Do You Have The Courage?

Do You Have The Courage?
Do You Have The Courage?

Saturday, December 28, 2013


7 Ways to Minimize Small Business Risks

by Hillary Monroe / ORPICAL GROUP

Calculated risks are a bold, but crucial part of growing as a person and a business. They can be scary at first, as it can be human nature to overestimate the possibility of failure, but by evaluating the risk level for each opportunity that presents itself, you are more equipped to weigh the pros and cons of each situation.
A calculated risk is the key to good decision making, especially in a small business or organization that has big plans to grow. Overall, it is a chance of exposure to gain or loss for your business that might be undertaken after the advantages and disadvantages are carefully considered.
If you have been playing it safe with your business, it might be time to take a risk that will change how you look at decision making. Here are 8 ways to minimize the risk for your company:
1. Analyze Which Risks Make Sense for You
Risks are different levels of extremes for everyone, depending on their comfort level with change. For your business, you may want to become more efficient with your processes. For another, the concentration might be on growing their customer base. These two businesses would need completely different and specialized plans for what they wanted to achieve.
2. Set Your Goals and Brainstorm
By knowing your goal and working backwards to see how much time it will take to make the change, you prepare yourself for the process of the change. This step in the process also makes you aware of how many people will need to be involved and when.
3. Evaluate the Risk Level of Each Opportunity
When researching and preparing for the possibility of taking a risk, it is important to be unbiased to judge – such as an accountant, insurance agent, or marketing insight – to tell you when it will not be a good opportunity for the growth of the business. By getting an outsiders insight on your business, you get a more solid foundation of where your business is and where it could end up.


4. Create a Detailed Plan of Execution
With a calculated risk, you have to figure out what your goals are and fill in a roadmap of what will need to be done to make it happen. For example, coming up with a training program to roll out new procedures in your business works best when there is a set plan of exactly what each employee will learn and when.
By thoroughly researching the change you are planning to make, you know the consequences and benefits of what you are about to do. Stepping out of your comfort zone and taking on new opportunities presents your business as a leader in the market, and a carefully calculated plan can open you up to a world of possibilities that you hadn’t even considered in the past.
5. Edit and Change the Process As You Go
If you get halfway through a process and realize it is not going as planned, don’t be afraid to change it! Every business is different, and plans sometimes need to be tweaked to best fit what will work for your specific goal.
6. Review the Results
Whatever the outcome of your plan, use the results to help you adjust future decisions. Maybe you needed more funding or more time to complete the goal – now you are more aware of what to expect in your next endeavor.
7. Don’t Be Afraid to Fail
Not all risks go as planned, but it is crucial that you learn from your mistakes. Here at ORPICAL we want to teach you how to make positive, calculated risks that will increase your profitability, open up new opportunities, and start a new way of thinking. While there is always a chance of failing, we feel as though risks can be very beneficial to everyone involved when they are well thought out and executed properly. Risk is unavoidable, so controlling it with an informed decision is the best approach you can take for your business.

Monday, December 2, 2013

4 Ways Businesses Can Foster Loyalty

By Edward DuCoin

Without a doubt, the lifeblood of a business is its employees, business partners, and clients. Therefore, business owners and executives must plan and execute those practices that are conducive to receiving and maintaining loyalty from these groups.

A business that is transparent and has a firm footing in integrity is one that is experiencing success at every level, has forward-thinking leadership, and possesses solid as well as balanced entrepreneurship ideals. Loyalty is not a myth. There is no relationship business or otherwise, that flourishes if loyalty is missing from the equation. A business can foster loyalty by:
  1. Appreciating, engaging, and rewarding the input of employees, business partners and clients.
  2. Being responsive to criticisms and suggestions from employees, business partners, and clients.
  3. Analyzing comments and suggestions to utilize what is constructive and logical in decision making that affect the progress and future of the business.
  4. Ensuring that the business is interactive.
The evidence is very clear; employee loyalty leads to increased productivity, enhanced service value, and client satisfaction. On the other hand, client loyalty results in increased sales, which in turn boost the growth of the business itself. Satisfied workers go hand-in-hand with satisfied clients.
Therefore, leadership needs to set realistic expectations for employees, ensure that the workload is bearable, and create and mentor an environment that allows for creativity and job satisfaction to prosper. For this reason, open communication is vitally important in order to be abreast of the needs of employees, business partners, and customers.

When I started ORPICAL I intended to create a company that can grow to INC 500 status (I did it 3X before) and have an environment that is drama free – - as free from drama as humans can be.

What is ORPICAL? It is what we stand for:

Optimistic – We expect the best outcome for our employees and clients.
Respect – The consistent consideration of all we encounter in a courteous manner.
Passion – Engaging enthusiasm for the positive wellbeing of people, opportunities and our planet.
Integrity – To be known as individuals and a company of scrupulous integrity.
Curiosity – Be a company that is always eager to teach, learn and grow.
Altruistic – As a profitable company will we have the capital to be devoted to the welfare of others.
Loyalty – Steadfast adherence to our commitments and what we stand for as a united company.
We are not perfect, but we strive to have all interactions and relationships based on the ORPICAL model. Each letter and corresponding word is critical. Take one away and we are missing a piece of our culture. My favorite is loyalty. Search “business sales” on Google and you get 2.8 million results. A search for “business culture” will get you 728,000 results. Now a Google search for “business loyalty” will get you only 68,000 results.
Business loyalty is not a myth and we believe can be a winning formula for long-term relationships and mutually rewarding for our employees, business partners, and clients.
For more information on ORPICAL and what they can do for your business, visit their website: orpical.com

Saturday, November 30, 2013

Mexico’s Electricity Crisis


Mexico’s Electricity Crisis

by Edward DuCoin

Mexico has been struggling to keep up with its own demand for electricity for decades.  So far it’s been able to keep its head above water – but just barely.  With little “operational margin” to work with, the Government owned electricity distribution monopoly has stayed mere steps ahead of demand.  The CFE has spent hundreds of thousands of dollars per year refurbishing outdated hydro-electric plants (many of which were constructed as far back as the 1920s), building new generation plants, and seeking privately owned generators for its electricity buy-in program but soon that may not be enough.  

In 2009 Mexican power plants generated 239 billion kilowatt hours (Bkwh).  However, the public gobbled up 202 Bkwh – and since then the demand has continued to grow exponentially. 
With an estimated 800,000 new customers every year, how long can the aging governmental agency keep pace without private assistance?  Why, with new advances in generation technologies such as wind power and solar is Mexico still seeing record-breaking rate increases, shortages, and potentially beneficial programs die on the drafting tables?  Is it time for the political and economic reform that’s been gaining momentum since the late 1990s?


Why Is Mexico “Starving for Electricity”?

The answer lies (at least partially) with the old supply/demand axiom.  Victor Carreon (of the Centro de Investigacion y Docencia Economicas or CIDE) and Armando Jimenez San Vicente (former Secretaria de Energia) have examined the puzzle thoroughly and both agree that “one of the main problems in the electricity sector in [Mexico] has been the demand growth rates, which some times have been greater than the growth rate in installed [production] capacity.”

Put more bluntly:  Mexico produces just enough electricity to get by while the demand increases on a daily basis.  Conservative estimates place the growing demand for available electricity at 6% per year with some creeping as high as 8% or more for the general populace and as much as 30% within specific industries.  Such growth is taxing on an infrastructure that was constructed decades.  Add the CFE budget cuts of 2011 into the mix and the problem approaches dangerous proportions.  Facing 13% cuts across the board, the CFE will have its hands full simply maintaining the 430,000 miles of transmission lines and hundred or so company-owned hydroelectric facilities which supply the majority of the country’s renewable energy. Associated costs, as always, are passed on to the consumers.  When government subsidies for electricity ended in 2001, consumers were shocked.  Some saw their rates jump as much as 70%.  That hit was devastating to high volume consumers such as food manufacturers, farmers, and those involved in the tourist industry.  And those prices have continued to rise ever since. In fact, in 2011 alone electricity prices jumped between 20% and 22% across the nation.  They spiked almost 7% in just one month! 

Those numbers are having a huge effect on the Mexican economy.  This fall a group of business owners approached the capital hoping to make a public spectacle and shed some light on the need for energy reform.  These business owners came from all around the country and various industries to make their individual plights heard:
·       Hoteliers from Cancun cracked open their books to show that electricity now accounted for at least 15% of their total operating costs
·       Food processors decried the 30% increase in electricity delivery charges
·       School administrators demonstrated that their daily operations are directly responsible for dramatic “seasonal” increases in energy rates

Meanwhile Mexico continues to sell electricity to multiple countries in South America and even the United States when its own populace is hurting from shortages. 


A Good System Gone Bad

Everything points to something fundamentally wrong at the core of Mexico’s energy grid. Many experts including former President Vincente Fox see the root of Mexico’s looming energy crisis firmly imbedded within the government’s own monopoly on electricity transmission. As a protective measure the government nationalized the electric grid in 1960.  Amendments to the country’s constitution gave the government direct, permanent, and non-transferrable control over electrical transmission and distribution.  Two government-owned companies were created – Central Light and Power (LFC) which supplies to the Capital and the Federal Electricity Commission (CFE) which supplies everybody else – and they’ve been in control ever since. Technology has advanced far enough that private players can now safely generate electricity on their own in capacities nobody would have ever dreamed about in 1960.  CFE has refused to loosen its grip and several attempts to force its hand have met with defeat.  Though special amendments to the Public Electricity Service Act enacted in 1992 allow private individuals and corporations to produce electricity but they must either consume that electricity themselves or sell it back to the CFE. Now, with shrinking budgets and growing expenditures (over 50% of the CFE’s budget goes to salaries and other expenses) the agencies have to look elsewhere for income.  And “elsewhere” is often outside of Mexico’s borders.

This practice was originally enacted to allow some competition and cost-sharing but it has been corrupted by multinational corporations with deep pockets (such as mining companies or big box chain store companies).  These companies often build their own production plants (usually wind turbines) and use the energy to support their own operations or sell their energy back at a profit. Meanwhile, in order to even get their project off the planning board, these corporations must come up with hundreds of thousands or even millions of dollars’ worth of “financial guarantees.”  This practice had created an exclusive culture of energy producing “robber barons” that many native Mexicans feel are taking unfair advantage of their natural resources. 

These restrictive “guarantees” are, according to Sergio Oceransky of the Yansa Group, in amounts that “no community in Mexico could meet.”  Which means that often times local programs which may be beneficial in both the long and short runs are shot down in favor of those proposed by multinationals.
Oceransky sees exclusionist tactics to blame and says that “these are requirements that are basically designed to ensure that only projects presented by multinationals can compete.”  This exclusivity breeds higher rates by strangling competition.

Winds of Change Are Blowing

For generations Mexico’s power grid has relied on electricity from thermal generation plants and hydroelectric facilities.  Now those traditional methods of power generation are falling by the wayside.  Hydro power accounted for nearly 25% of Mexico’s total production a decade ago.  In 2010 that percentage dropped to just 14%.  Mexico stands on the precipice of a new era and is poised to be one of the fastest expanding wind energy markets in the entire world.  In fact, wind studies have shown that there are enough viable sites (with 30% productivity or less) available to generate 82 gigawatts per year! 

The wind harvesting revolution started with Calderon’s regime.  When he took office in 2006 Mexico’s wind production was a measly 6 megawatts.  Just 6 years later that total has risen to 519 megawatts. 
 Several new wind farms opened in 2011 and are already producing hundreds of megawatts per year with dozens more scheduled to open in the near future.  These projects (mostly along the Isthmus of Tehuatepec) would bring wind-generated electricity in the multiple-gigawatt range in the foreseeable future.  In fact, the Energias Sierra Juarez wind farm owned by Sempra International could potentially generate enough energy at that one site to fee all of Mexico if the transmission grid could be upgraded!
The technology is there for the taking but will the government take advantage of it?

Political Machinations May Stall Energy Reform

Carreón and Jimenez warn that reform is necessary “however, the task of moving forward in the process of reform has proven not to be easy, especially in the face of divided and highly politicized Congress. The ability of this government to build consensus could determine the pace and potential for the country’s economic growth.” While new president Enrique Peña Nieto has promised energy reform, critiques like Ricardo Castillo of The News are skeptical. 


Castillo cites the Peña administration’s lack of transparency as reason to be doubtful.  The President is touting energy reform but “exactly how President Peña Nieto will go about it remains a mystery.” Most agree that his focus will be zeroed in on oil production.  Meanwhile, Mexicans continue to pay dearly for electricity when their nation is poised to potentially become a world leader in green energy production.

Written By Edward DuCoin
ed@orpical.com
LinkedIn: http://www.linkedin.com/in/ducoin
Twitter: @edwardducoin

Sources:

Edward DuCoin - racing and crash Mid-Ohio

Thursday, November 14, 2013

A New Model of Business Coaching for Start-Up Companies.


By Edward DuCoin
Business coaching is valuable and there are hundreds of quality coaches worldwide. However, business coaching is a general term. It implies general solutions, and is often based on a pre-set template.

I am the CEO of ORPICAL, a published author and working my way back to the ranks in racing.

While I am busy in my career (and lots of family stuff) I love to help start-up entrepreneurs grow their business. I make time to work with 2-3 start-ups per quarter - - it is fun, rewarding, invigorating and not free

My rate is $100 per hour, however your satisfaction, delight and ROI for your investment are guaranteed. I do offer a 20-30 minute initial consultation at no charge. I do this because if I do not believe I can assist you in a way that will yield you a tangible ROI, I will not take on the engagement.


 Each session is about 1 hour (I always exceed the time and never charge for the full conversation). Payments are made via Paypal.

If you are near Berlin NJ stop by - - however most sessions are conducted on the phone or Skype.
  
Finally, many business coaches use BUZZ words. I hate these type of words.  Checkout the following table and if you like my approach email me at ed@edwardducoin.com and let’s see if we can increase your sales and/or save you a ton of money.


Check out our company awards – perhaps we can help you achieve the same level of corporate growth.
  • Entrepreneur of the Year Finalist - Ernst & Young
  • Inc. Magazine 500 Fastest Growing Companies in the US - Magazine (Ranked #366, #434, #318 – three years in a row).
  • 
Top 40 Under 40 Business Award - New Jersey Business Journal
  • Top 50 Fastest Growing Privately Held Companies in New Jersey
  • Rising Stars: Fastest Growing Marketing Companies in the USA - Telemarketing Magazine (three years in a row)

  • Top 100 Fastest Growing Companies - Philadelphia Business Journal (eight years in a row)
  • Company To Watch - Philadelphia Magazine
  • 
Outstanding Management Team - New Jersey Venture Fair


Monday, November 11, 2013

Business Loyalty – A Myth? An essay from Edward DuCoin


Without a doubt, the lifeblood of a business is its employees, business partners, and clients. Therefore, business owners and executives must plan and execute those practices that are conducive to receiving and maintaining loyalty from these groups.




A business that is transparent and has a firm footing in integrity is one that is experiencing success at every level, has forward-thinking leadership, and possesses solid as well as balanced entrepreneurship ideals. Loyalty is not a myth. There is no relationship business or otherwise, that flourishes if loyalty is missing from the equation. A business can foster loyalty by:
  1.  Appreciating, engaging, and rewarding the input of employees, business partners and clients.
  2.  Being responsive to criticisms and suggestions from employees, business partners, and clients.     
  3.  Analyzing comments and suggestions to utilize what is constructive and logical in decision making that affect the progress and future of the business.
  4. Ensuring that the business is interactive.

The evidence is very clear; employee loyalty leads to increased productivity, enhanced service value, and client satisfaction. On the other hand, client loyalty results in increased sales, which in turn boost the growth of the business itself.  Satisfied workers go hand-in-hand with satisfied clients.

Therefore, leadership needs to set realistic expectations for employees, ensure that the workload is bearable, and create and mentor an environment that allows for creativity and job satisfaction to prosper. For this reason, open communication is vitally important in order to be abreast of the needs of employees, business partners, and customers.

When I started ORPICAL I intended to create a company that can grow to INC 500 status (I did it 3X before) and have an environment that is drama free - - as free from drama as humans can be.

What is ORPICAL?  It is what we stand for:

Optimistic – We expect the best outcome for our employees and clients.
Respect – The consistent consideration of all we encounter in a courteous manner.
Passion – Engaging enthusiasm for the positive wellbeing of people, opportunities and our planet.
Integrity – To be known as individuals and a company of scrupulous integrity.
Curiosity – Be a company that is always eager to teach, learn and grow.
Altruistic – As a profitable company will we have the capital to be devoted to the welfare of others.
Loyalty – Steadfast adherence to our commitments and what we stand for as a united company.


We are not perfect, but we strive to have all interactions and relationships based on the ORPICAL model. Each letter and corresponding word is critical. Take one away and we are missing a piece of our culture. My favorite is loyalty. Search “business sales” on Google and you get 2.8 million results. A search for “business culture” will get you 728,000 results. Now a Google search for “business loyalty” will get you only 68,000 results.

Business loyalty is not a myth and we believe can be a winning formula for long-term relationships and mutually rewarding for our employees, business partners, and clients.







Thursday, November 7, 2013

You Can


I was an "only child" with five siblings. My two brothers and three sisters ranged from seven to twenty-one years old. Even though we are a very close family, I grew up during my teenage years almost as an only child.

I was never lonely because I had two wonderful parents. They spent their entire lives making sure we had everything we needed. My parents had the things that riches cannot buy -- a loving family, friends, good health for most of their lives, and they became wonderful grandparents.

However, my parents did not have many things that money could buy.

When the three of us sat for dinner, I would listen closely to what they said about money. I heard the stress in their voices, and knew that like most people money affected their many dreams. They wanted to rent a motor home and travel across the country. I said, "Why rent it for two weeks? Buy one and have it whenever you want to get away." I was a smart kid, but so naïve about how tight the household money was.

My father worked odd jobs to bring in extra money. One of these jobs was wall paper hanging. One day, when he did not know I was watching, I saw him in tears as he was lifting a ladder off the top of his car. He later explained, as he lay on the couch with a bag of ice on his left shoulder, that the paper hanging inflamed his muscles. My dad did not want to work extra jobs in addition to his full time position as a foreman, but he had to. Moreover, he was right back at it after church
on Sunday -- providing for his family despite his shoulder pain.

The clues, hints and outright signs that money was a concern added up in my head like adding the final piece to a puzzle to make the picture complete. We were not poor, but my parents' became limited and often put aside by the consistent worry over money.

Two things happened that weekend as I watched my father. In a flash, I understood how great my parents are what sacrifices they have made to have six happy children. But more importantly, I swore I would never let money be a barrier to my dreams.





As a college freshman at Camden County College, I made a commitment for success armed with the two gifts that my parents ingrained in my head -- respect for all who work hard to provide for others (Dad) and the statement "You can achieve anything" (Mom).

Now, my daily ritual is to recite my goals and how I will achieve them. I always start with the words "You Can" just as my mom's statement did.

"You Can, get good enough grades at community college to transfer to a business school." -- I graduated from the Wharton School of Business three years later.

"You Can, start a business even though you have little money." -- I started a company in a spare bedroom with less than $200 that within ten years made the Inc. 500 three years in a row as one of the fastest growing companies in the USA.

"You Can, take your Company public." -- The company I started in my home went public on 
NASDAQ in 1999.

You Can, become a race car driver." -- I got into my first race car at the age of 33 and was so bad that the instructor refunded my money. However, I stuck with it and raced in my first professional race a few years later.

"You Can, be a respected consultant and speaker." -- I now have the opportunity to speak worldwide and work directly with incredible business people.

"You Can, own a NASCAR Team." -- In 2004, Groove Motorsports was born to race in the 
Craftsman Truck Series and the Nextel Cup.

No achievement ever happens based solely on effort. I attribute my success to great people like my family, especially my brother who was my business partner, the thousands of great employees that I served, and because of the belief that "I Can."

The most cherished moments in my life could not have been bought, such as playing catch with my son, watching my daughter make the game winning shot in basketball, and the feeling I had driving the final lap of my first professional race. However, I can say that living without my parents' financial worries offers me the resources to go after and obtain the life I love.

The only difference between those that achieve specific goals and those who do not is the all-consuming belief that it can be done. You can do it, and I say will do it, only if and because you believe it can be done. The "it" is anything. It is all there for you. You Can.




This essay originally appeared in:







A Best Seller on Barnes & Nobel Online

Monday, October 28, 2013



It’s Not Personal, It’s Only Business

It is often heard in business during some of the most vital business transactions, financial conference calls, meetings, lay-offs, or terminations that, “It’s not personal it’s just business.” There are very successful individuals in this world that are extremely concerned about the wealth and wellness of his or her employees, vendors, contractors, etc. On the other hand, there are extremely successful people that do not care at all about how their decisions affect other people’s lives. It is absolutely a person’s fiduciary responsibility as a business individual to maximize shareholder value. I personally, know of billionaires that are ruthless individuals however, they are still billionaires. I also know of bankrupt “nice guys”. Nonetheless, each individual must choose what path he or she wants to take.
As previously noted, success comes in all forms. There are those that abuse and take advantage of people and there are those that walk away from sure financial homeruns because others will be negatively affected. Then, there are most of us that walk the gray trapeze line of trying to provide a satisfactory balance. In my eyes, that is the final answer. An individual has to balance and weigh what actions his or her personal moral code will allow him or her to sleep at night. With that being said, it is completely naïve to think that business decisions can be segmented to only affect a business life.  The telecommuting generation of blackberries, WI-Fi, and cell phones prove that anyone can be as productive working from home versus reporting to a Wall Street boardroom. This simple fact denotes that the barrier between what is business and what is personal is obsolete. Although an individual’s personal life indirectly affects one’s professional life. Bear in mind that one’s professional life does however, directly affect an individual’s personal life. As a human being and speaking as a man, it is my absolute responsibility to care and provide for my family. When I can begin a workday writing a document that is complete at 11:34 a.m. and then go play Nintendo with my son, how can I possibly distinguish between what’s business and what’s personal? I choose to honor people instead of judge them. I look towards working with people that agree with the same philosophies as myself and do not judge others for doing the opposite.
Ron Detinger stated: “There is a close correlation between getting up in the morning and getting up in the world.” To that end, it is my firm belief that the concept “Its Not Personal It’s Only Business” is actually a personal choice and has nothing to do with business.

11 Key Deliverables from Orpical


11 Key Deliverables from Orpical

It’s no secret!  To be a successful business, you need to find new and creative ways to stay ahead of the competition.  With this in mind, Orpical takes all the necessary steps to develop client-driven business strategies.  In addition, we preserve these strategies throughout our relationship with our clients.  Strategy is unproductive without firm obligation to implementation.

Businesses simply cannot afford slipups in their relationships, and we understand that the key to creating loyal clients is building a culture of accountability.  So, what separates our model from others?  When you select Orpical to exponentially grow your company, you can count on us to:
Learn About You
First things first —  you can count on us to invest the time and resources to learn about your business and your industry, and offer insights you may have not considered.
Offer Solutions
We offer tactical solutions that are aligned with defined and measurable strategies.
Give You Attention
We’re realistic and proactive with our time management, so things don’t get put on the back burner.  We pay and give personal attention to your needs, wants and desires that align with the newly developed strategy.
Tune Up
Think of it as taking your car in for a tune up…  we’re not swapping out the engine, but we’re rotating the tires.  Orpical helps you modify your needs, wants and desires that do not align with the strategy.
Employ Technology
It’s been asked a thousand times and will be asked a thousand times more… Why work harder when you can work smarter?  This might be a cliche question, but it’s still a good one.  We help employ technology to help clients realize the key growth word, LEVERAGE.
Become a Partner
A partnership could result in a number of different outcomes including access to new products, new market reach, and increased client loyalty.  Orpical becomes your valued, loyal and trusted strategic partner to position you to obtain favorable outcomes.
Strong Analytics
Data, data, data… We measure what it working (and not) by employing strong analytical tactics.
Get Social
We don’t just Tweet the chatter from the street.  Orpical fully engages social media based on what makes sense for you and not what is in vogue.
Creative Solutions
Everything is geared to help you increase your sales.  Orpical provides a “fresh pair of eyes” including creative work product and solutions that solve problems, eradicating resistances to help drive your business more revenue.
Collaboration
“If it ain’t broke don’t fix it.”  We understand the importance of analyzing what you are currently doing as much as what you aren’t doing.  What is your business doing well?  What successful business relationships have you cultivated that have worked in the past?  Orpical establishes a professional and open-minded collaboration with your existing partners to sustain your success.  We unify the old and the new into one super-package.
Give Thoughtful Consideration
Your costs, cash flow, market conditions and constraints are all points of emphasis Orpical takes into consideration.  We recommend a strategy and implement tactics based on these points and others, understanding that your needs, wants and desires reflect on the position of your business and industry.

Saturday, October 26, 2013

BIO


Edward DuCoin is a professional speaker, race car driver and best selling author. In 1984, with less than a $500 investment, Edward launched Impact Marketing and grew the small company into a thriving organization that was later publicly traded on NASDAQ and listed as one of the Fastest Growing Companies for three consecutive years by INC. Magazine. He is the published author of The Glass is Half Full and Frozen. He is a certified productivity trainer and has been teaching his business techniques and philosophies, which have been proven to increase productivity and achieve results, for over 20 years. For more information please see his website: Edward DuCoin