Please let me give a warm welcome
to Kylie Kirk and Susan Reed.

Thank you.

I'm Susan Reed and I'm here to tell you
just a little bit about what we do.

In relationship to connecting social
change to innovation strategy.

So we in essence identify
the future we get companies and

organizations and we connect them.

That's a simple way of thinking
about it and we really do.

There are three fundamental pieces that
are very important to that for us and

number one is insightful analytics not
tons of data but insightful information.

Number two or

advanced creative problem solving
capabilities very important and number

three are well integrated teams the way
that we approach approach team building

is by putting together teams based on
the way they think together as a team.

This goes back to some of the thinking
patterns that were mentioned earlier.

So what does that have to do with
changing the world so to speak or

having an impact on that.

Well.

And then you guys are exceedingly
intelligence I'm going to put it

to you like this.

Once upon a time there
were three little pigs.

And they were attending Unfortunately
their father's funeral very sad but

their father was very rich and
he left them equally.

All three pigs he left them equally
with a part of his business his business

was a watch manufacturing business.

And he said to them.

The last in the will that was written up
it said I want you to do I want you to

share your goodwill and fortune and

I want you to give something back to
the world that really care how you do it.

So the three pigs left and
here's what they did the first

pig knew exactly what they wanted
to do what he wanted to do.

He went out sold out just like that.

And he took the money and put it into the
organization that he felt he was mostly

connected to it was something about
maybe something about no no more hay for

houses or something like that but
he worked there for the rest of his life.

And that was what Big Number
one did pick number two

decided to follow in his
in his father's footsteps.

He did the same thing as father had done
but he allocated ten percent of everything

he did to social change and
improvement in the world and so

that's what he did and pick number three
decided he wanted to continue to grow and

transform his father's business.

So he actually got to watch.

He added a sensor to it that
would detect the wolves

the pigs that needed protection that
could afford it they all bought it.

They got through their watches away and
they bought new watches.

OK because it did more things but
it also did something else for

the pigs who could not afford a watch.

They got together in villages and
they were able to mount this thing.

And put it in a village and
actually satisfy fifty different pigs

where they would have
access to this watch.

So what happened is the business
continued to grow but

they also served a population
that could buy one watch and

they could serve hundreds
of different pigs.

So if you look at these pieces.

All of these pieces have heart
in them hearts very important.

The first pig was a heart.

The second pig said I'm going to continue
business and I'm going to contribute to

heart the third pig said I'm going
to use heart to grow my business.

Number three is the way that we believe
that's the way that we connect or

edge about a connects to the social piece.

OK So that's an and
easy way I think to talk about.

Well it's very different models.

Yes Thirty years is a long time.

My son told me.

He mentioned all the different
music I lived there which

I thought was pretty interesting but
basically the important thing is that

working with start ups to Fortune fifty
companies all different industries I think

we cover over twenty five industries and
I think that many industries left and

over one hundred different products and
services.

Here's the fundamental pieces
that I think are very important.

Number one as I began my career
working on brand position and

message strategy that is
one way to grow a business.

We have been evolved into
new product development.

We then begin to work
at the portfolio level.

A mix of products and services for an
organization when does that need to change

and shift if you have
a very mature product and

service portfolio which about seventy
five percent of companies in the U.S.

do have the need to think
about industry reinvention.

And by the way if you're going to think
about industry invention you need advanced

creative problem solving capabilities in
order to be able to create disruptive

ideas and if you need a lot of that
kind of thing you need to be able

to replicate that at the individual
level and at the team level.

So all of those pieces put together
equals innovation practice

the kind of innovation practice that
we've put together and that is my.

That's my life.

That's what I've set my life doing but
my passion is in taking these

pieces and applying them so that they can
create social change in the world and

it's really a lot easier than you
may think there are some brands

that you'll see it here that were green
brands we did a ton of work starting

back in the eighty's that far back
in the environmental arena and

I worked with Ray Anderson his team for
over a period of ten years.

How many of you know
Ray Anderson I know of him.

Is a Georgia Tech grad with honors he
actually passed away in two thousand and

eleven an amazing human being.

We're going to talk a little bit
about some of the work there.

But anyway it's a lot easier
than you think to do and

I want to talk to you about that.

If I were summarizing how all
these pieces come together.

Then I would say it's really
a simple matter of understanding

when you use left brain techniques
which are the analytical piece

Wendy's right brain techniques
advance creativity.

And how do you make sure that
social exploration a curse

is sort of that simple.

Now I'm not going to go over this chart
with you but I just want you to notice.

I want you to notice the orange on
the chart because the chart shows

the different steps of our innovation
practice the questions that answer

the different things that you go
through the are and highlights

the special pieces that are unique to make
sure that social exploration a curse.

OK So we actually have this available
if you want to look at it there's

less Georgia Tech.

If you want to go there and download any
of these models to have a closer look.

You may be able to use some of them to
help determine an organization that

you're working with to help identify an
organization you want to work with except

for a so that's why we have this for
you if you want to download some of these.

So very easy to make these things work and

to tailor it to make sure
the social exploration occurs.

As we all know business models today are
aggregating in really four different ways.

Here we have low social
integration to high and

then we have low innovation
to high innovation and

these are four different models let
me just briefly talk about these.

Because there is a difference.

On the upper corner we have
the idealistic the top left.

Those are where many
many nonprofits reside.

A lot of nonprofits today
are not using innovation in

the way that they need to and so they need
to move that to advance their cause and

the lower left you have what we
call the industrious company.

Now these are the companies are a lot
of companies particularly in the U.S.

And this area because all
a lot of these companies.

Have mature and

declining product portfolios which means
they have a lot of things that are mature.

So they are spending a lot of time doing
a lot of work to create a fission seize

in their organization to enable
capacity in the organization and

to basically manage bottom line
the companies on the right.

They're skewing more innovative of course
are the innovators those we hear most

about Apple Google maybe Samsung and
then there's the right.

There's the what right quadrant
which we're referring to is I three.

These are the companies that do both.

This is the spot that we believe has
the highest growth opportunities for

many reasons one of which is that
companies really haven't really thought

about tapping into social change as a
growth strategy and when you look at ideas

it is amazing how sometimes those
numbers just really work together.

These are companies like.

Company for me with
Reza Beth Moss Cantors work super Corp.

A few of you.

That's a good book.

It's a good book she identifies I.B.M.
she puts I.B.M.

in this particular quadrant another
company we would put there would be.

The Agricultural Bank of China.

They begin to they're the financial
institution that begin to offer financial

loans micro loans to peasants
hugely successful satisfy

the business needs satisfied unmet social
need they can now invest in crops and

feed themselves is an example.

So we're going to talk about two
companies today oneness and her face and

one is Conny Kirk and
her organization noticed works that fit in

there who have worked hard and
committed to this and made it happen.

OK.

Now.

Just a quick thing about this model this
is one of those highlighted areas that we

talked about that where you can actually
help skew to help address things in

a social social change form when
you're talking about growth.

And these are the stages.

Of social commitment there are seven
stages that we've identified this is very

interesting to use this to be able to
identify where an organization is and

where they may travel very helpful.

So on the left side it's capital there
is absolutely no involvement at all in

social change at the very next step
is Crito I guess I could point but

you guys can see that right.

Credo is where they have it in the mission
statement that's it manifest no other

place but mission statement and
then it goes on down the line.

It goes into cause ad hoc cause commitment
and then it goes to commitment.

It's a condition of success it gets into
the success metrics of an organization.

And finally it moves down to core which
would be pick number three it was

core strategy for pick number three and

then it moves into once you do that
a lot you become a global change agent.

Now we did some work.

With a class I believe it
was Professor Cowan's class.

I just see I see Dr Thomas there.

And this is what we gave them and

this is how fast this can work it's
very easy to begin to use and to test.

We gave the class fifteen minutes we gave
them a couple of innovation frameworks and

we said create some ideas we said
number one health care monitoring is

a big growth trend of the future we're all
going to have to diagnose ourselves and

it's going to have to replace
as expensive equipment right.

So we gave them that say play with time X.
with these with this piece and

then make it spring off something that
creates social change fifteen minutes.

Here's where they came up with

number one the first group came up with
we're going to recycle the watches and

we're going to extract the metal ever
going to sell the metal and we're going to

take the money from the metal and
we're going to donate it to a cause.

OK So that would fit under the commitment
phase here's something that we're going to

do no matter what.

OK group number two.

Well what we're going to do is we're
going to take all the batteries.

Back we're going to work
with the batteries and

create self-propelled power
generating power generators for

impoverished communities and
we're just going to contribute them back.

We are going to it's not going to be a
business strategy going to contribute back

we're going to always do it.

We're going to commit to it.

We're going to measure our
success as a company by how

many of these we get out every year
to impoverished communities and

group number three did something very
similar to peg number three and what

they did was they created they identified
three different health monitoring.

Diseases that this would detect on your on
your arm which surpassed heart monitoring

if it can detect other things and the same
kind of philosophy in that people would

exchange now this watch because it becomes
more of a health and wellness watch.

And also they use this to
distribute to villages and

communities of where they can't afford any
sort of health care monitoring at all and

they can sell one to a village for
fifty nine dollars and

they can service literally hundreds and
hundreds of people.

So again that is at
the growth strategy phase.

It's not that hard to do in fifteen
minutes there are three different

things to choose from.

Now you have to go in to see
if they're valid or not.

But it's actually very easy to do so
that's an example.

Let's go and have a look at interface.

Interface is

in the carpet tile business today before
they were in the quote unquote interiors

business they did a lot of things but
the commitment that Ray Anderson and

team made was pretty pretty
pretty extreme pretty remarkable.

And here's what they looked like
the first twenty one years of business.

They were an ordinary industrious
sort of capitalist a company with no

commitment to social change in
one nine hundred ninety four.

Ray Anderson read and
then was exposed to Paul Hawken of who

wrote the book The Ecology of Commerce
how many of you know that book and Paul.

Yeah OK OK.

It changed his life.

And I mean changed his life in a big way.

He didn't talk about it.

He came out and
that year he created a dream.

It was some of the most amazing people
on earth that he put on this team.

Paul Hawken was one of them.

Joining business.

Janine Ben Yes Do you know her of
biomimicry she was another and it went on

and on rocky about Institute people it was
amazing time to work with interface and

then they went they were first to
market with the sustainability vision.

Long story short is that they then began
to move into the area of condition.

Everything that they did they were series
of metrics of when they were going to

completely run their organization and
a full look closed loop cycle.

And what happened as a result of the
growth is that they in two thousand and

two which is the time when we began to
really begin to put innovation with

the sustainability stuff and align it
it also that so that worked better.

They were able to in five years increase
their revenues by two hundred ten percent

their share at the time of
the beginning of this was declining we

actually turned it around
a group of fifty five percent.

Interface very quickly became one of
the top one hundred Places to Work and

a global global change and I'll just
show you one piece as an example.

This model can go much much deeper.

And here's two different metrics for

you to look at for four interface and
one of the bottom.

It looks at the customer impact.

And you go all the way from zero to
partnerships Well interface went

beyond that they literally introduced the
concept of sustainability to organizations

like Wal-Mart they were the first course
that Wal-Mart ever took and learning how

they had done these actual practices so
they were their impact has been global not

just in their industry but in other
industries and that's the impact of it.

And investment strategy
they were investing nothing

to now it's in their D.N.A.

everything they do is investing towards
improving sustainability it is remarkable.

I literally remember when shareholders
would say my God we've got to stop this.

We've got to stop this because the vision
was here and the world was buying here.

And so you have to bring it together.

That's what you do in innovation and
you put these two pieces together.

So I'm going to let you listen to.

And they were going to turn it over
to Condi this is very interesting.

This is a little

piece of the new C.E.O. is Dan Hendricks.

And this is him talking about two pieces.

You

mate.

So some great lessons there in terms
of they have tons of Georgia Tech

engineers over there and they really were
you know evolutionary revolutionary in

introducing the concepts that you saw
in the first part about innovation as

liberation testing they had a whole
research department just designed for

testing new ways to tap
into the environment and.

And then the second piece in terms
of credit for my little clipper.

Fear is fatal brings us
to the kind of courage

that it takes to do this kind of
work that does both give back.

There's a little bit of a risk there and
the does grow above average and

there is no individual that I know and
I've worked with.

That has embraced this concept more
courageously than the next person who

are about to enter this
which is kind of her.

The C.E.O. of notice works.

And it's kind of is getting her
her little thing I'm going to so

I'm going to just kind of
plot Conny appearance so

you can see in this model then I'm going
to turn it over her nine hundred seventy

seven up a commitment first to market in
the area of disability which she's going

to describe needing in seeing
a mature portfolio and the need to

change rather dramatically in one thousand
not I mean one thousand I wrote I can

do thousand and nine in three
years making huge commitments

investing in a new strategic business unit
more than doubling their revenue base and

creating increasing their mission
phenomenal levels and and moving from

a local organization to regional and
now faced with the wonderful issue of

which partners are we going to choose
to take this concept nationally County.

Thank you.

That's quite taken my water for
an introduction but

the truth is that it was my job coach so.

Who says.

What we did.

With us.
And I was works.

We are.

All about providing.

Assisting people to get to work youth and

adults with disabilities all different
types of disabilities as well as

barriers to employment such
as poverty hunger listeners.

Non-violent felons undereducated.

Many many people who

are are in need of the signs are risks
that we've been providing for many years.

And I don't know whether I should or
shouldn't stand here.

Just walk around.

I'd like to kind of punk the picture for

you what we were like in two thousand and
eight.

You all know what happened in two
thousand were probably in diapers.

Then But but
the unemployment right was about

ten to twelve percent nationally and
certainly at least in Georgia.

Unemployment among people
with disabilities and

other barriers on it was at
least double or triple and so.

As everything was
crumbling the government.

This is lines are commercial business
lines all the kind of work that we do

was sliding and that's.

Our business was declining in every Why.

And our future looked like it was
dependent on everybody else on others

all the term and we were lying off
employees with disabilities we were buying

off our staff and
way we just looked at ourselves and said

way have got to do something to Korea jobs
of our own there are no jobs and they are.

And so we have are no strangers
just social enterprise.

So so we have had some successful
ventures in the past and

we said OK let's do it.

I'm going to talk you through
what we many of you live and

breathe social enterprises
in your courses but

notice works uses the social
enterprise definition

of using business models and
earned income home and

earning income strategies to pursue
our mission and to grow or mission.

So we took that tried and true.

Success that we had had
in other social mission.

Social enterprises.

And so we looked at ourselves.

Hyper we kind of studied ourselves and

we this is what we look
why I can two thousand and

nine we were five and
a half million dollar business and

you look at the ONJ Pym and you say.

The Those those are now this works

business lines the grain him
are the industry business climate and

the sign industries and
you can see that most of the china.

We have been ahead of and leaders in and
our industry product lines.

But if you look at our picture.

I think that for
the laught is our growth and introduction.

Products product once.

And in the in the on the right
hand side are the mature and

declining markets that are.

The product lines that we have so as we
look at that in two thousand and nine.

We said Cotgrave ninety two
percent of our products and

our services are either
in mature are declining.

Stages.

So this was a pretty eye opening
experience and certainly motivating

to us and our executive chamber and
our and our board of directors.

So we really needed to
do something drastic and

it turns out that we have this idea of

a what Tronics recycling
brewing at the time and.

And so we said hey we're nonprofit
This is a for profit business.

Well why not.

So we have we have a client that
we are when we get to a point and.

We're doing this this client always

got finish with whatever they were doing
and our clients are trying to me and now.

And she would sigh.

I don't know I am this conning Well
that's what our executive trying to say.

And and so what we do and
I am is conning why don't we.

Here's our path that we took the move.

We first put our facts together.

And we put our our market
information together.

Well first I go and

see if I can find a good quality
consultant that can help me do this.

This is my job coach.

And now.

And so we we put the facts and the and

the market studies together and
we took it to our board and Mike.

Very very motivated about it as as
our executive team already had but.

We also have always had a culture
in a valuation then and

and partly because we've done some
innovative things and I've worked so

you kind of tend to do those
successful things again.

So.

So what I had to it was communicate
that this was a good risk worth taking.

And we kind of didn't have
another point if you will.

So I had to engage our staff and and
our leadership and get everyone on board.

Actually that wasn't that hard.

But because I had the right leadership and
you have to put your team together and

we had some core people on our leadership
team that became our decision time that

I'll talk about in a minute but the next
thing we had to do is get the funding and.

And that takes a bit of
planning a bit of time but

I think we did it kind of in record time.

But one of the things that
we have been doing for

several years is when we
have business success or or

financial success squirrel wife some money
into what we call our new venture fund and

we put that together several years ago and
have actually used it on two or

three occasions so
I had to do some convincing to you.

Arm to be eyeball to dip into that
several hundred thousand dollar

event your fund to say this is
an adventure worth talking.

So next time we put
together a Wakely decision.

Susan was part of that but
it was a cross functional time

that we put together.

There and we met every week
every Tuesday like clockwork.

And.

So that's kind of the payoff.

But if you really want to
look at this the right.

You would have this umbrella over it.

And that I'm brought along would
have these kind of words on it like

commitment discipline stamina.

Determined I should not.

And many others.

So there's not an umbrella but
believe me that I'm Brower was fire.

And all.

This is a basic this whole
process is a nice thing but

it's it's a very sound process and
it's worth it.

So Susan has told you

all about that that you've got to
have all different kinds of people

on your Chaman you really need a certain
kinds of thinkers on the left.

You'll find that she ninth this.

We don't have frying
works we just do it but

she she mind it and
it's just silent whitening.

The critical thinkers are on the left
the creative thinkers are on the right.

And the blended thinkers
are in the middle.

You've got to have in order to do in
a fashion in growth you've got to have

those evolvers and
disruptors the you need a mom.

You need everyone but
you've got to have those people.

And honestly we didn't plan those

people quite like that but
interpretively we had them.

And and I think that what
we've learned is that that's.

I think we've understood this
now looking back that that party

part and
parcel of the success that we've hired.

So.

So then it's all about metrics.

I'm all about metrics and
numbers a level so

we're good at turning
him in that respect but

when you're trying to
measure your success.

Yes we've made money on this and
that's always the easy

success indicator to boards
of directors and and.

And staff who are looking for
is there going to be money to

give me a pay increase or
whatever those practical things are.

But really.

We had so many metrics that we
we just could not even focus.

We just had to focus on a few it just
we couldn't do it any other way.

So we.

We this our triple bottom
line we have social metrics

of of course jobs and
and and independence and

and confidence and
success for individuals.

We also have huge economic
indicators where we are reducing.

Public assistance such as.

Dependant some Social Security.

Food stamps unemployment compensation
many many public assistance programs

and of course taxes paid
into the system and

of course the environmental
impact goes without sighing.

It has in measurable.

Metrics that.

But we are convinced that all
the environmental electronics recyclers.

Can climb those environmental stick.

Mystics and
I desire to by way have something

that no one else can touch and
that's the social and the economic.

Metrics that we have we can produce and
we are certain.

That.

Razan our customers come to us.

Many of them is because of our metrics and
because.

Certainly we do it right.

We have a quite facility.

How has security.

We have right customer service

all of the things that you must
have to be a good business but

it's those other things that people
are noticing about our social enterprise.

We this is our annual statistics
these are any Well metrics that for

just the last year or so
all of these are annual and I and there

were only four categories that I want to I
want to point out here in this one slide.

The personal impact of the success
of our social enterprise

the community impact of our success.

And of course the challenges and
success in our organization and

of course the environmental impacts so
if you if you'll take a look at the top.

We are we.

We have our client trying to use we.

I just love some many of the little
tidbits that I get from them but

I particularly love this quote.

That one of our clients said.

I like to ride a check not get a check.

And and surely that has
happened to three hundred and

eight people who have emerged from
our program as confident independent.

Successful contributors to our community.

By now have money to spam and
yes the ability to write a check.

The community impact of
the success is that there are more

taxes going into the system and
less public assistance going out.

They or their organizational impact
it's really just the great short years

we've had a twenty
percent growth in Mission

revenue where we are supporting
twenty percent more mission that we

than we did three years ago with
just this one social enterprise.

We've diversified our revenue.

Always good love to spread that
overhead a little bit farther.

We've energized our board and
our style people our side

who we can do this and and
we've built our skills.

And our confidence and
we're ready to do it again.

We still have more work today on
this one I have to hold them back.

But the environmental statistics are just

hugely significant you look at
what impact we've had we we we

recycle a million pounds a month
twelve million pounds a year and

it's equivalent to reducing
one point three million pounds

of hazardous waste tuck into one and
two mill two thousand cars.

Plus off the road and
it can run the energy that we've seen

by recycling instead of rebuilding
is six hundred seventy seven.

Howard a six hundred seventy six thousand
can't even read the numbers of numbers but

hunts and so look at but
look at the why does the.

The taxes that have been paid into it and
the reductions in public assistance.

These are are here.

Seventy one full time permanent jobs and

trying to three hundred ten people
in just this social enterprise.

So what's the new picture look like

remember that whole picture where
everything is on the right.

And I was on the last ninety two
percent was a mature and the climbing.

Now we have forty percent.

In in the.

Growth in a variety of.

Stages.

We've doubled our revenue we have at those
seventy one jobs and most for trying.

Those three hundred.

People.

While in our nation that twenty percent.

It's incredible.

This this initiative has
not only done this for

individuals but
it's revitalized some of our mature and

declining part products and
services that we that we have here.

I am we feel like we're more and
in control of our set of our own destiny.

So what's next.

And topped out.

We are looking at a national network.

Of community we're able to programs
wife hours across the United States.

We we're putting we're going to help
put them in this recycling business

with the sign mission.

These people have the sign nation their
communities can can have the impact

that that we have and
the greatest thing is going to rise.

Everyone because we're go.

To be able to serve their customers
the federal government and

not have to transport a Weist and
go out for

long distances more sidings
more environmental impact so.

Truly and
if I should has been a liberal writing and

Sion and I guess the fear of failure

could have been vital to us because
we wouldn't be where we are today.

So we look.

We look pretty good on paper
with what's happened but

I want you to see what what we
really look like on a daily basis.

This is yesterday's

news coming up but
I want that I don't have to remember this

one

but

it

was felt.

So great progress from zero
to two where they are today.

All right let's see there's this.

OK OK So we're running just
a little bit long but so

the bottom line is you can see what
they were able to do in just three years

now moving into an area for
national development.

This is where you can go and
get content and

photo if you want look at some of
the models and no matter what you do.

Just make sure it has some heart in it.

OK And so let's open for questions now.

Thank you thank you.

Look at sort of some of the reworks is
a for profit it's like right now or so.

So not profit as well.

So when said social poses point.

It was like it was a for profit
business but was social promotion but.

Now.

OK well.

My question was if you had a for

profit nonprofit How could they co-exist
but that's not really the shoes.

We're thinking about now.

And now and
there are a lot of good reasons to

think about but one of them is
that I would really like for.

Our employees.

Let's meet our employees with
disabilities to be owners part owners.

Of the company and now you can't do
that nonprofit there are no honors.

So I have this vision that
that they're going to be.

Owners and running their own companies
saying can you have you ever heard of B.

Corp at all.

Does that sound familiar to you at all.

They watch the corporation a course
I know yes yeah absolutely.

We don't have that capability.

In Georgia.

But that's working very
well in other other states.

OK I have a question as well which is for
your talking about innovation and

how there are different
people that are necessary and

particularly in the middle was the of
golfers and the disrupters and

I'm just wondering if there are those
characteristics within your staff

already and what do they look like or
do you have to train them to be that way.

How can you identify them
in your organization or

how did you identify them
in your organization.

Why you know.

Intuitively we have those
people on our team and

I guess it's because we just
intuitively like it's coming.

People but because of the culture
we have but I think so.

And really up to us when we first
were introduced to novice works.

We knew that they needed the kind of
innovations called a leading innovation

that's high growth and in order to
managed high growth initiatives.

You need these kinds of players and

the team that they have chosen fit
this need so for us it was sort of

a no brainer to get involved because they
have the right leadership team in place.

There are the kinds of initiatives that do
not require those people who think on both

sides of the brain.

That there are tests.

OK so the video you showed was an assembly
line of electronics recycling right.

Yes Yes The video showed electronics.

And it was only one part
of our organization.

OK as a nonprofit I was curious
are the workers on that's I mean one or

are they paid average minimum wage or
are they paid and

they are paid higher than minimum
wage by have full French benefits and

and have a career path through out there.

Their entry level jobs and
their jobs are there.

Jobs and science there are jobs in.

There just jobs throughout.

So yes there is a career for

somebody you know not everybody and
it's tied with this.

I need to start with us and and move on if
I can grow farther and want to wear with.

It can you tell us a little bit about
the other things that go on it.

Tommy noble as I was looking at Web site
there's quite a lot of things that you

you do and I'm interested in
reworks is there sir plus.

That comes from that business
that helps you find the other

businesses the other business units and
services that you provide.

Absolutely.

As I said we sorta have
a lot of business lines and

I don't know how many we had
up your butt but wait to.

We do trying and

we're able to service is vocational
rehabilitation services we have.

About four tuning federal contracts
where we staffed with people

with disabilities my
own room supplier aims.

Such security administrative positions
we do that for hut Corps of Engineers.

We do all the janitorial
work at Dobbins recycling.

I mean Dobbins.

Air Reserve Base and they're recycling
they are all of their recycling except

electronics the government doesn't have a
protocol yet to do all of the electronics

recycling that would like to to make
sure that that's secure enough.

We have.

Community work sites where and that's.

Really where we prefer to do our training.

We have.

Community work sites where people
actually go to go to their training at

Kroger at once and
minor which is a medical packaging company

where well star warehouse and
other parts of well star.

We have a number and
we do we do work for first day to task.

And in many ways we do fulfillment for
them.

We do box miking we have Remember we serve

all different types of people
with disabilities so people with.

Blindness and deafness have
two completely different name

intellectual disabilities people with
mental health issues all of those things

we've got have a smorgasbord
of kinds of services.

We also one of our product lines as
I call it is is our foundation and

we do fun writing we have a vehicle
donation program we take payments

vehicles and and
recycle they have goals and resell them.

Well so what else is a we do this
is really code was something new.

It's a new social enterprise and

you'll see you'll hear more about
this because it's going to.

We are working with Asbury on a motive.

And I don't know how many of your
drive and Lexus right now I'm not but

this is the Lexus dealerships
in smart are Roswell.

Alpharetta we just opened another one
in the morning bowl North Carolina

and we are running a coffee shop for

them with people whose disability
is on the autism spectrum.

That's And it's called Cafe Bland's and
this is their initiative and we are under.

With them but
we are partnering with them to

put these in dealerships they have eighty
five dealerships all over the southeast.

So these are individuals
on the autism spectrum and

there are all kinds of jobs and
a café in the café Bland's

opportunity it's just it's
miking people pulling.

Other questions.

I thank you for coming in first of all.

Now you have gotten such great
growth by starting this new

kind of social enterprise What are you
doing to continue that growth now

in the future coming years.

Now that we know that we can do it and
we have a fire and we have.

In fact one of our what is
the owner offer or disrupt evolver.

OK.

OK Mike has an idea does your.

And now and you have to cry.

Man because we've got to get it done.

You know you can't have and I think it
is your You've got the IP to do it so.

So the kind of people we're looking for
are those people who have those ideas and

can can take them and
put them in factual business

plans and so
you know this is going to work.

It's kind of like a different more
than anything it's going to promote

our mission.

We're not looking at things that
don't promote our mission and

employ people with disabilities.

Yet I think I think another huge growth
strategy is just to continue to roll this

out on a national basis because the other
community rehab centers that have seen

the growth of They've experienced
they're all like help us do this and so

it is it could be phenomenal based based
on the metrics that they're offering and

the way clients are choosing to be
with them because of the metrics.

So it's that's amazing.

Yeah.

Yes.

People are saying why
don't you find trans this.

Well back.

That's not really what we want
to do we want to grow it but

we want it to grow us while we're
growing it and not come find company.

We want to be the same thing we
are which is a mission by store.

OK.

Thank you for coming.

My question is this isn't.

So hard is finding new clients work for

as a writer is it to see him as
other consulting firms and are you.

The only firm in this business
are their competitors as well.

Well there are lots of competitors in the.

I think the question was
about how do we get business.

And number two was the competitors in
the business there are lots of people

millions of people especially with the
economic crisis going on that evolved and

have sort of appeared in
the innovation space.

Usually they'll have a piece
that they really specialize in.

As far as we know in terms of going all
the way around to the thinking patterns

required to create the ideas where the
only people to have that kind of end and

innovation product but
there are lots of different versions of

innovation out there on the social space
there are many models the ones we have

seen the most of are the models that tell
we're going to teach organizations how

to choose it's sort of like pig number
two the one that says we're going to do

the organization the same way we're
going to carve aside money and

we're going to donate that to a cause.

So most of the people that we see in
the space are and door number two.

So to speak and not literally using it
to drive it as a core growth strategy.

That's what we're saying OK great.

I'm not going to comment.

It's supposed to be this
question out surprise answered.

So I've got to it's a good one but

I don't know if we have time for it and
if you if you need to go please.

It's a good.

It won't go away for me to post.

OK I asked McConnell and.

You know in the world of carbon credits

you guys are hearing about carbon credits
are being issued mitigation bank credits

etc etc Where do opportunities exist for
social credits.

OK Is there a way to get tax incentives
in credits back for employing for

example people with disabilities in
the social implications of that.

Yes and.

Thank you for
asking that question quite welcome.

Act But I think the reason I want to
talk about it is because these people

I would they're going to say I pull to you
guys always and I assume this happened and

you can advance this idea

after Senate this a couple
times to some legislators side.

And and
that's kind of how far we've gotten.

But but
I do think that the the big Corp's and.

Non-profits and and

companies that want to really Mike
a difference in the social environment.

Is you know if we could get
tax credits to I mean if if I

get tax credits why not get social
credit that can can take people

and the like productive individuals
out of what could that do for

our economy type people and
put them to work doing something and

giving companies incentives to do
that instead of just tax credits

to the impact again I just I love this
metric of you you hire someone you

employ someone that has been employed
before with disabilities you reduce public

assistance you increase tax rates tax
paying rates at the same time I mean it's

it's an amazing number in terms of
the multiples of what happens to it.

So that certainly is worthy of social
credits you guys work on that.

Yes we're coming up on me thank you Rick.