Client Feedback Tool
  • When is a door not a door…when it’s ajar

    Posted on April 10th, 2014 Sally Orcutt No comments


    When is a door not a door … when it’s ajar.

    I still remember my grandmother telling me this one more than 40 years ago. I believe I remember it because I didn’t see it right away. But once I did, it made perfect sense and I felt the joy of discovering the hidden meaning.

    When is client feedback not really client feedback … when it’s not about the CLIENT.

    If a firm is asking their clients for information, it should be “about the client.” This means putting the client first in how you ask. The difference impacts the clients’ answers, and how you respond going forward.

    5 Ways to know if you’re getting “client feedback”:

    1. Client responses change your process. Client responses should have the ability to impact how you serve them. If you can’t take specific action to a question answered, don’t ask!
    2. The request benefits the client. The client receiving the feedback request must see the value (to them) of responding.
    3. It’s not an autopsy. Requests made during the project while there is still an opportunity for their responses to be acted upon drive participation from your clients, and gives you time to take action when it matters most.
    4. It can be acted upon. Your client is responding to the person that has the ability to act on their request. No one else can fix the project other than the people working on it. Keep them involved.
    5. Value added – not time waster. Don’t throw away any questions on ‘knowable’ information. “Was the project on schedule?” That question is one you should already know the answer to and asking makes you sound like you don’t know something you really should. Focus on areas that will benefit the client and that your firm has the ability to influence.

    Discovering hidden meanings in life is a universal delight. Effective client feedback is a great way to uncover what you didn’t know, simply by asking and asking well.

    Live Webinar: Ryan Suydam, co-founder of Client Feedback Tool and industry expert on understanding client expectations will share 10 case studies detailing the impact of real feedback on the bottom line of the clients involved. You will learn how they discovered the hidden, and turned that insight into real dollars. Register now for this 45-minute webinar to be held Thursday, April 24th at noon (EST). Click here to register. You will receive a login confirmation.

    Client Feedback Tool is a recognized expert in the feedback business, particular for the A/E/C industry. The company was founded as an extension of an architectural firm that realized if they just had a richer understanding of what their clients valued, life would be so much easier. That said, we share with you the expertise that has come through the hard knocks of learning what feedback is (and is not).

  • Do you know how much your clients value your services?

    Posted on March 4th, 2014 Ryan Suydam No comments

    As the premier feedback surveying group for the professional services industry, we
    are gathering anonymous fee and rate setting strategies from firms across the

    By taking the following poll, you will have immediate access to the data
    gathered to help you in your fee and rate setting.

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    Interested in a final report?
    This poll will remain open for several weeks. If you would like to have the final combined results emailed to you, please send us your email.

  • What’s it like to shop at your store?

    Posted on January 7th, 2014 Sally Orcutt No comments
    What’s it like to shop at your store?

    Our thanks to David Stone (Stone & Company) for agreeing to be our guest today and allow us to share this post. If you haven’t already heard of David, he is the founder and President of Stone and Company. He has been working in the design and construction industry since 1974. He has owned his own architectural design firm and has written books on marketing, business development, and project management.

    I had heard of Ukrop’s before reading David’s post. During my time at an ENR 500 engineering firm, one of our firm leaders asked staff to share any exceptional customer experience stories they could remember. One team member had come from Virginia and had shopped at Ukrop’s. She shared stories very similar to the ones David shares. As a firm, we sought to put our clients first. Ukrop’s served as an inspirational model for our firm on how attitude really could and would drive client loyalty. To read more from David, visit his Blog.

    What’s it like to shop at your store? (posted January 7, 2014)

    There used to be a grocery store chain in Virginia called Ukrop’s. They were in business for more than 70 years until, a few years back, the owners took their well-deserved rewards in a buy-out. While they were operating, they had an almost mythical reputation for customer service.

    I never got to shop there myself, but over the years I’ve met many people who did and they invariably had their own, personal service stories to tell:

    I stopped in around dinnertime, having just picked up my 18-month-old from daycare. She’d neither eaten nor had a recent diaper change and was wailing up a storm. I pushed my cart into one aisle and saw an employee – probably late teens – stacking shelves. When he heard the screaming baby, he dropped the soup cans and ran out of the aisle. But not 20 seconds later, he was back. He’d run to the bakery department, grabbed a cookie and asked if it might help her feel better!

    I was in search of chopped walnuts for my annual Christmas baking spree. The shelf was empty and the grocery manager confirmed they were out of stock. But then he said, “Carry on with your shopping. I’ll take care of this.” I then watched as he went to the front of the store, nabbed one of the employees bagging groceries, handed him a $10 bill and told him to run across the street (to a competitor’s store!) and buy a bag of walnuts. By the time I was in the checkout line, the young man was back, handed me the bag of nuts with a smile and wished me a Merry Christmas!

    Before we moved to Dallas, we lived in Virginia and always shopped there. About six months after the move (when the Postal Service stopped forwarding their advertising flyers) I received a personal note from the President. The note said how it had come to his attention that we’d left the Richmond area; how he wanted to thank us for our patronage during the years we’d lived there; how he wished us the best of luck in our new home in Texas and how, if we ever returned to Virginia, he’d love to welcome us back to Ukrop’s.


    There are some interesting take-aways here. First, everyone I met was an enthusiastic, unpaid member of the store’s marketing department. They loved to tell their stories and recruit new customers. Second, they all agreed that it was more expensive to shop there, but absolutely worth it. Finally, it doesn’t get much more commoditized than chopped walnuts. But the fantastic service was enough to break that price sensitivity.

    So, what’s it like to shop at your engineering store?

    You didn’t know you had an engineering (or architecture, or construction) store. You have customers. They come in to buy 10 pounds of engineering. And the whole time they’re evaluating what it’s like to shop at your place. What’s it like to phone in to your office? What’s it like to have one of your Project Managers run a meeting? What is the ‘customer experience’ like at your firm?

    Every retail operator in the world today is talking about customer experience and trying to make it better. At the start of this New Year, why not make it a point to ask some of your customers about their experience. And then do something to make it better.

    You’ve got a lot of competitors and they all sell the same chopped nuts that you do. What’s it like to shop at your store?


  • Firm Metrics + Client Metrics = Success

    Posted on January 7th, 2014 Ryan Suydam No comments
    Firm Metrics + Client Metrics=Success

    As the New Year begins, most businesses, including ours, look for ways to drive even greater success than last year. We’ve all heard Peter Drucker’s quote, “what’s measured improves,” so most of us measure financial metrics regularly to try and drive success. Are we on track to achieve our goals? Is a course correction needed? And if so, what do we need to change?

    If your firm is only measuring financial metrics, are you measuring all the metrics needed to create the success you want to achieve?  If what you measure, improves, what else could you (should you) measure? What else do you want to improve in 2014?

    Take a moment and think about that question.

    So what should you measure?financial growth

    If you are like most A&E firms, you evaluate project performance based largely on the efficiency with which the project is completed. Did your team complete the scope of work in the contract and meet the desired profit targets? Did the team provide the client with expected deliverables — without doing a lot of re-work or free work? Did they match deliverables to the contract and avoid scope creep?

    Measuring project efficiency is essential to success. So is having a streamlined process to completing similar projects. If your teams started from scratch every time they began a project without using what they had learned from previous, similar projects, there is no way they could achieve target profits. Talk about re-inventing the wheel!

    Here’s another question to consider. Does measuring efficiency proactively prevent profit killers like re-work or scope creep? Or is it a reactive measure?

    There is a certain logic to the idea that if each of your teams follows the project delivery process identified for a particular type of project, the outcome would be the same. Each client would receive ‘correct’ deliverables based on the scope outlined in the contract. So why doesn’t it seem to work out that way?

    For nearly ten years we have been working with clients in the A&E industry. We have heard hundreds of stories about projects that should have been successful but weren’t. They had everything. Good staff. Good client. Good process. And yet, the results were often not what they expected.

    No matter how great the project circumstances may be, each client is different, the same client will change over time, and the criteria for success keeps moving.

    Client Feedback Tool focuses on helping our clients achieve the long-term success they desire by measuring all the metrics important to project performance. As the title suggests, this includes measuring both financial metrics and client metrics. Client metrics measure how well your process is meeting your client’s expectations at each stage of the project. If your team is not asking whether their client’s expectations are being met, they are making three dangerous assumptions:

    • Their existing project delivery process will meet the expectations of a new client (or a new project manager for an existing client).
    • There are no external factors that might influence the expectations of a project manager they have worked with before on ‘this project’.
    • You and the client have the same understanding of project communication, deliverables, etc.

    When your firm uses real-time, project-based feedback, you give your clients the opportunity to share their changing preferences and priorities with you throughout the project. You eliminate the assumptions that can result in poor project performance and unmet expectations. You strengthen your relationships with your clients as they realize that you really care about their goals. And, because the feedback you request is designed to benefit your client, you also give them the ability to help you help them achieve the success they desire.

    And the benefit to your firm? You establish a reputation as experts. Elite players. Premium brand. This expert status has powerful financial impact. In addition to reducing or eliminating re-work and scope creep, you become the ‘go to’ firm for each of your clients, who then provide you with a steady stream of profitable work.

    As 2014 gets underway, let’s challenge ourselves. Instead of measuring the same things you have in the past and expecting different results, take the strategic step of tracking the metrics that matter. If what is measured improves, are you measuring the metrics needed to create the success you desire? Request a Live Demo to learn more about measuring client metrics to create firm success or give us a call at 866.433.7322.



  • “Measure What Matters” Client Feedback in the AEC Industry

    Posted on December 17th, 2013 Sally Orcutt No comments

    I would like to thank LeAnn Nowak, Marketing Director at Base Builders, LLC for agreeing to be a guest blogger for Client Feedback Tool. LeAnn recently attended Mike Phillips’ presentation at the PSMJ Industry Summit 2013. In her post, LeAnn shares her thoughts on Mike’s presentation “Firm Metrics + Client Metrics = Growth” and the importance of ‘measuring what matters’.

    I’ve just returned from the PSMJ A/E/C Industry Summit – it was an education filled two days with sessions covering all aspects of business management in the industry.   One of my favorite sessions was regarding measuring client satisfaction led by Mike Phillips, AIA, IIDA the President and Founder of Phillips Architecture and the Client Feedback Tool.Customer-crossword-for-blog

    For the past 20 years I’ve been speaking (and preaching) about measuring metrics – it goes hand in hand with marketing and selling business management software.  It is important for me to relay the message that AEC firms need to know their metrics if they are going to be wildly successful.

    Mike fully agreed with measuring metrics but he put a different spin on it.  He talked about measuring what really matters. Your client feedback.   Why are you in business after all?

    If you are aware of your client expectations and perceptions and realize that they will change then you can improve your value to your clients.   The number one reason that you want to obtain client feedback is to make your client experience better but it can also help you to improve the way you run your overall business and can have a big impact on your staffing and employee relationships.

    Think about it in terms of what is important to your employees – one of the number one reasons that a person leaves a firm is that they feel they are not recognized for their performance. If you are measuring their performance in terms of client satisfaction you will be able to provide them with the recognition they deserve and therefore can improve your retention.  And, the feedback can help you identify future leaders as well.

    Be sure to measure your helpfulness, your responsiveness, the quality, budget, schedule and accuracy of your project deliverables.  Be sure to measure real-time at the project start and through each phase as well as at close out.  Include your employees in the process of gathering the feedback  — you might think that the hardest part of this is gaining your employee buy in but remember this quote from Mike: “Whatever is measured matters. Staff pays attention to what matters.”   If you are using the information you collect then you will prove the value of the information and your team will want to participate.

    While I still fully believe you need to measure the financial indicators in your business – I have also added a new talking point to my “war chest”, let’s all measure client feedback and improve the value we offer.

    Thank you again LeAnn. To learn more about Client Feedback Tool’s integrated client feedback process, visit our website at

    Base Builders, LLC was born out of an electrical engineering practice and focuses solely on the AE industry. To learn more about business/project management software for small firms visit their website at

  • Just Click the Dot for Details

    Posted on December 12th, 2013 Sally Orcutt No comments

    As a project manager you have more to do in any given day than you can possibly get done. Sound about right? And, as if you don’t have enough to do, you sit through team meetings, office meetings, and visits from the top leadership where they remind you how important it is to ensure your clients are your top priority while also achieving strong profits. Okay. Now for the big question – how do you balance both priorities?

    Do you remember the EASY button? Well I think Staples© was really onto something with that. I can’t tell you how many times I’ve wished I had one of those to handle tasks that I knew were important but that I struggled to get completed. Have you ever wished you had one to measure how things were going with your clients? Wouldn’t it be great to have a one button solution when your supervisor asks you how things are going with your clients?

    Well, now you do. The answer – send your clients project surveys!

    Client Feedback Tool grew out of an architectural firm so I definitely get it! As strongly as I believe that getting feedback from your clients is essential to building strong and lasting relationships, I am well aware that time is the one thing project managers in the A&E industry have in limited supply!

    So you may be wondering, he just acknowledged that project managers have no time for extra steps in the project management process and yet he is suggesting that we send project surveys to our clients? Fair enough. The truth is that it takes less than 2 minutes to send your clients a survey. And, the information you get will save you so much time!

    Every time one of our clients sends a survey, their clients’ responses are logged onto a scatter plot like the one in this figure. One of several reporting options, the scatter plot analyzes how well client expectations are being met. It takes less than a minute to run and you can schedule it as a weekly or monthly recurring report. Our clients see a snapshot of what their clients are saying. Are you starting to see how this will give you the information you need?

    Each of our surveys consists of about 6 – 8 questions asking how well client expectations in different categories are being met. The blue dots represent individual pieces of feedback from one of those surveys. With a 4.0 indicating that the client’s expectations are being met, this one chart can be your very own EASY button!Scatter Plot revised

    With one quick glance you can see that overall you and your team are meeting, or exceeding, your clients’ expectations. But there’s more.

    When you click on any of the blue dots, you immediately see:

    • What project that piece of feedback is associated with
    • What question was being asked
    • Who answered the question
    • Any specific comments by the respondent

    It’s important to note that using project surveys does not replace the ongoing conversations you have with your clients.  However, with a strong feedback process you can, in about 5 minutes a day, get the details you need and get back to managing your projects. If there are ever any challenging responses, a simple click on the blue dot gives you the information you need to begin finding a resolution before their concerns become problems.

    In addition to seeing the results for the clients you manage overall, you will have the ability to see a scatter plot for each individual client as well. Now, with your very own EASY button, the next time you are asked ‘how are things going’, you will have the information at your fingertips!

    Interested in learning more about using project surveys? Visit our website at and click on Feedback 101.

  • If ‘Life is like a box of chocolates’, what are you saying to your clients?

    Posted on December 4th, 2013 Sally Orcutt No comments

    I’m not sure what made me think of this famous line from Forrest Gump as I started writing about balancing relationships and productivity at the holidays. I even did a Google search on the quote and found a YouTube clip of that park bench scene. I debated whether or not to include the clip. As you’ll remember, Forrest’s mama said this to him because, like taking a piece from a box of chocolates, (in life) you never know what you are going to get. Hmmm, not really relevant to balancing relationships and productivity is it. But, then again.

    If you are like most firms in the A&E Industry, November and December are challenging months to hit utilization goals. It is no small feat to balance employee time off with project delivery and profitability. Balancing these elements is certainly essential for the health of your business. But, what about client relationships? With so much energy internally focused, is it possible that your client focus is limited to just sending a basket of goodies or a holiday card? Is there a chance that your clients’ experience during this time will be like that ‘box of chocolates’? They will not be sure how their project’s schedule, budget, and quality will stay on track.

    Okay, maybe this analogy is a bit of a stretch. However, here’s the thing. Your clients are balancing many of the same challenges as you are during the holidays. They are trying to keep projects on track even as they too are short-staffed. So how can you increase your value to them, balance your internal metrics, and really bring some holiday cheer to your clients (and your staff)? Here are three easy to implement candy pieces for Blogtips that will set your firm apart from the rest:

    Communicate and collaborate. As you review your staffs’ requests for time off, why not take a moment and give your clients a call. What does their schedule look like? When will the key staff that need to review the upcoming deliverable be available? Your clients will appreciate that you considered their schedule. And, you will be able to plan your team’s workload more effectively.

    Manage expectations early. When you set up your project plan, you likely considered the schedule impact of increased staff time off. However, we all know that schedules can be fluid. Your plan to be at a specific point in the project during the holidays can, at times, slide off course. Talk to your client. Share with them your strategy to adjust the schedule after the holiday to make up for lost time. Will that work for them?

    Thank them for their business. Yes, in addition to the holiday card and the box of goodies, pick up the phone and thank them for their business. Clients are individuals and they, like you, love to feel appreciated. We all know that the A&E Industry is a relationship business and relationships involve an emotional connection. Sure, it’s business. Even so, take a couple of minutes and make it personal as well.

    And yes, here is the YouTube video clip.

    Client Feedback Tool is committed to helping our clients build strong relationships with their clients through project-based feedback. Visit our website and watch our 3-Minute Video or email us for a personalized demo.

  • Rethinking Client-centricity or How to be in the Top 5%

    Posted on November 26th, 2013 Ryan Suydam No comments

    “Differentiation” has become the new marketing and business development buzz word. With so many firms competing for the same business, many a strategic planning meeting includes a conversation on this challenging topic. When your firm provides the same or similar services as your competitors, it isn’t surprising that when leaders are asked for their ‘differentiator’ there is an almost deafening silence in the room!

    Enter Client-centricity. In the A&E industry, the road to differentiation seems to be linked to demonstrating how ‘client-centric’ a firm is. Creating value in the client experience is now more than just a topic of discussion in the marketing department; it is the subject of board and strategic planning meetings.How are firms tackling the challenge of integrating a client-centric culture into their entire organization? Some firms are launching client experience departments or teams whose purpose is to create behavioral guidelines to drive real change across the organization in every department and at every level. I have spoken with some firms who have interviewed their top clients to find out what they particularly like about the project delivery process. The goal? To understand how their clients want to have projects delivered and then integrate those elements into their overall project delivery process.Unique Approach small

    What’s wrong with this picture? An article in Harvard Business Review suggests that understanding a client’s selection process and analyzing their experience after they have chosen to do business with you will provide your firm with a powerful tool for differentiation. There’s the difference!

    There is no argument that a key to profitability is efficiency and a sound project delivery process. If you changed your process for every project, even those with similar deliverables, you and your team would remain on a never-ending learning curve and profits would suffer. But think about this. When you consider your co-workers, family, and friends – are there any two of you that like things exactly the same way? Chances are the answer is no. So, trying to be a client-centric firm while delivering the same process to each of your clients is a bit of an oxymoron!

    What’s the answer? Be really different. Treat each client as an individual. I know that answer sounds almost too obvious. But think about it.

    If the A&E industry is using client-centricity as their ‘differentiator’ and the majority of those firms are using a best practices approach to demonstrating this to their clients, then forgive me, where is the differentiation? I’ll go back to the Harvard Business Review article. Their definition of differentiation is ‘offering something of value that clients can’t get anywhere else’.

    Enter the Top 5%. Currently only 5% of A&E firms across the country are using a proactive feedback process to understand how each of their clients wants to have their project delivered. Let me state that again. Only 5% ask their clients on a regular basis how well their processes are aligned with their client’s expectations. That is a real differentiator!

    Client Feedback Tool grew out of an architecture firm nearly 10 years ago. The driving force for our business then – and it remains just as true today – is the knowledge that each client wants to be treated as an individual. And, that while processes are essential to profitability, the small changes made to deliver on individual expectations pay huge dividends (including increased profitability).

    Is your firm among those trying to find that differentiator that will separate you from the rest? Let us share our feedback solution with you. Give us a call at 866.433.7322 or click here to set up a free, no-obligation demo.


  • Project Conflict – cause for stress or road to opportunity

    Posted on November 7th, 2013 Sally Orcutt No comments

    If you ask friends or colleagues how they feel about conflict, you will likely know their answer even before they speak. Their body language will tell you immediately. That is because most people view conflict as having to do with arguments, agitation, and to an extreme extent, hostility. But what if we reframe the way we look at conflict? Is there a way to see conflict as an opportunity? What if we accept the fact that conflict is essentially about the gaps in expectations that happen when individuals interact?

    All project teams hit a bump in the road at times when it comes to gaps in client expectations associated with deliverables, communication, or schedule. When this happens, project conflict can occur. There is certainly no magic to ensure this doesn’t happen but there are three actions you can take using feedback to minimize the frequency and to turn these gaps in expectations into an opportunity to learn more about your clients. Orange Man Consultation

    Don’t avoid it or ignore it. Just because you are not aware of the gap between your clients’ expectations and what your team is delivering does not mean that the gap doesn’t exist. Both you and your client make assumptions related to their project every day. You assume that the way you have done 50 projects in the past that are just like this one is the way to progress on this one. Your client may have expectations (or a vision) about what the deliverable will look like that is different than what you are planning. It happens. However, if throughout the project you ask for feedback, you will catch these gaps in expectations as soon as they occur. And, the sooner you and your client have a conversation about the difference in your expectations, the sooner your project gets back on a healthy track.

    Don’t blame anyone. I have heard many A/E/C firms speak of having difficult clients. They say their (clients’) expectations are unrealistic, inconsistent, and that they just expect you to read their minds and know exactly how they want things done. This may be true. But beyond the obvious problem with telling your clients they are wrong, playing the blame game may create an attitude on your team that your clients will pick up on. By looking at project conflict as nothing more than a gap in expectations, you and your team will have the opportunity to learn more about each client. As you solicit feedback from your clients, you will close any gaps in expectations and be recognized as their expert.

    Communication – the great conflict alleviator. You can avoid having conflict escalate or go unresolved, by communicating regularly with your clients. Asking for feedback on a regular basis lets you keep a pulse on whether or not there are any expectation gaps. You will quickly see if there are any issues that need to come to the surface? By asking for feedback and following up, you will keep the channels of communication open. And, you will give your clients the opportunity to share with you their ideas and thoughts about how they would like you to serve them.

    Getting regular feedback lets you build an easy rapport with clients. The Client Feedback Tool process is easy and comfortable for both you and your clients. Integrated into your existing project management system, the feedback you receive provides you with new ideas about your clients’ preferences. We hear a lot about being your client’s trusted advisor. In addition to being their trusted advisor, you will also become the expert at how each individual client prefers to be served. Visit our website to learn more about using feedback as an opportunity to turn conflict into client loyalty and trust.

    Related posts: 3 Ways Client Surveys Build Stronger Relationships, Using Project Feedback to Increase Profitability, An inside look at the numbers – reducing client problems by 83%

  • “I’m gonna make him an offer he can’t refuse.” 3 Lessons you can learn from Don Corleone

    Posted on October 23rd, 2013 Sally Orcutt No comments

    It’s all about what you offer your clients.

    When Don Corleone made his offer, do you think he had his audience’s attention? Was it compelling to his listener?

    Here are 3 lessons you can learn from Don Corleone that will make your offer to your clients compelling enough to get their attention.Lessons from Don Corleone

    Treat people as individuals. The Don knew that people needed to be handled differently. He used fear to motivate some; respect, for others; and a swift kick in the pants for those like Johnny Fontaine. Do you treat all your clients the same? Have you developed project delivery systems that work well for your firm, and you continue to use the exact same system for all client project managers? Have you ever found yourself in a situation that required re-work or resulted in scope creep because your process did not meet some of those individuals’ expectations? When you treat each client project manager as an individual, and ask whether your process works for them, you build a bond with each one. The next time a project is coming up, this bond will ensure you get the chance to discuss the new work (and probably the inside scoop as well).

    Keep your word. The Don was no saint, but when he gave his word, everyone knew he could be counted on to keep it. Can your clients say the same? Have any of your project managers ever ‘over promised’ and ‘under delivered’? Has there ever been a different interpretation on what the final deliverable would be? Have you ever found out about this only after the project was complete and there was no opportunity to make a course correction? If you had asked at each milestone of the project whether your deliverables were ‘what they expected’, would that have made your client happier? Clients want solutions and they look to your firm to provide them. Knowing that your firm will ask them if their expectations are being met while there is still a chance to change course if needed, gives your clients the confidence that when you make an offer, they can count on you.

    Two ears and one mouth. The Don always listened carefully and didn’t do too much talking. He would sometimes ask for clarification, but he never interrupted. Are you listening to your clients? Are you giving them enough opportunities during the course of working with them to share their preferences so you can deliver on their expectations? Keeping open dialogue between you and your clients is essential to getting their attention (when you need it). You may feel that you are staying in touch with your client throughout their project because you give them regular updates. But is that dialogue? Are you sharing information with them? Or, are you asking them to share information with you?

    Our client feedback system is all about you – our client! It is process-based and integrates seamlessly into your existing project delivery system. We understand you don’t need ‘one more thing to do.’ And, we are committed to working with you to fit feedback into your culture to help you achieve your profitability goals. Contact us today. You can call us toll free at 866.433.7322, email us at or visit our website to see how are system works and get an overview of the process we’ll use when we help you create your plan!

    We look forward to having a dialogue with you!