(Corporate Culture)

Specialized Skill Recruitment: How to find that perfect person

Hire the right talent at each stage of your company's growth. Learn why flexibility and expertise are crucial, and how to balance youthful energy with seasoned wisdom for long-term success.

Gene Naftulyev
Gene Naftulyev
November 14, 2023
Specialized Skill Recruitment: How to find that perfect person

In my last book, I talked about differences in both the types of employees and even executives that a company needs throughout its growth and maturation. So here is a summary of that chapter from my previous book. For many entrepreneurs, the traditional wisdom is that if you do a good job hiring at the early stages of business, you only have to hire someone for a position once and they will grow with the company. I will get into why people think there is never a need to replace anyone, and why that is wrong in a later chapter, but let me focus on the hiring process itself in this chapter. Hiring the right people means you need to avoid hiring the wrong people, and there are many ways to hire the wrong people.

For instance, during those early employee hires, you need to be sure you hire for flexibility and trainability. Everyone, you included, has to wear a lot of different hats. The company can’t afford to hire experts to fill each need yet. Even the owners are probably not experts; rather, they are simply willing to pick up whatever needs to get done to make the next sale and do it.

If successful through the initial startup, what you want to end up with several years later is:

  • Written procedures and processes in place.
  • A management team that plans and knows how to minimize unplanned events.
  • Expertise in their departments who work with other experts in other departments.
  • No one is a jack of all trades anymore.

The personal challenge you face as the CEO – and that the rest of the CxO management team faces – is being OK with not knowing the up-to-the-minute operational details of the company the way you used to. Your focus is on guiding an ever-growing organization, which means, much like a conductor of an orchestra, you focus on what will be happening next, rather than what is happening now. You trust your management staff to execute on the future plans and keep you informed enough to be able to make the right strategic decisions. They, in turn, trust their department heads to know enough about day-to-day, but not necessarily minute-by-minute operations.

The most important reason to hire someone is that they have skills that a company needs, are willing to utilize those skills when the company needs them, and are eager to do this at a rate the company can afford. Secondary qualities, like people skills, will help determine how well this person fits into the company culture and how effectively they will interact with employees already at the company are also important. However, you as a founder or a senior manager liking someone as a person, while it is obviously a plus, should be much lower on the list.

I have been able to find very good people to hire for my clients, but that is not an easy process. Finding a great employee means the company has to do as much work as the person applying for a job. What I mean by that is great hires do not stay available for long. You may receive 25 resumes and see five great potential hires, but those five may have sent out resumes to 25 companies, and the first company to interview them and give them an offer is likely to get them. So do not waste time with filtering tactics that make the candidates jump through hoops. Instead set up an interview immediately with anyone whose resume looks impressive. The first interview may be only 15 minutes and cover just a few questions, but at that point, they are not likely to take another offer without talking to you first. If you simply email your candidates a list of questions, and other companies are already setting up interviews, guess what your odds are of getting a reply to your email?

If you take too long from initial contact to an interview, you will simply end up with the candidates who are most desperate, not the ones who may be the best fit. Finding the perfect employee is easy – it just takes the same amount of effort as making the perfect product or delivering the perfect service!

For many CEOs I’ve worked with, hiring people is second only to firing people as the least enjoyable part of the job in the company. Even ‘people’ people from sales and marketing departments dislike spending time to find the best candidates. Unfortunately, very often that means the solution is just to hire the first person who comes along, replies to filter questions, and doesn’t blow the interview just so they can end the hiring process. This leads to a company full of mediocre people doing an OK job. No one is terrible, but it also means it doesn’t take much to stand out in this crowd. The TV show The Office was based on following the fictional lives of mediocre people selling a boring product. In that show, no one is motivated to do more than the bare minimum. While the head of the office constantly comes up with ideas to motivate people but accomplishes nothing but distracting them from their work. The show was funny precisely because it showed an office full of people doing mediocre work and a boss who thought that his staff was great. It was a TV show written by utterly NOT mediocre comedy writers!

Another common occurrence is to see a company full of twenty-somethings. Yes, there certainly are examples of companies started by teens and others staffed by people just starting their professional careers, like Facebook in its early days, but let’s face it, a successful company like that is a unicorn – it just doesn’t happen very often. For most businesses that have an age bias in either direction, this is a detriment to the success of the company as it starts growing past a half dozen employees. Youth can have skill and energy, but if not balanced with wisdom, which only comes from making mistakes – maybe lots of mistakes – it does not provide the best workforce long term. Likewise, a company full of very experienced people will be missing the energy and creativity of inexperience which often leads to completely out-of-the-box solutions to problems.

I’m a fan of using interns precisely because they bring something unique to the workforce that cannot be taught – namely, an unbiased view of existing processes. But unless you are in college, and you don’t know anyone over 25, you really should be hiring some of your people based on experience and the wisdom it brings to balance out the exuberant enthusiasm of youth. Certainly, by the time you hire your 5th or 10th employee, you should be recruiting for skill and experience.

Mistakes can be made by everyone. Your goal in hiring more seasoned and specialized staff is to pay for what they learned from past mistakes through a higher salary or hourly rate. You pay for more inexperienced staff mistakes through unexpected business losses that come at the most inopportune times when a business follows through on a bad decision.

How do I find the best people if I don’t like wasting time on the hiring process? Well if you can afford to use recruiters (15-25% of annual salary) then do so, but only after doing due diligence on the recruiter. Don’t just trust someone who paid $9.99 for a business card with the word “Recruiter” to help you find a person who will be responsible for potentially millions of dollars in profits or losses for your company. Have the recruiter audition for you. Have them explain their process for finding the best employee for you. Have them tell you about their successes as well as failures of the past. Tell them you want to use one recruiter for the next five years, so they are potentially going to make hundreds of thousands off your company, and that you want to be sure that is the kind of relationship they bring to the table. If you can find a good recruiter, you can avoid having to find new employees on your own. If you can’t find a good recruiter, then don’t use a recruiter as they will merely cost you money and solve none of the problems that you would have if you just hired poorly yourself.

After the initial startup period of hiring generalists, one of the skills of a successful CEO is being able to surround himself with people who are more qualified than he is in their particular specialization. Look around your company and think about the people who you see as being better than you. For each one, you can honestly say that about – congratulations, you made a good hire. For everyone else in roles that are specialized, you probably need to start looking for their replacement sooner rather than later. For menial or entry-level roles you should not expect that people know more than you about doing that job, but they should at least be faster, more efficient, or more regimented in doing their jobs than you would be if you had to do it yourself. Any fault with the staff within a company always rolls up through management and executives to the CEO. Find good specialists, and set high expectations for their hires, and you will have a company of the top producers in your industry. Shrug off the responsibility to take the time to hire the best of the best, and your bottom line will suffer.

I had one client that had shown an ability to grow sales very quickly. They were riding the wind as it were. Then it turned out that the ride was unsustainable. When I came in, I was surprised to find a company full of people in their 20s. I wondered if it was all the innovative ideas of younger employees that helped them grow so fast. It may have been, but it was also the cause of their downfall. As I mentioned, everyone makes mistakes, as much as we try to be perfect. We can make fewer mistakes by remembering our own past errors and the mistakes of others. Nothing will prevent someone from making an error in judgment nearly as much as a bitter memory of the price they paid the last time they made the same mistake.

Learning from others’ mistakes is a half-step in the right direction, and it contains wisdom, but not the instruments of enforcing adherence to that wisdom. So when you have a company staffed by people who have made very few business mistakes in their lives, they will not help you as the CEO in avoiding mistakes. They have nothing to fall back on personally, and they will respect and admire you as a successful CEO even if you make bad decisions, further hurting your decision-making abilities by creating a false sense of always being right. We see this type of thing happen with politicians all the time. They surround themselves with sycophants and then end up falling from grace, but never understanding why they fall so far.

Making mistakes is human, learning from your own mistakes and the mistakes of others makes you superhuman. Unfortunately, most people need to make the same mistake multiple times before they actually learn from it. For companies that is often even worse because mistakes get institutionalized and become part of the normal process. It’s not wisdom unless you avoid the same mistake in the future.

If you have no other reason than this to surround yourself with people who are more experienced and better qualified than you, it is that their internal criticism and disagreements with you will give you the opportunity to prevent making extremely costly mistakes with the entire company. But that will only happen if you take their advice! If you surround yourself with only enthusiastic but inexperienced youngsters, they will have little criticism to offer you and you will keep making costly mistakes.

Unless you work with seasoned marketers with rich experience writing irresistible advertising, like Ryan Chute’s teams at Wizard of Ads®. Book a call.

(Company Personality)
Gene Naftulyev
Gene Naftulyev

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Wizard of Ads® for Contractors work with healthy and growing Residential Home Service Contractors hungry to grow by multiples, like you.

You are ready, willing, and able to grow your business. You are open to change and are seeking a distinctive angle of approach to gain the time and attention of a too-busy public.

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Traditional marketing agencies are designed to capture the greatest amount of revenue from a client, regardless of results. Every last item is billed and expensed to the client. Typical agency fees can represent a whopping 55% of the entire advertising budget. That means a $5 million dollar advertising budget, you would spend $2.75 million on agency fees.

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The genius of this model is that it perfectly aligns our motivations as true partners for exponential profitable growth without the pain of being unaffordable. Ultimately, we are confident in taking the risk of being underpaid in the first few years because we know the results always speak for themselves.

Next, we do not accept commissions, referral fees, kickbacks, or other compensation from any service providers we recommend or engage for production work. Most agencies do. This includes the 15% agency commission for media buying. This approach is considerably different from the compensation plan employed by most advertising agencies, as it eliminates any potential conflicts of interest and allows us to focus our entire attention on helping you grow your business profitably as a true partner. For example, a $500,000 annual media buy would involve a $75,000 commission that we would have removed directly from your media providers' invoices.

This is the perfect pricing model for Residential Home Services.

By tying ourselves to gross revenue, we only have one motivation. Your motivation. We have no motivation to convince you to spend more money on marketing than what is necessary, and since we are a variable expense to sales, we NEVER become too expensive to have us on your team.

In almost every case, we end up lowering the amount of money you spend. We will stay within your planned marketing budget, including your media spend, production, and our Annual Fee. Add on the fact that you get any and all commissions back for media buys and various services provided by outside providers, and you will actually save money having us on your team.

Don’t forget, we have the largest buying power in North America for media buying, meaning for every dollar you spend buying media, we only spend 27 cents on average. This stretches your reach, impact, and frequency in a way no other agency (or yourself) can achieve on your own, saving you hundreds of thousands of dollars, eventually millions, every single year.

Clients who heed our advice and embrace our Marketing Strategy quickly add $1 million in incremental revenue to their business, making your investment a smart bet and a bit of a no-brainer.  

There is no longer any guesswork, hope, or fear that our marketing strategies are going to work. If our client’s are able to abandon any limiting beliefs about marketing, deliver operational excellence, and play the long game, our marketing strategy will accelerate their profitable growth.

Wizard of Ads® for Contractors pricing model is based solely on the topline revenue of your company. It consists of an Upfront Fee and an Annual Fee. These fees are inclusive of scheduled travel, services, and all other expenditures as outlined in the Consulting Agreement.

The Upfront Fee covers the intensive Uncovery Process, the first year’s Media Buy, the Creative Process, and the Market Research while the Annual Fee goes toward implementation, ongoing creative and consulting, and next year's media buy. You get a team of 3.5 people, with direct access to a top tier Creative Lead and Media Buyer, and on-demand access to me as your Master Strategist. You will also have a full-time Account Manager keeping everything on track.

While the upfront does have an initial pinch, it is easy to amortize the investment over the many years we will be working together to grow your business. Wizard of Ads® retain clients for 10 years, on average. The sale of the business is the number one reason for termination. We actively terminate the bottom 1% of clients who are unwilling or unable to follow our strategies.

Wizard of Ads® for Contractors believes that all rewards should be directly correlated to the success of our clients. This means that the Wizard of Ads® for Contractors only receives a raise when the company achieves growth. For example, if your gross sales for the year have increased by 25%, the Annual Fee you pay us in the following year will also be increased by 25%. Likewise, if your gross sales decrease, our Annual Fee will decrease by the same percentage during the following year.

This is an exceptionally easy and fair way to track and reward success. This model was developed by Wizard of Ads® over 35 years ago and has served us well because it serves our clients well.

As a rule of thumb, we take the risk of working for considerably less than our actual value in the first few years as we help accelerate growth. This means you need to be willing to pay us exceptionally well when you start doing even better.

When should I engage The Wizard of Ads® for Contractors?

There are four key revenue stages for engagement with the Wizard of Ads® for Contractors.

  1. Under $3.6 million in revenue
  2. Between $3.6 and $10 million in revenue
  3. Between $10 and $20 million in revenue
  4. Over $20 million in revenue

Under $3.6 million in revenue is an investment in your brand. This will serve you well in establishing your brand story early on and help you with your name, logo, and truck wrap design. It's easier to create pictures from a story than it is to make a story based on pre-drawn pictures. You'll be glad you did. Everyone on a fast path to growth is.

Most clients start with Wizard of Ads® for Contractors between $3.6 and $10 million in revenue. They have often seen a natural ceiling with their leads for demand service and are looking for ways to push past the ceiling. This can only be done with a properly executed brand strategy, specifically in mass media with a sticky story.

Between $10 and $20 million in revenue, Wizard of Ads® for Contractors has some natural economies of scale. This is a sweet spot where Wizard of Ads® for Contractors can offer some added value in getting the ball rolling.

Over $20 million in revenue is actually the lowest cost point of entry as a percentage of revenue, but not the cheapest time to start with the Wizard of Ads® for Contractors. Leveraging all economies of scale aside, we have been left out of the upside along the way, so engaging when over $20 million in revenue means we have to mend a lot of fences damaged along the way. This is also where clients see significant savings in their media buys and production costs.

There are also three market sizes to consider.

  • Primary Markets are the top 50 cities in America.
  • Secondary Markets are the smaller cities in America.
  • Tertiary Markets are the more rural trade areas in America.

When considering an engagement with The Wizard of Ads® for Contractors, consider what size market you are in. For example, a $3.6 million company in a Primary Market will struggle to get the necessary reach needed to make a splash. You either have to be more patient than a larger company or spend more money to accelerate your reach.

Alternatively, a $5 million company in a Secondary Market will look like a pretty darn big fish in a medium-sized pond.

A $20 Million company in a Primary Market will feel like a $50 million company using our strategies to potential customers.

The key to remember is that the earlier you start with the Wizard of Ads® for Contractors, the lower the investment to get started. As they say, the best time to plant a tree was 20 years ago. The second best time is today.

Are production costs included in your fees?

The Wizard of Ads® for Contractors Creative Lead will create the ad copy, cast the voice actors, source the production house, direct the performance, pick the music bed, manage all the edits, and provide you with the completed ad for final approval before sending to air on your behalf. This is included in our fees.

You pay for the production house, actors, royalty-free music, and jingles directly to avoid any potential for markups, commissions, or management fees.

We have many friends in the industry that give our clients good deals due to the large volume of work we provide them. We will introduce you to them.

How long before a brand-forward strategy starts working?

In approximately three months of activation, we’ll just be getting live on air. In six months (3 months on air), you’ll be getting anecdotal feedback from people that you are being heard, but there will be no direct line to revenue.

After 6 months on the air, you’ll think you made the biggest mistake of your life signing up for this branding nonsense. After 9 months on the air (12 months in) you’ll see the light at the end of the tunnel.

At 12 full months on the air, you’ll know why you did this branding thing. Two years from now, we'll be clinking champagne flutes as you wonder why you didn’t do this sooner.

How long before we’re live?

The general guideline is 70-120 days, depending on the level of production needed and if there is a name change to your business.

This includes an onsite visit, a deep dive into research, and getting things created, negotiated, approved, produced, and live on the air.

  • Uncovery - 15-30 days based on travel. 1-2 days onsite.
  • Research - 30-60 days based on the scope of work.
  • Creative and Media Buy Process - 45 to 60 days
  • Offline Production - 15 days for radio. 30 - 60 days for television.
  • Online Production (if switching) - 60 days

This means planning for roughly 90 to 120 days in the proper development and production of a completely unique Marketing Strategy before anything hits the airwaves.

Are you exclusive?

Creatively, yes. During the term of this Agreement, all Creative Partners assigned to your Account shall not engage, directly or indirectly, as an employee, officer, manager, partner, consultant, agent, owner, or in any other capacity, in any competition of the client, including any company engaged in marketing consulting.

For clarity, the Creative Partner is defined as the individual Wizard of Ads® Partners who is responsible for creating your creative strategy and ongoing creative copy. Competition is defined as companies that engage in the same industry and business units (e.g., HVAC, Plumbing, etc.) as you. The market area is defined as the area where the marketing message naturally reaches through DMA or 60 miles from the city center of the client's service area(s).

Naturally, we exclude any potential future competition in markets where you are not currently active at the date of signing.

We do not limit Media Buyers in any market. Media Buyers get better deals for larger volumes, making it beneficial for the client to have the Media Buyer available to do as many buys as possible to secure the best deals on the client’s behalf.

Do you do digital marketing?

In rare circumstances, Wizard of Ads® for Contractors will provide specific digital marketing solutions. Wizard of Ads® has very specific Partners that provide digital services that serve Residential Home Services effectively. Under no circumstances will digital marketing services be offered without Wizard of Ads® for Contractors' core solution.

It is most likely that Wizard of Ads® for Contractors will work with your existing digital partners and suppliers. If you do not have a reliable digital provider, we would be happy to introduce you to a number of great providers that play nice with Wizards.

Do you do jingles?

Wizard of Ads® for Contractors can assist you in getting a jingle for your business. Like any other tactical element of a marketing strategy, we do not produce a jingle for the sake of a jingle.

If you do not have a story or a strategic reason to have a jingle...or an ad campaign to tie it to, do not waste your hard-earned money on a jingle. You are wasting your time and money.

When you do build a single unified marketing strategy that incorporates a jingle for a specific (often scientific) reason, we have a Jingle Wizard who has studied the art and science of jingle design.

He will score you an original, royalty-free jingle, including professional singers, musicians, and producers. He will not knock off a generic jingle from a publicly available music bed that sounds like everyone else's jingle.

Your jingle will serve a very specific reason and produce a very specific result. Have you guessed how much we love jingles yet?

Who owns the copyrights?

Wizard of Ads® for Contractors owns your copyright for two very specific reasons. We also provide a fair use clause in all contracts to ensure you are in no way limited to the access of your creative works, whether you are working with us or not.

The first reason we own your copyright is to ensure that we do not have to go up against our own creative works in other markets we serve. This means you are not allowed to lend, give, borrow, tweak, rent, lease, or sell your creative works to any other company at any time.

The second reason we own your copyright is that we can establish a one-time value for your creative works in the event that someone steals the content. Upon selling you the copyrights, you can go after the perpetrator for theft and make a considerable bounty in a slam dunk case.

Here is how Wizard of Ads® word the fair use of your copyright for as long as your business is in operation:

All writing and/or marketing materials we create for you are not works-for-hire. Wizard of Ads® for Contractors hereby irrevocably grants you, and your successors in interest, the non-exclusive, royalty-free, non-transferable, and worldwide right to use the Works in connection with the marketing of your business pursuant to the Marketing Strategy for so long as your business is operational.
How do I measure brand results?

There are a number of interesting ways to measure results. Some people like to get unique identifying telephone numbers, or create branded URLs that redirect to landing pages or the website. However, much of this is a waste of time and energy as it never tells the true story of the brand journey and how it affected the decision-making process.

Other indicators of brand effectiveness include tracking new customers, reactivated customers, or running a brand equity survey to get a sense of your share of mind. Digitally you will see direct search increase, which cannot be affected by anything digital, as well as branded keyword inquiries increase. You’ll, of course, need to get your digital people to add these to your campaigns if you hope to see an increase in conversions.

Wizard of Ads® for Contractors tracks the simplest of indicators. Top line revenue. When your branding takes effect, and the company responds in kind from the phone call or form fill-on, top-line revenue will increase. Efficacy is plotted on a T12, and total lead volume from all sources is tracked.

12 things you should know before signing up.
  1. Quality relationships take time. Branding is a long-term strategy. That’s why most contractors do it wrong, or not at all. There is always a lag between the start of the new campaign and the time it takes your customers to connect the dots. You MUST BE READY, WILLING, AND ABLE to endure this lag period. In our experience, the lag is typically 6 to 9 months, depending on how competitive the marketplace is, your company’s reputation, your budget in relation to reach, and the eight uncontrollable environmental factors. During this time, we will be helping you implement a transition plan to ease the pain. The good news is that this lag only happens once.
  2. Decisions by Committee. We completely reject the notion of decisions by committee. We work with a single, courageous decision-maker. We welcome decision influencers, but we only look to the Owner for the final decision. All decision-makers and influencers must be involved in the Uncovery and Marketing Strategy Presentation if they want to offer input in the future. It is critical that we have a 100% fully approved plan that can be defended and championed by all leaders in the organization.  
  3. Proven Strategy. That means we are not the low-cost provider. With nearly 200 home service clients and a book of strategic devices, tools, and tactics, this isn’t a guessing game for us. We know what to do to make your externally triggered grudge purchase appealing to your potential buyers. If you can deliver the goods, we can continue building relationships. If you are uncomfortable with the idea that you are paying us less now so that you can pay us considerably more once revenues allow, please do not commit. We intend to be your true partners, in sickness and in long as you own your business.
  4. Automatic Payments. Everything is on automatic payments. If you struggle with managing cash flow, figure that out in your business first. We accept all major credit cards and ACH payments.
  5. We Cause Problems. If you don’t have a capacity issue now, I promise you will in about 9 months. Let’s deal with recruitment out of the gate as part of your comprehensive marketing strategy.
  6. We Own the Copyrights. All writing and/or marketing materials we create for you are not works-for-hire. We irrevocably grant you, and your successors in interest, the non-exclusive, royalty-free, non-transferable, and worldwide right to use the Works in connection with the marketing of your business pursuant to the Marketing Strategy for so long as your business is operational.
  7. Brand Building. We will be steering you to limit the use of discounts, rebates, coupons, and sales to attract clients. We know this feels counterintuitive to many, and we will clarify our reasoning. Rest assured, we have considerable experience in creating similar offers that are not damaging to your profitability, your brand’s integrity, and your preferable long-term client relations.
  8. Creative Authority. We must have creative authority over the words. You can accept copy as written or reject it outright, but you cannot modify the words yourself. If you do not like something as written, we are happy to discuss it and make the necessary change to maintain the integrity and intention of the words chosen. Alternatively, we will scrap the concept and create new copy that you are happy to get behind 100%.
  9. Proprietary Algorithm. The media buy must be structured in a very specific way, including running a full 52-week schedule. It is based on brain chemistry, not P&Ls. Once we have committed to the buy, it’s important to avoid adjustments unless they are calculated additions.
  10. Knucklehead Factor. You should expect knuckleheads. For example, when you start running ads that are certain to get attention, you need the courage to continue running those ads, even when you receive complaints. We celebrate complaints. It means we’ve made people feel.
  11. Digital Weasels. In about three months from the time your advertising campaign hits the airways, your digital marketers will show you a marked increase in direct and organic traffic. Some Digital Marketers will mistakenly claim this success as their own. Done properly, you can continue to spend less and less on digital lead generation by increasing your branded keyword online presence.
  12. Annual Marketing Meetings. Travel permitting, we prefer to hold Annual Marketing Meetings (AMMs) outside your city. Years of experience have taught us that we get better results when decision-makers are outside their sphere of influence, away from the day-to-day distractions of the office.

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