. Even with a fairly detailed plan, there are many on-site decisions and changes, so we spent more time on location than we expected. Having been through the process, plan on more time and daily visits if your expectations are as aggressive as ours. Ultimately, Callahan Hoffman organized the contractors incredibly well. We all have a new respect for the intricacies of building mechanics, and the trades in general.
Customer notices
Once we owned the building, we began notifying
about our move. We provided press releases to complement (and enhance) the realtors’ press notices, posted our move on our web front page, and mailed two notices to our customers and prospect list. As our space in Norwell Center is now unoccupied, we had two large signs including our new address and a map made to redirect people to 306 Washington Street.
The move
We planned our move for the Washington Birthday long weekend to allow some additional time for IT or other surprises. Since most of our ‘inventory’ is information, the IT move was the single most important part of the move. See my separate blog on that subject. Other items consisted mostly of office supplies; and each employee was responsible for moving items from their own workstations (except PCs).
Mistakes we made:
We had not made plans with National Grid (electric) and Commonwealth Gas for establishing accounts for the space, so the day of our closing on the building, they turned off the electricity and gas. Because our closing was in late December, this was a major oversight. Fortunately the weather wasn’t as cold as January can be, so we didn’t suffer and frozen pipes or other serious damage. But it did make for chilly space during early build-out (demolition) and was a major personal distraction in the first part of the year. Neither company was particularly interested in our plight, nor did they share our urgency, but this is characteristic of monopolistic services absent relationships, and we should have known better. Fortunately, Chip Perfetuo at Perfetuo Electric had the problem solving skills and relationships with folks at the electric company to fast track that piece.
Open House
We planned an Open House for a month after our move-in date, and that is the subject of another blog. Suffice to say, we were all immensely proud of our new space and glad to show it off.
Summary
Overall, extensive planning and selection of competent partners made the difference in making our move to new space efficient, with as little stress as possible. We had underestimated the time commitment, but that was manageable through the period of preparation and move. Keeping everybody involved updated on progress and expectations helped keep the team together, and the end result is better workspace.
I am a Massachusetts independent agent, so my comments will echo those of MAIA president, Frank Mancini.
I am also a small business owner who pays workers compensation premiums, and spend every day talking to other small business owners. Many small business owners consider workers compensation a tax, and I’m not proposing that a massive increase would be healthy for a broad swath of industries in Massachusetts. Nobody wants their taxes raised, least of all, small businesses already struggling with high costs and still lukewarm economic conditions.
But the existing system is unhealthy. Market health can be accurately gauged by the number of accounts that end up in the assigned risk pool. Today too much business is heading toward the pool, anecdotally 1 in 4 accounts.
The problem with a pool mechanism for a growing share of the market is that carriers assigned to handle this business don’t have incentives to allocate resources to great claims management and other forms of loss control. A dollar of expense on claims management and other loss control will return only the market share percentage of gains back to the carrier.
Thus, too much business in the pool ultimately increases underlying costs; and we can all agree that underlying costs drive future prices.
The assumption that profitable rates necessarily gouge consumers is flawed. If profits are excessive, other carriers offer services for less. When prices are regulated below market, as they appear to be today, the price discovery process of the market is undermined. Additionally, services such as payment options and underwriting flexibility for consumers evaporate.
A Main Street example of an account I’m working on is illustrative. This is a nice account I’ll work hard to write. Their dissatisfaction with workers compensation arises ou
t of a highly variable payroll; last year’s audit was substantial, and put excessive pressure on the business’s cash flow. Our solution is to have a payroll service provider collect the workers compensation premium in line with payroll, to allow all labor costs, including workers compensation, to be collected in the periods when revenues support it. Unfortunately, we’re having trouble finding an insurance carrier which offers a payroll services payments program willing to write this risk. Thus, we have a good solution for this business’s problem, but this market is working against the solution. This is not the sign of a healthy market.
In summary, I believe a modest increase would bring choice and competition back to the market, and provide incentives to carriers to continue to invest in loss control and claims management that is healthy in the long term.
Two years ago, a paralegal who’d been on the job for sixteen years needed money to pay for unexpected medical bills. She decided to take the money from her law firm employer rather than ask for a loan. For the next two years, after her employer signed the quarterly IRS payroll check, she returned to her desk, shredded the check, cut a new check to herself for the exact same amount, then forged the attorney’s signature and entered the new check into the register as being paid to the IRS. Naturally, she shredded IRS dun notices delivered to her mail. By the time her scheme was uncovered, she had stolen $20,000 - which, of course, her former employer still owed the IRS, plus interest and penalties.
The vast majority of bookkeepers are honest and trustworthy. Yet the rare dishonest bookkeeper can cause a lot of damage. Bookkeepers know exactly what owners and managers are (and are not) looking at; most businessowners are more focused on revenue generating than accounting. Dishonest bookkeepers can tailor their own schemes to avoid detection. Many schemes cannot be prevented; the best they can be is found early. Executives must rely on early detection to stop them.
In the example above, the paralegal used a common check-tampering scheme. Check-tampering schemes are easy to implement. They also demonstrate that the owner who believes that “it can’t happen here” is easily fooled because they sign every check. Two simple procedures will deter and detect many check-tampering schemes:
- Responsibilities for check-writing and bank reconciliation should be split between two employees;
- Business owners should examine (but not necessarily reconcile) every bank statement, specifically looking at check images and electronic disbursement descriptions to see who actually received the business’ money. Ledgers and registers can be falsified; bank statements with check images tell the real story.
Because dishonest bookkeepers employ dozens of schemes to steal money, the cost of manually trying to prevent, deter and detect all of them is prohibitive. And the fact is, most accountants and auditors lack the training, time, budget and tools to uncover fraud unless it is blatant and sloppy (and they get lucky).
TraceTech Solutions has developed a unique filter to provide clients with a low-cost service to monitors a business’ books for bookkeeping errors, spot unusual transactions and detect signs of back-office fraud. Work is done offsite, out-of-sight, often without the back-office’s knowledge.
To learn more about back-office schemes, detection methods and TraceTech Solutions, please visit www.tracetechsolutions.com.
In what seemed like one of the most challenging times in recent history, the Great Recession left many companies adjusting to new business road blocks. With a shortage of talent, employers were confronted by one of the top threats facing businesses today: the inability to innovate in order to be successful. According to an Aberdeen Group Study, 83 percent of companies surveyed said the No. 1 pressure felt in 2011 was having a shortage of talent.
Without your top talent, how can you respond to changing business needs?
One of the most apparent causes of this threat is turnover. It takes an average company 67 days to fill a high-skilled position. By the time you hire a candidate you could be losing another, creating a revolving door of turnover. With a constant flow of employees, how can you rely on your staff to be innovative?
Implementing employee incentive plans is vital to employee retention.
With today’s employment trends, workers are less loyal to particular companies. According to an Ouch Point survey from Opinion Research, 80 percent of currently employed respondents would consider leaving their current job if presented with other opportunities. During the Great Recession, the first thing cut was incentive plans and benefits. According to a recent Gallup Poll, 22 percent of workers leave a job because of pay and benefits alone.
Another aspect that is hindering retention is the fact other companies are pursuing your top talent.
According to a Jobvite survey, 95 percent of companies plan to recruit through social media, and even more alarming, 66 percent of companies plan to recruit from competition. Cyber prowlers – recruiters headhunting through social networking sites – have changed the way companies obtain talent. According to Forbes, 74 percent of workers would consider leaving their employer if approached with another offer.
The final issue companies are facing with retention is an overworked staff.
To combat the economic woes companies faced at the end of the past decade, employers were forced to lay off a large percentage of workers, leaving the remaining staff members with an increased workload. Now that the economy is improving, employees have newfound skills and experience other companies will be recruiting for. According to a Deloitte survey, 59 percent of your workforce feels more is demanded from them.
Companies understand true innovative value is found in their employees. Jac Fitzenz, author of ROI of Human Capital explained it by saying “…people are the only element with inherent power to generate value…all other variables offer nothing but inert potential.” The revolving door epidemic of turnover leaves employees out of the loop and unable to lead your business to new heights. Your company has an unlimited potential for success, but the connection between potential and actualization is found in your top talent. Not focusing on retention will only leave your company with an inability to innovate. Express Employment Professionals helps people find jobs and aids businesses with finding the innovators they need.
This coverage is used to provide liability protection for autos used in your business that are not owned, leased, hired, rented or borrowed by the business. This includes autos of employees and subcontractors that are used on your business’s behalf.
Here’s an example. A salesperson is on his or her way to an appointment. They drive their own car, not a company car. But on the way to the appointment there’s an accident. Somebody was hurt, and the employee was at fault.
Whether your employee has lots of personal insurance or not, the chance of the business being dragged into the lawsuit that is bound to follow is high. Even if you had checked your salesperson’s personal auto insurance, but especially if they don’t have high limits, the business is probably going to be sued.
Non-owned auto liability is the name of the insurance that will defend the business.
You don’t need a fast driving salesperson to need this coverage: in our business there are no company cars. The president drives a personal vehicle, as does every employee. Thus it is for when employees are out there doing bank runs, picking up mail, dropping off papers to customers and other business tasks, while using their own cars and trucks. That is, in non-employer owned vehciles.
Because employees really are your business, and especially while they're driving on business, their driving can be your risk.
Hired Automobile Coverage is its cousin. This coverage is used to protect against liability claims arising out of the use of vehicles leased, hired, rented or borrowed by you, or your employees, while in the course of business. Bear in mind this is liability coverage, and distinct from coverage for damage to the rented or leased vehicle itself. (That is called hired and non-owned physical damage).
This coverage is generally included on a business auto policy when there are company-owned vehicles, but it can be added to most ‘package’ policies when no business auto policy exists. It is not needed for sole proprietor business owners with no employees, because the business owner is the vehicle owner, and there are no non-owned vehicles.
This coverage is commercial insurance and not available on a personal auto policy. The cost runs from $50 to $125 annually, depending on limits, number of employees, and whether it’s part of a business auto policy or a package.
For more on arranging your insurance so that the little things aren’t lost in the details, contact Gordon Insurance at 800-649-3252, or visit our commercial resources page at www.agordon.com/biz.
The Massachusetts Department of Transportation/Registry of Motor Vehicles states that if your vehicle is defined as a commercial vehicle, then that vehicle must be registered with commercial plates (aka truck plates). The Massachusetts Department of Transportation/Registry of Motor Vehicles (MassDOT/RMV) defines commercial vehicles as the following:
“ANY MOTOR VEHICLE WHICH IS NOT A PRIVATE PASSENGER MOTOR VEHICLE, ANTIQUE MOTOR CAR, MOTORCYCLE, TRAILER, SEMI-TRAILER, AUTO HOME, HOUSE TRAILER, TAXICAB, AMBULANCE, HEARSE, LIVERY VEHICLE. BUS, SCHOOL BUS OR PUPIL TRANSPORT VEHICLE”. This includes:
· Any vehicle which has a vehicle weight of more than 6,000 pounds unless it is a sport utility vehicle, passenger van, pickup truck or cargo van meeting the definition of a private passenger vehicle.
· Any vehicle which as five or more wheels i.e.; a dually
· Any pickup truck or cargo van, owned by a partnership, trust or corporation unless the vehicle meets the definition of a private passenger vehicle.
· Any pickup truck or cargo van if on the bed , roof or sides of the vehicle tools, equipment, supplies and materials are transported to or from a job site (personal projects without compensation are not considered a job site).
· A vehicle which has business lettering, markings and/or advertisements on it.
· A vehicle used for hire to plow.
· A vehicle used for hire to transport or store goods or merchandise (unless the vehicle is owned by an individual, the maximum carrying capacity is 1,000 pounds or less and is only used on a part-time basis).
· A vehicle used to transport or store goods or merchandise intended for sale in the operator’s business( unless the vehicle is owned by an individual, the maximum carrying capacity is 1,000 pounds or less and is only used on a part-time basis)s.
As you can see from above, you must know what the definition of a Private Passenger vehicle is, in order to determine if the vehicle is defined as a Commercial vehicle. The definition of a Private passenger vehicle is:
A) Any vehicle which has a weight rating of 6,000 pounds or less or is a sport utility vehicle or passenger van, or which is a pickup truck or cargo van of the ½ ton, ¾ ton or 1 ton class (per the manufacturer) or a vehicles used solely of r official business by a college or university police department
B) A pickup truck or cargo van that is registered or leased to an individual and is used exclusively for personal, recreational or commuting purposes.
C) Any vehicle not described elsewhere by the Mass DOT/RMV rules, 540 CMR.
Information provided by the Massachusetts Registry of Motor Vehicles, 540 CMR.
For more information, visit our website, www.agordon.com, and check out our commercial insurance resources such as our whiteboard videos.
The Workers Compensation Rating and Inspection Bureau (WCRIB) just announced it is recommending 19% increase in workers compensation rates in Massachusetts to take effect in September. The WCRIB is a private non-profit association of insurers licensed by the Massachusetts Division of Insurance to collect and analyze claims and other data for the insurance industry.
Just because this rating organization recommends an increase doesn’t mean it will happen. The recommendation will be reviewed by the Division of Insurance and accepted or rejected, or a modified version adopted. Workers compensation insurance is required of all employers with employees, so big changes affect everyone.
What's the origin of this requested increase?
Health insurance rates have nearly tripled over the past decade, but workers comp rates have actually dropped. The chart below shows average rates for individuals and family health insurance, as well workers compensation rates over that time. (Source:
Kaiser Study), and
Massachusetts Workers Comp advisory Council). Where 40% of workers compensation claims arise out of substantially the same source – medical care - there is a growing disparity between underlying costs and what can be charged by insurance carriers.
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Year
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WC avg change
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2000
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0.00%
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2001
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1.00%
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2002
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0.00%
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2003
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-4.00%
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2004
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0.00%
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2005
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-3.00%
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2006
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0.00%
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2007
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-16.90%
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|
2008
|
-1.00%
|
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2009
|
0.00%
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2010
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-2.40%
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2011
|
0.00%
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Additional forces are pressuring underlying costs as well.
According to a recent
blog in Agency Checklists, an industry trade blog and resource, average wages have increased 27.5% over the past decade. So both factors, health costs and wages, have increased over the same period. Nearby is a table showing rate changes granted workers compensation carriers over this time period.
So how can that be if the two driving factors of underlying costs have increased so much over the past decade?
The rates workers compensation pay doctors, known as the “industrial” rate is discounted from what health insurers or private patients pay. This gives workers compensation a significant cost advantage. Another reason is lower frequency and severity of claims from improved on the job safety training (although severity is lately on the rise). Massachusetts worksites are indeed getting safer as employers recognize that the one part of workers comp the can control is their claims experience.
The past trend is good for both employers and workers:
This is a direct labor expense for every business. The problem arises when rates are so low as to make writing this line unprofitable for insurers. When the line becomes unprofitable, the market inevitably reacts. We’ve seen evidence of a change in appetite from the front lines.
In an environment where a company believes they can make a profit, competition thrives; discounted rates, preferred funding mechanisms, and more choice for consumer employers. One development is the transition to having payroll service companies collect and pay for workers compensation;
see our blog on this development. When rates don’t support a profit, companies restrict what they’ll write or leave the market altogether. We have noticed diminished appetite over the past year forcing some employers into the assigned risk pool. According to the
article in Agency Checklists, 25% of all workers compensation is now in the assigned risk pool. That’s not the sign of a healthy market.
The assigned risk pool has its own set of dynamics, not least of which the lack of resources by carriers in service and claims management. As its “pool” nick name suggests, losses in the assigned risk pool are spread among all carriers. Why would a carrier invest in claims mitigation if the return is diluted down to its respective market share? Over the long run, an adequately priced market keeps carriers competing, investing in claims mitigation and safety programs, which ultimately reduces costs.
What should employers expect?
The Division of Insurance is susceptible to political pressures to hold for reduced rates over the short term, but recognize also that a healthy market is... healthy. As a small business owner constantly bombarded by increased costs everywhere, higher workers compensation costs are troubling. Further, the larger increases are expected in some of the industries hardest hit by the economic downturn, including contracting. But realistically, employers should anticipate an increase of some kind. We are planning for increases averaging 10%.
Rate increases may be out of your control;
So what can employers do? Control claims history. Watch the experience mod. Keep a safe work environment. Report and handle claims in a timely manner. Institute return to work programs where practical. In short, control what you can control and be prepared for what you can’t.
For more on workers compensation, including resources on controlling your costs, vist our
dedicated Workers Comp page.
Note: This article was also featured in the Quincy Patriot Ledger on March 12, 2012, minus the charts, at http://www.patriotledger.com/news/x770708158/Industry-trade-group-looking-to-raise-workers-comp-rates
Mistakes were made. There was an error in judgment. I misspoke. Sometimes we just say we’re sorry and move on. We all have our “oops” moments and some come with bigger consequences than others. Hiring the wrong employee can be one of those times that making a mistake carriers a bigger penalty than many other blunders.
Recruitment costs, time and effort spent on-boarding the new hire, acclimating and training all carry a fairly big price tag. If the new hire just isn’t a good fit, at least money and perhaps lost productivity is potentially all you’ve lost; however, what happens when the person you expected to be your next star employee turns out to be a thief or a sexual predator?
We’ve all read news accounts of the trusted employee who pilfered tens of thousands or even millions in company assets. Worse, stories of people with violent criminal histories go undetected in the workplace until one day they “snap” and innocent colleagues or clients are seriously injured.
The best predictor of future behavior is past behavior. Background checks are designed to provide a glimpse into a job applicant’s past behavior. This isn’t to say that anyone who has ever been charged with a criminal offense, had a poor driving record or been fired from a previous job, should be passed over when you are looking to hire a new employee. But most employers today realize that the cost of a background check, and maybe a drug test could prove to be a good investment in mitigating risk to their business.
What many employers may not realize is that all background checks are not created equal. When selecting a company to perform pre-employment screening for you, select one that will take the time to help you understand where the records you seek come from, how far back they go and what other information may be helpful in making an informed decision about the candidate you are considering.
Questions to ask your background check company:
- Are you relying on a multi-jurisdictional database for criminal records research or providing a hands-on search at the county court level?
- Are you searching all jurisdictions where my applicant has resided, been employed or attended school for the past 10 years and all sex offender registries in the U.S. & territories?
- Are you searching under all names my applicant has used in the past 10 years or just their current name?
- When verifying previous employment are precautions taken to be sure you aren’t reaching a friend on a cell phone pretending to be the former employer?
- Can you assist us in creating custom background checks that are commensurate with the job responsibilities and inherent risks that go with each position we are hiring for?
Don’t be fooled by cheap, instant on-line background check services. This really isn’t the place to save a few bucks and risk the dangers, expenses and negative publicity an “oops” in this area could cause you.
For more information, contact me at: david@SaferPlacesInc.com or visit our web site at www.SaferPlacesInc.com
