[INTRODUCTION]
[0:00:04] DC: It takes the right skills and the right innovation to design and manage meaningful print marketing solutions. Welcome to Podcasts From the Printerverse, where we explore all facets of print and marketing that create stellar communications and sales opportunities for business success. I’m your host, Deborah Corn, the Intergalactic Ambassador to the Printerverse. Thanks for tuning in. Listen long and prosper.
[EPISODE]
[0:00:31] DC: Hey, everybody. Welcome to Podcasts From the Printerverse. This is Deborah Corn, your Intergalactic Ambassador. Today, I’m speaking with Shawn Borga. He is the Founder of Your Biz Coach and the creator of the Freedom Biz Framework. Shawn is a former print and signed business owner who built, scaled, and sold multiple companies before shifting into full-time coaching. Now he works with business owners who feel stuck in long hours, stalled sales, and constant operational pressure, helping them create structure, profitability, and a path out of what he calls the 70-hour prison. Welcome, Shawn.
[0:01:15] SB: Thank you for having me.
[0:01:17] DC: I am really excited to have this conversation. We try to hook up at Printing United. I saw you for a couple of minutes. You were running around talking to people. I was running around with the mobile radio station. I’m glad that we are able to continue our conversation on this podcast. I think it’s really important that people get to know a little bit about you. You had 22 years in the industry and two successful exits from your business. Why did you choose to focus on coaching now, instead of, I don’t know, retiring on a beach somewhere?
[0:01:58] SB: Well, I actually didn’t plan on selling. I was approached by a roll-up, a company that was going to do a roll-up and we were the first acquisition. My wife and I were 49. We had, basically, our retirement was our business, so we hadn’t planned on selling for probably another 49 years old, so maybe another 10, 15 years. The opportunity just presented itself. About seven years prior to that, I had started looking into coaching. Never really hired a coach. Didn’t know who to hire. At that time, there weren’t that many coaches. There weren’t that many consultants, and especially in the printing industry, there were hardly any, if any. Got very intrigued with that.
We sold our company and I decided, we’ll take a couple months off. Actually, we stayed with the company for about a year and a half, against what my mentor really told me to do. He said, selling. I was like, “No, no, no. We’ll be this 1% that succeeds,” and that didn’t happen. 15 months later, we were out of the company. Tried another partnership. I had started one in my younger days, didn’t work out. Thought, well, I’m older. I’m wiser. And it still didn’t work out.
Took a few months off. Gallo board. Did a bunch of hiking. We came down to North Carolina and enjoyed that for a little bit. Then I missed my wife, because she’s working, and just decided, I need to get back into this. I kept running away from it and I kept getting pulled back in. Hearing needs in the industry, hearing needs from business owners. I love our industry. I mean, I just miss our industry, really. I don’t want to have another brick and mortar. I don’t want to have more employees. I just want to help people with what they have and help them grow and succeed.
[0:03:31] DC: Every time I try to get out, they pull me back in.
[0:03:36] SB: Exactly.
[0:03:39] DC: Okay, you said something interesting. How do you define the difference between coaching and consulting and which benefits print shop owners more?
[0:03:50] SB: I would say, a consultant is someone who comes in and does something for you. Let’s say, you have a project, whatever it is, they’ll come in, they’ll help you, they’ll tell you what needs to be completed, then you actually hire them to complete it typically. Either you’ll hire them to tell you what the need is and then they walk away with maybe a plan, but you’re left to do it, or they will come in and do it for you. Then they’re gone. As a coach, I come in and what I classify a coach is we teach. We teach the why. Why do you need to know this? Then we teach the how, how do you do it? Then now you know the what. It’s not that the owner doesn’t know he or she just hired someone. Okay, cool. That’s done. It’s gone. I still don’t understand why, or what, but it’s completed. I want to teach them how to do the things and why they do it, so that they know how to implement more things in the future as they grow.
[0:04:45] DC: Can you share an example where somebody thought that they needed a consultant, but they actually needed a coach?
[0:04:52] SB: Oh, gosh. That’s almost everywhere. I mean, I just imagine back to when I was in business, if I had a consultant, I might have them come in and set up processes in my shop. Okay. Well, great. But I didn’t walk through it with them. I didn’t understand it. I might read through it. I might be able to follow it by reading through. But if I had a coach come in, teach me how to build a process, why am I doing it? Then now, if there’s, let’s say we had a new line. Let’s say, we’re a print shop, large format print shop and we had apparel. Okay, well, now I understand how and why of building processes, I can build a process myself. I don’t have to hire that person in and walk through it with my team as to how do we build a process for the apparel site, or the new line, or whatever it is.
That’s the difference is the learning, and the owner should know pretty much. I couldn’t turn on a printer. I couldn’t run a laminator. I couldn’t install any vinyl, but I built processes for those, because I understood how we did it, how it was supposed to be accomplished correctly. I did a lot of research and learning and then I understood the why. I actually built the process for our team and then went, okay, now you guys are really physically doing the work. Take my process and kill it. Beat it up. Tell me what needs to change, because I’m not on the floor, but I understood from a thousand feet how to do it and the why.
[0:06:15] DC: It’s not a one size fits all. There’s a basic structure that you can teach people and then they have to modify it for their specific layout for business practices, anything like that, right?
[0:06:30] SB: Correct. Correct. As an example, that’s a perfect example. I was talking with a, oh, she’s an implementer and teacher of software in our industry and she owns a shop simultaneously and we were talking about the same exact thing and she said, “Okay. Hey, I need you to go to my shop and help my team develop processes and procedures and efficiencies.” She goes, “I have strengths all over the place, but that’s not one of them, and I don’t have any one on my team that has that strength.” Well, I can go in and teach the team the why and the how. Now, she might have at least one person that can lead. How do we keep making it efficient, more efficient? If we add something, how to build a process and not pull me back in?
We actually taught them how to move and grow and then we can take efforts. If she wants to utilize me from a coaching standpoint, she can utilize me to increase profits, or whatever other areas we want to work on and teaching people to be able to take those on themselves as a whole.
[0:07:25] DC: You mentioned processes a few times and you have developed the Freedom Biz Framework. How does that help printers escape what you describe as the 70-hour prison?
[0:07:38] SB: We haven’t talked about the 70-hour prison.
[0:07:42] DC: I love it.
[0:07:42] SB: I came up with that term just thinking through where I was, where a lot of people that I talked to, and you’re working 50, 60, 70 hours. Then what’s the next phrase, typically? “Oh, gosh. I’m not making any money. The more I work, it doesn’t seem like the more money I make. It’s almost like, I make less money.” What I’ve developed is a framework to go into, there’s two different tracks. I have a growth track for those that aren’t looking to exit within, let’s say, three to 10 years, and then I have a five times exit track. The growth track is, okay, we work on profit acceleration, building a team, building processes which all lead to operational freedom, so that the owner could walk away.
As a prime example, my wife lost her memory at 39, 100% memory. August, I don’t know, it was like, middle of August. I never put the kids in school. I didn’t take care of any of that mom stuff. Now I was stuck, where we’re in the middle of our busy season. I have to leave. I have three boys I have to take care of. Figure out mom duties. Figure out everything in life that I have never experienced from that side. I walked away from the business and my wife held a role, too. We both walked away from the business for two months, if not three. The business didn’t just survive. It actually kept moving forward. It was growing. It was moving forward. My team took over with the processes and procedures that we had in place. That’s the operational freedom that a true owner needs to have is where they could walk away. Phone’s not ringing every day. Fires aren’t going on. The team is taking care of that based on what was set up. That covers the growth track.
Then the exit plan is we want to get – If you’re an owner and you own a position, you’re out putting up signs, making signs, doing whatever, but you’re the owner, you’re a multiplier. At the end of the day, what you make might be 2 to 3X. Well, my goal is to get 5X plus, but we need time to build that. We’re going to build reports and procedures. Similar items, but a little more strategically to get a better value and a bigger value for the owner when they’re ready to exit.
[0:09:53] DC: I would be remiss if I didn’t mention that time is the most precious commodity that people have right now.
[0:10:01] SB: Yeah.
[0:10:03] DC: I want to know how much time do the print business owners have to put in to escape that 70-hour week?
[0:10:10] SB: Depending on the size of the company, obviously a two to three-person company versus a 30-person company. It all depends on how much time is invested to how quickly you’ll move. It can be as simple as an hour a week, whether it’s meeting with a coach for an hour a week, doing an hour’s worth of homework. That’s still two hours more than what you were doing prior. Two hours times 50 weeks, was that 100 hours? Right. Yeah, 100 hours.
[0:10:38] DC: Oh, I don’t do math.
[0:10:40] SB: Yeah. 100 hours more than what you did last year. When you’re smaller, it’s incremental, but those incremental steps still move. It’s just compounding interest. You don’t make 20% every day. You make a percentage every day that then grows, and at the end of the year, you made 20% of your money. It’s the same principle. Now, of course, if you have 30 people, well, now you might be able to put four hours in a week, or you might be able to vote one person, the one thing, and the owner does another thing. You can move a little faster. But anything is better than nothing. As long as that time is strategic and playing out and thoughtful, going in the right direction, not just putting more time in.
[0:11:21] DC: Yeah. I mean, I like to use the word investment and then point out that an investment, you have short-term investments, you have long-term investments, but rarely do you make an investment and then 10 minutes later, you benefit from it. It’s an investment. It’s something that takes a little time to marinate. If you have the right strategy, it will pay off, or you have time to adjust along the way.
[SPONSOR MESSAGE]
[0:11:47] DC: Girls Who Print provides women in print and graphic communications with information resources, events, and mentorship to help them navigate their careers and the industry. As the largest independent network of women in print and a nonprofit organization, our global mission to provide resources, skill-building, education, and support for women to lead, inspire, and empower has never been stronger or more accessible. Through our member platform and program, as well as regional groups forming around the world, your access to Girls Who Print is just a click away. Gentlemen, you are most welcome to join us as allies. Get involved and get empowered today. Link in the show notes.
[EPISODE CONTINUED]
[0:12:34] DC: Last night, I was looking at my computer and my files have gotten out of control. You get so busy, you just throw them in a folder and then now I’m trying to find things and I can’t find them. I was like, you know what? I do have things to do, but if I don’t stop right now and organize this, so I could be more efficient when I need things, it’s going to take me some time right now, but it ultimately is going to save me time, aggravation, stress. Even today, I’ve already found something that I needed. Investing in yourself, in your business is, finish that sentence –
[0:13:14] SB: It’s key. I mean, it is. Whether you are looking for growth right now, let’s say, you’re a 35-year-old owner and you’re just looking for growth and you want to create the most money you can out of your business. You want to create a 25% bottom line. You want to increase your sales at the top line. You want to be efficient. You want to be able to take vacations. Or you’re the owner that’s 60-years-old and says, “Man, five, 10 years, I’m going to retire. I want to go sit on the beach. I want to go travel the world. I want to go do whatever.” You still have an investment. If most people are like my wife and I was, our business was our retirement funding. That’s especially important. If you’re the 60-year-old, the 55-year-old, the baby boomer that thinks, “Hey, five, 10, 15 years I’m going to sell.” Well, your investment is in your business. Why aren’t you treating it just like a stock portfolio you would have?
You want it to grow 20% a year, so you have X amount when you retire. Well, your business needs to be the same thing. If you wait like a lot of people do, they’ll wait until, “Oh, gosh. I’m 65. I’m ready to sell.” Okay. Well, if they’re holding a position, they just have an asset, an asset sale, which means a very low multiplier. They might think they want a million dollars out of their business, and it might be worth $200,000. Might be worth less than that. If they looked, if we start at five, 10 years ahead of time, we might be able to get them a million to a million, five. It’s all that strategic. You sit with an investment broker and do the same thing. You don’t just throw your money in, like you said, and just blindly hope that it goes somewhere. You meet with your investor. You tell them what you want. You meet with them annually. You do some growth strategy. You do some changes. Why isn’t the business the same in people’s, owners’ mindsets?
I think a lot of that is none of us, or at least a lot of us have not been taught what does it mean to own a business? How do you run a business? I mean, I didn’t. I came out of college and I mean, during college about a striping machine. Then I got out of college. I went into parking lot maintenance and I’m like, I didn’t know how to run a business. I was just winging it, and we got lucky and it worked. Along the way, I did a lot of learning, a lot of book research. But then, I’m running a business, I’m learning and nothing really got put together quickly. It was all very slow and, oh, gosh, I learned this, but oh, that didn’t work. Now I got to try this. Yeah, it’s not the owner’s fault. It’s just where we’re at in life.
Grabbing a coach that comes in at that point and says, “Okay. Well, here’s where you really need to be, but let’s set up a goal and then break that down.” How do we achieve those goals bite size at a time? How do you need to know that, one bite at a time?
[0:15:55] DC: I mean, the current situation has many print shop owners working in the business, instead of on the business, which is exactly what you’re saying, whether they are in the fulfillment department, making up the slack, or trying to get new customers, or keep current ones happy. You talk about the shift from operator to orchestrator. What do you mean by that?
[0:16:20] SB: As I was thinking through my framework, where a lot of operators. We just talked about operator is in the trenches. They’re on the floor. They’re in the bucket truck. They’re installing on site, whatever they are, that’s an operator. You’re in the trenches. An orchestrator is the conductor, orchestrator up there with the sticks and he’s, “Okay, trumpets come in here, saxophone here, trombone here,” and they’re guiding everything and everyone’s watching them and he’s moving them forward. Whether it’s an orchestrator, whether it’s a – who drives the ship.
[0:16:53] DC: Captain.
[0:16:55] SB: Captain. Yeah. The captain’s taking you where you’re going. But you can’t get there. None of us would know how to drive a big vacation ship, if it wasn’t for the captain. Yeah. I said that wrong. I can’t think right now.
[0:17:07] DC: No, it’s okay. I think the computers drive them, but still, you have to know how to work the computer.
[0:17:11] SB: Yeah. I think a lot of this, I get some feedback of, “But I can’t do this. I don’t have time. I don’t, da, da, da, da, da.” I was talking with a young gentleman yesterday. He was 26. Same way. “It’s just me and one guy and we’re cranking away.” Now we have this AI thing. We can all look at AI can put us out of business, but it can help us a whole lot as small owners to move forward in the direction we need to take mundane tasks off our hands. There’s also third party. You can look at VAs to do some things.
[0:17:45] DC: I’m sorry, what?
[0:17:46] SB: Vas. Virtual assistance.
[0:17:48] DC: Okay, virtual assistance.
[0:17:49] SB: You can hire them from the Philippines, South Africa. In our world, what you pay out is so small, but the benefit you get is so big. They can do anything from marketing to bookkeeping, to you name it. That becomes part of that strategy. When you’re small, how can you outsource, still afford it, but move forward and get to where you want to get? That might be a little faster for those that can afford it. If you can’t afford it, well, then obviously we come up with other plans. But there’s so many ways today that is just once again, going back to strategic. How do we do this strategically to keep moving forward one step at a time, eat the elephant one bite at a time?
[0:18:31] DC: That’s one of my favorite expressions.
[SPONSOR MESSAGE]
[0:18:36] DC: Print Media Centr provides printspiration and resources to our vast network of global print and marketing professionals. Whether you are an industry supplier, print service provider, print customer, or consultant, we have you covered by providing resources and strategies that enable business marketing and creative success, reporting from global events, these podcasts, Project Peacock TV, and an array of community-lifting initiatives. We also work with OEMs, suppliers, industry organizations, and event producers, helping you connect and engage with our vast audience and achieve success with your sales, marketing, and conference endeavors. Visit Print Media Centr and connect with the Printerverse. Links in the show notes. Print long and prosper.
[EPISODE CONTINUED]
[0:19:30] DC: Okay. I love this exit strategy-strategy. I agree with you. I mean, I don’t think about it at all, but every time I talk to you, I’m like, “Oh, God. I need him as a business coach.” Okay. First of all, you work with print shops that are at least three years old. Is that correct? Yes? No? That is correct? Yes, or no?
[0:19:55] SB: That is correct. Yes. I’m looking at options on how to help smaller companies, and I’m working on those strategically. Right now, I can easily come in and fit with someone three years, a few employees, probably a million dollars in sales up to 10 million dollars, but I’m also looking actively at how can I help those underneath, because there’s enough people underneath that that need to help. Once again, I’m even looking strategically. How do I help those that need to help that aren’t that large yet?
[0:20:23] DC: Yeah. Okay.
[0:20:24] SB: Watch for that in the next six months or so, three to six months, and hopefully.
[0:20:28] DC: Okay. I assumed it was part of the strategy, because you would hope that within three years, people at least know some things they tried that didn’t work. They have more familial – Oh, God, I can never say that word. They are more famil –
[0:20:41] SB: Familiarity?
[0:20:42] DC: Yes, again. They are more familiar with – Both of us can’t say words today. Lovely. It’s early, everybody, just so you know. Don’t tell them what time it. Very early. It’s like, 5.00 in the morning, right, Shawn?
[0:20:54] SB: Exactly.
[0:20:56] DC: They’re familiar with, like I said, what’s working, what’s not working, they maybe understand where they’re stuck, but they’re probably not thinking about an exit strategy at three years into a business. I don’t even want to say, why is this so important, because I feel like, it’s a rhetorical question, because I know it is. Let’s just go to, how do you help them build one? How do you convince them that three years into the business, they should start thinking about when they’re ready to sell it?
[0:21:27] SB: Oh, gosh. I just go back to when I was in business. I mean, at three years, boy, if I would have had a coach running along and showing me where to go, I had so many expensive lessons, so many lessons that took so long.
[0:21:39] DC: Oh, my God. You’re giving me PTSD right now.
[0:21:42] SB: Yeah. I mean, they took forever to implement, they lost money, they lost time. It’s like, in having that direction, and once again, not done for you, but the why and the how, so you understand, can just get them so much farther, so much faster. I relayed it back to, I had a goal one year, 5 million in five years. I think we were maybe $600,000 in sales. Now that I look back, I didn’t hit that goal. But if I would have had a coach beside me, I sure as heck would have been a whole lot farther than I got in that goal. Because I was running the shop and I’m putting out the fires and then I’m working on the business for maybe an hour here and there. When I say here and there, it might be a month or two months. Not every week, not a, you know.
There was no strategy to it, because I didn’t have someone helping me. It was just, oh, I think this is the way we need to go. It never came to fruition. Man, looking back, there’s so many times where I go, man, if I had a coach in that instance, oh, that would have been so cool. If I had a coach in that – I would have made so much more money. I would have been so much more farther along. Our true exit of the business was great, but it could have been three or four times as much if I would have had a coach and a plan and a strategy. I just got lucky. But I wouldn’t plan on luck if you’re anything like me, because usually, that luck doesn’t come through like it is.
[0:23:07] DC: No. Yeah, where is all that luck?
[0:23:10] SB: Yeah.
[0:23:10] DC: What you said reminds me of when people want to sell their house and a realtor comes over and says, “Okay, this is the market value of your house based upon everybody who lives around here. We can get you a bunch more if you just fix your roof and do some landscaping.” Then the person has to decide, do they want the maximum amount of their house by investing in getting that maximum dollar? Or do they want to just take what they can get right now and run for the hills? Do you think that’s a fair comparison?
[0:23:43] SB: That is a fair comparison. It even gets worse. I’ve seen some owners just in the past two to three years, where they were older, they were ready to sell, retire, and they just went, “Screw it. I’m closing the doors and selling my assets off for pennies on the dollar.” They’re leaving tens of thousands, hundreds of thousands of dollars sitting on the table that could go into it. My fear is, are they the people that in five years are going, “Man, I’ve got to go back to work. I can’t afford to live.” Versus if they would have had someone come alongside them, build that plan and sell that business for whatever, half a million dollars. Okay. Well, now they would have half a million dollars earning interest in the bank during their retirement, versus closing the doors and getting maybe $50,000 for their equipment. Oh my gosh. No, let’s do this.
[0:24:34] DC: Yeah. It’s weird that you said that, because I run the Print Production Professionals LinkedIn group and I am telling you, I have seen more posts about, hey, who once sold this equipment in the print shop, it’s almost like the piano situation, like, all right, I’ve got a piano. If you come get it, you can have it. Just get it out of here.
[0:24:55] SB: Oh, no. It’s like, no, you have an asset. You just have to think ahead.
[0:24:58] DC: I know. I’m saying, what you’re saying, I’m telling you, I see it in my LinkedIn group. I see a ton of the mergers and acquisitions people out there, too. A lot of people trying to sell their businesses. Even what you’re saying, even if it’s on an exit plan, a lot of people are consolidating, or buying, like they might have a “commercial print shop,” but they want to get into label and packaging. They might actually, instead of bringing the equipment in, they might say, “It’s better for us just to buy an operating business and learn it and keep those people in place.” You still want to make your business attractive for that as well.
[0:25:43] SB: Exactly. Yeah. The whole point is, you never know. I mean, just like us, we did not plan. COVID hit, we had one month that we were down and we had the cleanest shop. It was organized. I actually loved it. We got a break for four weeks and then life took off again. I mean, it just went crazy. In that spring of that same year, we had a past client of ours that had gone to being a broker and he called a couple of times asking if we want to sell. I said, no. It’s retirement, yada, yada.
At last, I caved in and said, “Okay, give me an evaluation.” If that wouldn’t happen, we’re still running the way we are. We’re building to where we are. But it goes along the same thing. How do you build to know that that opportunity might come tomorrow? Would you rather be in the position of entertaining that, or would you have been in the position that, oh, yeah, they don’t want to give me an offer, because I’m still running the bucket truck and doing this and doing that. Or they’re going to give me an offer. This is even worse. They’re going to give me an offer to buy my business, but I stay on for three years, and that’s the buyout. They pay me X amount a year to buy me out. Basically, they just took your business and created a job out of it to pay you for three years to buy it out.
If you take away your time and what you would make off of that time, you might not even end up with anything for the purchase of your business. I mean, we’re back to square one again. Close the doors and sell your assets for a few thousand dollars. But if you have everything in place where it runs itself based on your process as procedures, your team, then you can walk away. Now an investor can come in, park his money, or her money for a period of time. They buy it for X. They implement some growth strategies, or whatever they want to do. They make some percentage on their money, so they diversify their money from a stock portfolio to owning a business also, and maybe they have real estate X, and then they sell it three, four, five years down the road and make a return on their initial investment.
You will end up as the owner at the front end of that. You will make so much more money on the offer than if you’re just picked up by an acquisition company trying to roll you in with 17 others, and they want you to stay on to manage your division and yada, yada, yada, in a buyout transition like that. You will make two, three, geez, five, 10 times the money if your company is set up where it runs without you.
That’s my goal with the exit plan is like, how do you – the same with the growth strategy. Because both of them end up where the owner doesn’t have to be there. It’s not owner dependent.
[SPONSOR MESSAGE]
[0:28:28] DC: Like what you hear? Leave us a comment, click a few stars, share this episode, and please subscribe to the show. Are you interested in being the guest and sharing your information with our active and growing global audience? Podcasts are trending as a potent direct marketing and educational channel for brands and businesses who want to provide portable content for customers and consumers. Visit printmediacentr.com, click on podcasts, and request a partner package today. Share long and prosper.
[EPISODE CONTINUED]
[0:29:02] DC: I mean, you just make total sense to me. You really do. It makes sense. I like your demeanor. I think you can really help people. How can they get in touch? Well, I’m going to put links in the show notes, but I want you to – here’s your chance to pitch people. Tell them why they should work with you and how they can do that.
[0:29:22] SB: I think and hopefully, that was portrayed through this conversation is I’m easy to work with, easy to talk to. I’m pretty much blue collar, down to earth. I’m going to come in. I’m going to meet you where you’re at. We’re going to follow this structure and this is how we’re going to go. If one person’s at stage one and one person’s at stage five, we’re going to hit it from where they’re at, hit their needs, teach them what they need to know. My goal is to help them grow and be successful. I mean, I would love to hear in five, 10 years down the road, how many clients are saying, “Oh, gosh. Yeah. Talk to Shawn. It’s just, he’s so easy to work with. Here’s where we sit now. Couldn’t have got there without him.” Not from a bragging standpoint. Just like, cool. Look at how many people I helped that wouldn’t have been there if I didn’t come alongside and helped them.
If you’re interested, I’ve got a book you can download. It’s at yourbizcoach.biz. It has 12 different tips on how to increase your profits without spending another dollar, and you can schedule time with me, if you’d like to do what I call a coffee call, see if I’m a right fit for you, you’re a right fit for me, see if I can help you. I’d love to hear from you.
[0:30:26] DC: Excellent. Shawn, thank you so much for your time and thank you for your service to the industry. As I mentioned, everything you need to connect with Shawn will be in the show notes. Until next time, everybody. Print long and prosper.
[END OF EPISODE]
[0:30:43] DC: Thanks for listening to Podcasts From the Printerverse. Please subscribe, click some stars, and leave us a review. Connect with us through printmediacentr.com, we’d love to hear your feedback on our shows and topics that are of interest for future broadcasts. Until next time, thanks for joining us. Print long and prosper.
[END
