If you are looking to fulfill your Marketing Elective credits, you should consider Dr. Ackerley’s MKTG 425 Advertising Management course. This course is centered on providing students with meaningful, hands-on experience as opposed to typical lecture based classes. This semester, our class was given the opportunity to work on two projects: developing and executing an [...]
By Price Fishback, Eller Economics Professor, and Ken Snowden, from UNC-Greensboro This article has been cross posted from the blog Freakonomics. For the past four years, the U.S. has faced a housing crisis that shows no signs of ending. The situation was similar in June 1933 when the Home Owners’ Loan Corporation was created to address [...]
By Kylie Beacco, Marketing’12 Dr. Ed Ackerley’s Marketing 425 class focused on giving students hands on experience. Dr. Ackerley does this by giving students a real life client, and letting the class act as an advertising agency run solely by the students. On October 25th, Our Marketing 425 Advertising class held an event out in the Eller [...]
Build Your Career by Following Your Passion Elyse Flynn Meyer, Marketing ’07. Marketing, Thunderbird Online. When I graduated from the Eller College of Management in May 2007, I felt as though I was thoroughly prepared to work and succeed in the professional world. Eller taught me the fundamentals of business, time & project management, and overall, [...]
If you are looking to fulfill your Marketing Elective credits, you should consider Dr. Ackerley’s MKTG 425 Advertising Management course. This course is centered on providing students with meaningful, hands-on experience as opposed to typical lecture based classes. This semester, our class was given the opportunity to work on two projects: developing and executing an advertising campaign for u-Swirl Frozen Yogurt, and promoting the University Chapter of the American Advertising Federation, also known as AAF.
The AAF is an events only club aimed at getting students exposed to the advertising industry by networking with agencies and industry professionals, attending events held by local organizations such the AAF Tucson and Ad2Tucson, and working on various projects. I took on the task of leading the AAF club for the semester due to the fact that most of the members had graduated, the club needed to be revamped and get up and running again. With other students from Dr. Ackerley’s class, we recruited students at the Eller Leadership Fest by providing them information of what the club offers.
For the first meeting of the year, we had Jenny Wendt, the 2nd Vice President of Ad2Tucson, as a guest speaker to discuss her experiences in the advertising industry and to provide the prospective members with a look at many different opportunities available in the industry. We had pizza and refreshments for the meeting, and had a decent turn out of interested students. Shortly after this meeting, an Executive Board was formed, a Facebook page established for students to keep up with events, and the AAF was later featured on the slideshow that runs on all Eller televisions.
I had the opportunity to travel to Los Angeles to participate in a youth panel discussion on the topic of multiculturalism and diversity sponsored by Initiative Media. This was a multi-faceted discussion to uncover fresh insight into how the millennial generation expects multiculturalism to be expressed in advertising messages, media content and entertainment. This was a great opportunity to network with other students and professionals from the business world, and to hear perspectives from students and professionals from all around the country with various backgrounds. The professional panel included executives from companies such as Leo Burnett USA and Google. More information about this event can be found at www.aaftl.com.
In order to do fundraising for the club, we held a percentage night at La Salsa Mexican Grill on University Blvd on November 10th. Additionally, AAF sponsored a successful percentage night at u-Swirl Frozen Yogurt at the El Con Shopping Center on Thursday, December 8th from 7pm to close.
This experience with the AAF has been nothing short of challenging. I have had the opportunity, along with the other students in MKTG 425 and the Executive Board, to see what it takes to perform recruiting activities for a club that we essentially knew little to nothing about at the beginning. From this experience, I have personally learned a lot about what it takes to recruit members, plan and promote events, be in contact with local professional organizations, and all of the other ongoing tasks that require constant attention. Over winter break, we will be electing a new President to continue on through the 2012-2013 school year, and a great basis has been set for recruiting and event planning. Now that everything is in place once again, the AAF should be able to make a greater impact on campus and make the organization more well known and represented around the UA community.
Price Fishback
By Price Fishback, Eller Economics Professor, and Ken Snowden, from UNC-Greensboro
This article has been cross posted from the blog Freakonomics.
For the past four years, the U.S. has faced a housing crisis that shows no signs of ending. The situation was similar in June 1933 when the Home Owners’ Loan Corporation was created to address the nation’s last severe mortgage crisis. Some have suggested that a new HOLC could help resolve the current crisis, but their characterizations of the HOLC have been incomplete. Our goal here is to summarize recent research that provides a fuller picture of the HOLC and its impact on housing markets in the 1930s.
Between 1933 and 1936 the HOLC bought and then refinanced one million severely delinquent mortgages, representing roughly one-tenth of the nation’s nonfarm owner-occupied homes. The total amount refinanced was $3 billion, or about 20 percent of the outstanding mortgage debt on one- to four-family homes in 1933. A program of similar proportions in 2011 would refinance 7.6 million loans worth $2 trillion.
The typical HOLC borrower was more than two years behind on the original mortgage and property taxes and could find no private lender to refinance the outstanding mortgage. Despite these problems, nearly all HOLC borrowers had been considered good credit risks just a few years earlier when they contributed down payments of 33 to 50 percent of the property’s value. These borrowers ran into difficulties between 1929 and 1933 when the unemployment rate spiked above 20 percent and real GDP fell 30 percent.
The HOLC was promoted primarily as a means of aiding these home owners. Yet the corporation provided as much, or more, relief to mortgage lenders. It served as a “bad bank” by purchasing the worst 20 percent of loans held by private lenders in 1933 at nearly the full value of the debt owed them. Recent research has shown that in nearly half of the HOLC loan purchases, the price paid covered the principal on the original loan plus all of the interest payments and real estate taxes missed by the borrower. In the rest of the cases, the price covered all but some of the missed interest payments, but the HOLC tried to limit the amount of hair cuts in order to encourage lender participation.
Although HOLC refinancing did not appreciably decrease homeowners’ debts, they benefited greatly from its generous loan terms. The HOLC charged 5 percent interest rates on 15-year amortized loans written for up to 80 percent of the property’s value. Borrowers could also opt for a 3-year moratorium on monthly principal payments. In all of these dimensions, HOLC loans dominated the terms on loans that were available in the private market given the strict underwriting standards of the time. The HOLC could assist borrowers while bailing out for lenders, therefore, because it offered much lower rates, much longer terms and much higher loan to value ratios than had been originally written into the existing delinquent loans.
Despite the high number of foreclosures, the HOLC showed a small surplus of total income over expenses in government accounts when it liquidated in 1951.
When servicing the loans it refinanced, the HOLC was slow to foreclose and cautious not to depress local home prices when it disposed of foreclosed properties. The HOLC, nonetheless, ended up having to foreclose on 20 percent of its mortgage portfolio. Despite the high number of foreclosures, the HOLC showed a small surplus of total income over expenses in government accounts when it liquidated in 1951. The U.S. Comptroller General concluded that the program actually earned modest losses of roughly 2 percent on its $3 billion loan portfolio, however, after all costs of capital were considered in the government accounting process. The size of the government subsidy to housing markets was actually much larger, because the interest expense to the HOLC would have been much higher had the interest and principal on its bonds not been fully guaranteed by the Federal Government. Had the interest rate on HOLC bonds been one percent higher, the total subsidy would have been about 12 percent of the value of the $3 billion loan portfolio.
We have each independently worked with co-authors to estimate the impact of HOLC lending activity on local housing markets between 1935 and 1940. Both studies found that the typical amounts loaned by the HOLC in roughly 2500 small counties led to sizeable benefits by preventing a 3 percent drop in the home ownership rate and a 20 percent drop in housing prices within that county. HOLC lending, on the other hand, had no significant impact on the recovery in homebuilding. We emphasize that these impacts were estimated for counties outside the nation’s largest cities because data limitations in these dense urban markets precluded estimation of HOLC impacts.
Finally, the beneficial impacts that we have estimated for the HOLC at best only limited the damage during the last great housing crisis. Between 1930 and 1940, housing prices still fell by an average of 45 percent and non-farm homeownership decreased by nearly 5 percent. The HOLC, therefore, ameliorated but did not fully resolve the mortgage crisis of the 1930s. The historical record suggests that proposals for a modern HOLC should take into account both the success and limitations of the original program.
By Kylie Beacco, Marketing’12
Dr. Ed Ackerley’s Marketing 425 class focused on giving students hands on experience. Dr. Ackerley does this by giving students a real life client, and letting the class act as an advertising agency run solely by the students.
On October 25th, Our Marketing 425 Advertising class held an event out in the Eller courtyard; the event was promoting one of this semester’s clients, U-Swirl Frozen Yogurt. Our class brainstormed ideas about how to effectively execute our “promotion with commotion”. All of our ideas resulted in what sounded like a carnival/circus (candy, games, and raffle tickets), which is how we came up with the name “Cirque de Swirle”. Two weeks prior to the event, each student went around the Tucson community to gather donations from local businesses to award prizes to those who bought raffle tickets. Some of the donations were: gift cards, a one night stay at the JW Marriot, spa services, and apparel. Along with the great prizes were games, pizza, cotton candy, and free U-Swirl!
I participated in the setup process of the carnival, which entailed: assembling the balloon arch, hanging banners, and setting up and organizing the tables. Rick, the owner of U-Swirl, was generous enough to give us a box full of coupons that were valid for one free 16 oz. cup of frozen yogurt. I helped pass out these coupons, which encouraged students to participate in our survey or buy 3 raffle tickets for $1. All of us had on matching U-Swirl t-shirts, which I think were a great idea. This encouraged our class to work together as a team and also raise awareness throughout the Eller community. The event was a great turn out! We made around $240, which will go towards our U-Swirl marketing campaign. We are satisfied with all the recognition U-Swirl has received on behalf of our efforts!
Our next two events are uSwirl Percentage nights. They will be held at uSwirl on Broadway, and will benefit two fraternities at the University of Arizona. Thursday, November 17th, will benefit Lambda Theta Phi Inc, Latin Fraternity. The second percentage night, next Monday November 21st, will benefit the business fraternity Alpha Kappa Psi. Just say the name of the fraternity when you pay, and a portion of the proceeds will be given to them! We hope to see everyone there!
Elyse Meyer
Elyse Flynn Meyer, Marketing ’07. Marketing, Thunderbird Online.
When I graduated from the Eller College of Management in May 2007, I felt as though I was thoroughly prepared to work and succeed in the professional world. Eller taught me the fundamentals of business, time & project management, and overall, what it means to be a leader and team player either within a project group or for a team that you manage.
I began my career working with a medical device company based in Northern California focusing on business operations and analytics. I began to realize that I was really more interested in marketing campaigns, analysis, programs, and all that is marketing, instead of just purely, operations. I decided it was time to pursue my real passion of marketing, and took an opportunity with another medical device company located in the Bay Area. I accepted this role because I knew it would bring me back to the marketing field, and challenge me on a new professional level. I recently moved back to Arizona to pursue an opportunity at Thunderbird Online, a professional development division of Thunderbird School of Global Management. Throughout my career, I started to hone in on my true passion, which is still marketing, but with a focus on training, development and continuing education. My current position allows to me to do marketing every day, but focus on my passion of professional development.
My advice to Eller students, particularly, graduating seniors is:
1) Follow your Passion – Always follow your passion. It may take some trial and error to find what you are really passionate about, and what makes you want and enjoy going to work each day, but once you find it, you’ll know. For example, if you are interested in golf, and are truly passionate about it, but want to stay in marketing, try to find a career that will let you live and breathe golf each day by marketing either a product, facility or service that is completely connected with that passion.
2) Stay Connected – Remain engaged and active in your alumni community at U of A & Eller. There are so many U of A & Eller grads all over the world. It is an enormous benefit to reach out to these alums if you are moving or travelling to a new city.
3) Continue to Learn & Grow – Remember that after college, you will still have countless opportunities to develop skills that will really impact your daily life. Continue to embrace those career development opportunities either offered to you through your job, or something that you may find interesting to attend like a seminar or speaker in your area. These are wonderful learning opportunities to gain expertise in specific focus areas.
4) Give Back – Volunteer within your community. Make sure that you continue to give back to organizations in the area. A great way to get involved is through the University of Arizona Alumni Association. There are chapters all around the world, and oftentimes, they will host volunteer activities. You can stay connected and give back at the same time!
5) Don’t Be Afraid – If an opportunity arises that you are passionate about, go for it! Don’t be afraid if it is something that you weren’t expecting, like a new position, or new project at work. Take the opportunity to develop new strengths and expand your potential.
As you continue your journey at Eller, and prepare to enter the world as a new, vibrant working professional, remember that there are endless opportunities for you to continue learning and growing, and exceeding even your own expectations.
To Contact Elyse Meyer:
(602) 978-7258
Elyse.meyer@thunderbird.edu
Dr. Patrick Marcus
By Dr. Patrick Marcus, Marcus Engineering, LLC, McGuire Program, Biomedical Engineering, ’06
My post-graduate experience has been a whirlwind of opportunity, challenge, reward and frustration. Every success, failure and experience feeds the richness of character and foundation of knowledge that I have today.
Breadth of education, both academic and industrial, has been the real power in my career. I graduated from U of A with a BS in Electrical Engineering in 1999 and finished my doctorate in Biomedical Engineering (focusing on neuroscience and neuroprosthetics) in 2006. I also graduated from the McGuire Entrepreneurship program in 2006, meaning that, unlike most engineers, I could actually combine a practical perspective on how to launch and run a business with my scientific and engineering knowledge.
Upon graduation I took a position as a director in the small solar startup where I’d worked part time throughout my graduate education. The startup, and my personal business and engineering knowledge, grew successfully for the next several years. In 2008 I spun off a related electronics manufacturing company specializing in power supplies (also for solar manufacturing). I ran that organization for several years, growing it from 2 people up to a healthy group of development, operations, and manufacturing personnel. During those years I supplemented what I’d learned at U of A with practical experience and knowledge as I designed circuits, programmed industrial machinery, wrote business plans, scoured contracts, solicited venture capital, led legions of employees, delved into the cellular structure of neurons, published research, restructured marketing, hired, fired, and watched my companies grow and shrink through good times and bad.
But something was at eating me during those years in the solar business. I had expanded my ability to grow and run technical organizations but I wasn’t leveraging my education. My passion for biomedical engineering and neuroscience—medical device and medical instrumentation development—was constantly nudging me to reassert my expertise in the field in which I’d earned my Ph.D. It was time to take all I had learned and apply it to yet another challenge and yet another opportunity for personal growth.
Dr. Marcus at the 2011 Solar Oven Workshop
In early 2011 I decided to get out of the solar manufacturing equipment business. I sold my shares in the companies I had helped lead, and in mid-2011 I launched my electronics product development company, Marcus Engineering, LLC, with the goal of focusing on medical device and medical instrumentation development. The venture immediately presented a new set of challenges: The disparate array of sales efforts, varying customers and product applications, and navigating the complex FDA regulations is only the beginning. I’m now in an invigorating next phase of entrepreneurship and business development. I am STOKED!
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Dr. Patrick Marcus is the president of Marcus Engineering, LLC which offers advanced technological design services including: Embedded Systems Design, PCB Layout, Product Development, Analog and Power Electronics design, and Industrial Controls and Automation. Dr. Marcus also designs interactive public art sculptures, sits on an advisory board for the University of Arizona College of Engineering, is a member of the Southern Arizona Leadership Council, is a fellow of the Flinn / Brown Arizona Civic Leadership Academy, and volunteers his time to the Arizona Bioindustry Association, Arizona Technology Council, Arizona Optics Industry Association, and local STEM (Science Technology Education and Math) programs.
Suggestions for Success from a Female Cage-fighting Accountant Nicole Theresa Forzano, Finance ’07
I am an Eller Finance alum (2007) and a former President of the UA Professional Women in Business Association. Since then, I have worked as a Financial Analyst and Accountant at Raytheon Missile Systems for almost 5 years, I am 1-0 as an MMA fighter, and founded/co-own two businesses: a Tucson-based gym, APEX Mixed Martial Arts, and a promotion/entertainment company d.b.a. APEX Fighting Championship. I can gratefully and honestly say that Eller prepared me well for business and life.
Eller gives you a full array of business skills to work with. Many people say you won’t use what you learn in school, but that was not my experience. In my cohort, our big project was creating a product and a real Business Plan, and little did I know, I would use this knowledge soon after graduating. Just over 3 years ago, my fiancé and I founded the Tucson-based gym, APEX Mixed Martial Arts. Creating the business plan was actually mandatory to obtain funding and even to lease the space, and the financial planning aspect of the business plan proved extremely important for small business success in such hard economic times. So take in everything Eller has to give! Yes, you WILL actually use what you LEARN.
Now, the fun part. Last year, even with having a full-time job at Raytheon among my other endeavors, I was determined to set aside time to do something I always wanted to do (but no one else wanted me to do): a cage fight! I had been training for years, but actually committing to the intense pre-fight training, losing 8 pounds to weigh-in at 119, and preparing mentally and physically to perform at your best is a huge commitment, especially with my schedule. Many people can’t understand why in the world I wanted to do this, but I am so glad I did. It was one of the best experiences of my life and I knew that if I had the courage to do that, I could do anything. So, push yourself to the limit! Building up the courage to get out of your comfort-zone is a huge factor in becoming successful.
Most recently, I co-founded and co-own a Tucson-based promotion launching October 15th at Desert Diamond, APEX Fighting Championship. As part of this endeavor, I have become Arizona’s first licensed female MMA promoter (in a very male-dominant field). With both of my companies, I have learned that persistence and problem solving are key. I probably had a thousand things go against my favor, and you just have to keep pushing and finding solutions. People will discourage you, tell you “no”, things will seem like they are falling apart, and you just can’t give up.
Eller provides you with all the tools necessary, but it is up to you to make the most of your Eller experience and take full advantage of everything it has to offer!
By Garret Voge
Accounting ’13
Eller students have a history of working in the Associated Students of the University of Arizona (ASUA), the student government on campus. ASUA offers Eller students the diverse array of involvement opportunities that they desire. ASUA gives these students experience in management, budgeting, teamwork, event planning and many other areas. There are numerous different facets of ASUA for Eller students to work in, including Spring Fling, Bear Down Camp, and the Associated Students of Arizona.
Students interested in the business aspect of Spring Fling, the nation’s largest completely student run carnival, can be a part of the 2012 Spring Fling Business Staff. Members of the business staff are responsible for the accounting and budgeting of the hundreds of thousands of dollars that the event brings in. Also, Spring Fling raises over $40,000 for clubs on campus. If you are interested in being on the business staff or having your club participate in Spring Fling this year, visit their website at springfling.asua.ariona.edu.
Bear Down Camp is accepting applications for camp counselors for next summer. Bear Down Camp is a three day event in which freshman learn about University traditions, spirit and involvement. Those chosen to be counselors will take a training class for one to two academic units next semester. For more information, go to bdcamp.arizona.edu.
The Associated Students of the University of Arizona offers internships and class credit for students interested in lobbying legislature for student issues. Students involved in this opportunity get a better at understanding of persuasive communication techniques. For more information, visit azstudents.org.
The Associated Students of the University of Arizona has reoccurring short-term positions as well as long-term positions that are appointed each year during the spring semester. If you’re interested in student government, serving your student body, and learning valuable business skills, please check out the ASUA website (asua.arizona.edu) to find out more and apply.
By Lauren Kuehner, BSBA Finance 2012
Procter and Gamble, Customer Business Development (CBD), Costco Team, Seattle, WA
My internship with P&G consists of working with the second largest customer team in North America, Costco. We work hand-in-hand with Costco to build long-term relationships and sell in products that fit the customer’s needs. During my internship, I have received several trainings in order to further my skill sets, including a week-long training event in Atlanta, Georgia. I collaborate with the Senior Account Executives in order to better sell our story to Costco. Currently I am working on two major projects. As an intern, I will have the opportunity to work a sale from the ground up. I am analyzing data, creating presentations, and pitching my ideas to Costco in order to sell in two multi-million dollar initiatives.
The internship is a great way to get a feel for the culture at P&G. Not only do I have the ability to expand my knowledge on manufacturing, the consumer, and the inner workings of a Fortune 50 company, my projects contain a lot of responsibility and really do make a difference within the company. The company is rated #2 on the “2011 Best Companies for Leadership” by Hay Group and truly is a great way for students to begin their career.
By Kelsey Wagner, BSBA Marketing ’12
In October 2009, Sean Conway and D.J. Stephan started a bidding war after they pitched their venture Notehall.com to a panel of investors on the ABC reality show “Shark Tank”. After landing a $90,000 investment on the show, the online market place that allows college students to buy and sell class notes, has now reached eighty-eight universities. The majority of Eller students have at least heard of Notehall, if not use it regularly, but a lot of the fame the start up company holds on campus is because of the alma mater of the two founders; Eller College of Management. The Eller connections at Notehall don’t stop there, Dr. Victor Piscitello, Professor of Marketing at the University of Arizona, serves on Notehall’s Academic Advisory Board, and Sean Conway’s former classmate, Josh Cohen is Notehall’s corporate accountant. Relationships like the one maintained between Notehall founder Sean Conway and Joshua Cohen prove that Eller does not only teach you about the business world, but also connects you to it through relationships with classmates, faculty, and alumni.
After graduation, Sean Conway jumped right into starting his business, Notehall.com, and Josh Cohen started his Accounting Career at Deloitte & Touche, and has since joined Cohen & Bender an Accountancy Corporation. But it was back in 2006 that the two met as students in Eller’s entrepreneurship program, the McGuire Center. It was there, Sean says, that he was, “given the knowledge on how to organize business ideas, and the finances behind running a company. Most of all, Eller gave me the self-confidence to start my own company.” During his time here, Sean also gained valuable contacts and lasting friendships, including that of Josh Cohen, his current CPA. Sean says, “Josh was always a person that had the top notch accounting knowledge in class. When we would ask him for advice he always knew the answers. I knew he was a person that I could trust and rely on as our corporate accountant, and I couldn’t have been more right.” They both had promising future endeavors, and Josh says, “Once we graduated, we wanted to help each other out. He needed an Accountant and I was looking to build a client base for my firm. Before he hired me, I was helping him when he came across any tax or accounting related questions. Also I think we can help each other and grow together professionally.”
Josh and Sean live on two different ends of the west coast, Los Angeles and San Francisco, respectively. Thanks to the wonders of technology, though, they are able to keep in touch and discuss work related issues frequently via email and cell phone. This is also how they both keep in contact with other former classmates and faculty members. Because maintaining the relationships founded here at the UofA Sean says he, “sets aside one call every two weeks to connect with an old classmate, professor or someone else I respected in the Eller community.” On top of that, Josh says he always makes an effort to return back to his Wildcat home, where he has been to homecoming the past two years, and plans to get out to Tucson for an interview weekend in the fall.
The two Eller graduates credit both the academic environment here at Eller, and the connections they were able to make, as key factors to their success. The two work together as friends first, but business partners second. As they work together to create success for themselves and their organizations, they are also paving the way for future Eller graduates. One bit of advice Josh Cohen recommends to current Eller students is, “Network, Network, Network. Stay in touch with your classmates, and once you start working meet other UA Graduates in the cities you are located. The more people you know the better you will do in the future.”
To current McGuire students who are interested in following Sean and Josh’s footsteps, Conway recommends that, “If you are interested in entrepreneurship, start a business right out of college. You are used to living off nearly nothing anyway and likely have no wife or children to support. It’s the best time to shoot for the moon.”
By John-Mark Bantock, Taylor Hedberg, Sam Ellis, and Lindsay Erlick
When I came into McGuire I was prepared for long days, hard classes and a good experience. I am leaving with an addiction.
16-hour work days are routine, weekends are opportunities to catch up on forgotten accounting projects, and nights are spent dreaming up new product ideas. Fortunately my team is right there with me.
Nothing has consolidated this year and our understanding of business like writing our business plan. We started it three months ago and Taylor is still working on it beside me as I type. This 100+ page behemoth is my (and my colleague’s) life plan for the foreseeable future. The most daunting realization we have accepted is the fact that our business plan is a living document. We have “finished” it at least five times; our most current version, turned in last week, is already out of date.
Although we had 90% of the business plan (version 6) is done, the last week before it was due was nothing short of ridiculous. We pulled two all-nighters proof-reading operating agreements and writing articles of incorporation when we couldn’t stand the thought of formatting the headers, which had gone awry (again). Each of us picked our poison. Lindsey went for coffee, almost depleting Cartel’s iced toddy supply. As you can see in the picture to the right, Taylor and I chose Neuro. This hurled us into a manic state of incredible productivity, so it has been dubbed “productivity in a bottle”. Sam was a bit more on the adventurous side and picked up something sold behind the counter at the Eller Deli called “Study Buddy.” We still don’t know what it is, but Sam’s heart rate has since returned to normal.
Once the business plan was turned we set new personal sleep records. (Average:16 hours of straight sleep.)
The funny thing about addictions is the fact that you don’t know you have one until it’s too late. In our case, this could not have worked out better. Our work is recreation; there is nothing we would rather do. Our friends, or better said, lack thereof, would attest to this. Our energy levels are soaring, enthusiasm is peaking and dedication has been redefined. The entrepreneurship bug has bitten and we have never been more excited!
