336 Focus Sessions: Top of the Table

Building an Engaged Organization

Jennifer A. Borislow, CLU and Mark S. Gaunya, GBA

We are excited to share why we believe it is important to build
an engaged organization—one that will allow you to focus on
your unique ability and make a significant difference in the
lives of the people you work with and the clients you serve.
Let us start with sharing a little bit about our background
and how we built our business.
Gaunya: Jennifer founded the business in 1982. She an-
swered an ad in the local newspaper, the Boston Globe, which
was looking for a marketing management trainee. It turned
out to be an advertisement for a life insurance salesperson. At
that time, Jennifer met Gene Doran, the local general agent,
who convinced her that a career in life insurance sales would
be the right fit for her. The reason was unlimited income po-
tential and flexibility based on your individual performance.
The sky was the limit, and the harder you worked, the more
likely you would achieve success. Very quickly, Jennifer real-
ized that she would need help with the paperwork that had to
be done when you sold a life insurance or a disability policy.
She learned early on in her career to focus on her unique
ability and delegate the rest. To accomplish this goal, Jennifer
slowly started adding people to help support her practice.
Fast-forward to 23 years and only 12 years ago.
Borislow: I had reached what I call a “ceiling of complexity.”
This is the point where I could only expand so much with the
team I has assembled. We were, at that time, 13 women and
me. We were known as the all-female agency and struggling
with what was going to be our next step to grow to the next
level. This is where I was very fortunate to meet Mark. After
years of wearing him down and showing him “the light,” I
finally convinced him to leave a very promising career to join
me as my business partner. It was one of the biggest sales of my
life. So we became 13 women and one lucky guy! That’s a Fo-
cus Session all in itself. It has been a tremendous partnership,
and we have been business partners now for 12 years. Not only
are we business partners, but we are best friends as well. We
actually started as friends, and just like any married couple or

Jennifer A. Borislow, CLU

Borislow is a Past President of MDRT and the founding principal of Borislow Insurance (BI). A 29-
year MDRT member with one Court of the Table and 19 Top of the Table honors, she is a nationally
recognized expert, author, speaker and thought leader on employee benefits, insurance and related
business strategies. As the CEO and strategic coach of the organization, Borislow focuses her energy on
helping the agency create a unique experience for clients. For more than 34 years, Borislow has helped
business owners and executives develop a clear, forward looking strategic vision for their organizations
that leverages employee benefits, risk management, and much more.
Borislow Insurance Agency, Inc.
One Griffin Brook Drive, Methuen, MA 01844 USA
email: jennifer@borislow.com phone: +1 978.689.8200 website: borislow.com

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Mark S. Gaunya, GBA

Gaunya is an 11-year MDRT member with one Court of the Table and 10 Top of the Table qualifications.
He is a co-owner and the chief innovation officer of Borislow Insurance (BI). Located in the greater
Boston area, BI is highly regarded as a leading employee benefits brokerage and consulting firm
serving more than 350 corporate and 2,000 individual clients in 35 states across the country. BI has
been recognized by the Boston Business Journal as one of the best and healthiest places to work in
Massachusetts.
Borislow Insurance Agency Inc
One Griffin Brook Dr, Methuen, MA, 01844 USA
email: mark@borislow.com phone:.+1 978.689.8200

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Annual Meeting Proceedings | 2017 ©Million Dollar Round Table


partnership like ours, we grow stronger together every day. I
will borrow Mark’s line when he describes us like this: “The
love is always there—the like sometimes comes and goes!”
Since then, we have been very fortunate to build an orga-
nization today that has nearly 50 employees. We specialize
in working in the employee benefits space. Some of the
unique differentiators for us are that we’re really active in the
industry, and we are both association leaders on the state,
regional, and national level. We serve on many advisory
boards to major insurance companies, and we are fortunate
to be closely connected to governmental agencies on the
state and federal level. My partner holds a highly visible and
prestigious role, appointed by the governor of Massachusetts
to the Board of the Commonwealth Health Insurance
Connector Authority.
We are very fortunate to be here to share our story and
what we believe makes us an engaged organization with a
team of 47, who are really passionate behind our cause and
our vision.
Gaunya: We started out with a vision of who we wanted
to become. Jennifer talked about how we came together in
2005, and the reputation the firm had at that time. We now
had an opportunity to craft a new vision for the organization
because of a regulation that was coming down the pipe. So
we shifted our model and ultimately decided that we wanted
to become the premier employee benefits firm and strategic
advisor firm in our region, recognized locally and nationally
for creating a community of health and well-being. When
we talk about well-being, we are more than just wellness.
When we talk about well-being, we are referring to five ele-
ments: physical well-being, financial well-being, workplace
well-being, community well-being, and mind and spirit
well-being. Those five things really set the foundation for us
to build this community of health and well-being with the
clients whom we serve.
Gaunya/Borislow: In addition to a very clear vision of our
work, we collectively established a set of core values that we
update annually. These values are developed by our leadership
team working collaboratively together and embraced by the
entire organization. They are as follows:
• Anticipate change—Focus on progress rather than perfec-
tion. We learn and adapt from our experiences.
• Operate with honesty and an ownership mindset—Take
pride in everything that is fair, honest, and knowledge-
able, and build trust in every situation.
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Building an Engaged Organization 337
• Be intentional—Create vision, inspire others, and ad-
vance priorities and the mission of the organization.
• It’s all about the personal touch and wowing clients—Show
respect and compassion for the people we interact with,
and celebrate success.
• Be hungry to learn and grow—Thirst for knowledge and
self-improvement, and demonstrate the skills need to ac-
complish all tasks.
• Practice continuous improvements.
• Be respectful—Collaborate for the common good of the
people we interact with and the organization mission.
• Give back—Commit to supporting charitable causes that
make a difference in the lives of those less fortunate.
• Be engaged—Work with passion and feel a profound con-
nection to our organization. Stay aligned with the orga-
nization’s vision, goals, and strategy.
And the most important core value is this: Enjoy what you
do and have fun.
Borislow/Gaunya: So now let’s take a look at our model.
We have created a practice with eight subject matters that
surround our clients. We have decentralized the role of an
account manager and took each area and made it a separate
discipline with subject matter experts. Today’s world is way
too complex and moves way too fast. Building each area of
discipline took time as we had to find the right people who
had unique abilities in these areas. Our philosophy is to go
deep and wide in their subject matter. So instead of an ac-
count manager having to know a little about a lot of things,
we now have the account manager essentially being a scien-
tific project manager, where he or she is able to deploy one
of those practices to develop that customized solution that
clients are looking for to help them achieve their goals and
objectives and solve their unique challenges.
Our model really has been built to be flat and flexible
and built on interdependency, so we really require our
team members to work together collaboratively. If you’ve
got eight people sitting around a table with a clear vision
and a three-year road map (which we develop for each of
our clients), then you have a powerful and dynamic team
working together to design a custom solution for the cli-
ent. A powerful combination of talented people drives
great results.
Gaunya: Each year we outline our strategic imperatives.
These are the things that help us stay focused on growing our
business, not just from a top line perspective. Our strategic
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338 Focus Sessions: Top of the Table
imperatives embrace revenue growth and enhance who we are
as an organization, how we’re going to treat our clients, and
how we’re going to treat the folks whom we work with.
The first strategic imperative is diversification of revenue
growth. While we do primarily focus on employee benefits
(or what you’d call group insurance), we also do a lot of work
on the individual side. We marry both the employee benefits
along with the individual side of insurance and financial
services and diversify our revenue. We have six pockets of
revenue that we look to to grow our firm in, and if one of
those pockets is not performing up to par, we have five others
that we are using to help us meet our growth goals and profit
objectives for the organization.
Borislow: One of our other strategic imperatives is develop-
ing great people—finding great people, recruiting them to
the team, and then having them grow and develop. We have
a motto in our office—“Recruit 365”—said among Mark,
me, and our two senior leaders. We spend about 50 percent of
our time identifying great people to bring on the team. Really
great people are not really out looking to change jobs; they
have to be disrupted from their current environment to join
our team, and a lot of times it’s a process. Some of our high-
flying performers right now have taken us two to three years
to cultivate in order to bring them into the agency.
Our third priority is creating an engaged culture. This
to us is paramount—that everybody believes and supports
the mission, understands our core values, and is passionate
about the work that we’re doing. We believe that you need to
have passion for what you do. Take our receptionist. She is
not just a receptionist but the “director of first impressions,”
and when you walk in the door, you’re going to know Briana
and she is going to know everything about you. We are will-
ing to take risks on people who may not typically have the
right skill set but are passionate and willing to learn. Our
receptionist has passion; she actually came right from school
and wasn’t sure what she was going to do, and we took a shot
in hiring her. She was recently promoted to a new role where
she is thriving and growing with new responsibilities.
Gaunya: The fourth strategic imperative is what we call “ac-
count value market segmentation.” Several years ago, we took
a look at our business and recognized that we were treating
all clients the same way regardless of the amount of business
they do with us. And if you think about it, it really doesn’t
make sense to treat a $5,000-revenue-generating client like a
$100,000-revenue-generating client, but that’s what we were
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doing. So we decided to create four levels: platinum, gold, sil-
ver, and bronze, and they’re not based on the size of the com-
pany, but on the amount of business the company does with
us. So we now actually have conversations with our accounts
that may be in that silver or bronze tier, and we say, “Well,
if you’d like to do more with us, we can bring you up a level,
and give you a higher level of consultation.” We’re upselling
existing clients on a relationship that they already enjoy with
us, and we’re having them pay more to us in order to get that
individual one-on-one consultation they’re looking for from
our subject matter practice experts, which we’re going to get
into in a few moments.
Borislow: I think it’s also important to note that when we
look at a client, we look at total revenue. So even though
the bulk of our business is employee benefits, if a client is
our single largest life client, that client is actually treated as
a platinum client. We look at the entire agency revenue, not
just individual practices.
Gaunya: I would agree with that, and I’d also say that if you
take a look at strategic imperative number five with best prac-
tices and ask clients to pay us more from the experience that
they have, we have to make sure that we create an unbeliev-
able experience, one that they want to go through with us and
would enjoy and appreciate. What we’ve done is streamlined
our process. We have learned that the way we grow expo-
nentially is by understanding what our unique abilities are
and focusing our attention on developing unique processes.
Creating that unique process, like the employee blueprint
process, allows us to walk clients through a process of how
we can solve their benefit needs with them, to give them their
unique strategy and develop a unique solution.
The sixth strategic imperative is something we’re both
really excited about. This is a program called Captivated
Health. For those who may or may not be familiar with
employee benefits or how business is done in the United
States, employers offer their employees group health insur-
ance. Typically, it is purchased on a company-by-company
basis. What we have done through our unique model is to
create a captive insurance program where a group of homo-
geneous companies purchase health care coverage together.
It is an elegant form of self-funding and allows us to create
and design tools to enable employees to become better con-
sumers of health care. Traditionally, those employers have
not been able to self-insure together because it’s too risky
or they can’t afford the reinsurance that they have to buy to
©Million Dollar Round Table

mitigate the risk. What Captivated Health allows them to
do is be self-insured (changing the way they finance their
benefits), but then ultimately having them make it about the
members so that the member has a very unique experience,
and bringing them into the world of self-insured, which
allows them to share risk. We could easily talk for hours on
this exciting program as we are both very excited about its
potential growth as we roll it out on a national basis.
Borislow: I think what you’ll see, as we talk about our stra-
tegic imperatives, is that Mark and I have different roles as
owners of our agency. Mark is the visionary and innovative
partner, and I’m all about the experience and how it impacts
our clients and team. When you bring the two of us together,
which we feel is a unique partnership, it creates that ideal op-
portunity for the client. Clients are looking for innovation.
They’re not looking for the same thing—we ask them what
makes them different and unique and how they feel about
working with our team. We believe that we bring that unique
blend to our clients.
The last strategic imperative is our community involve-
ment. Our community involvement is actually a cornerstone
of what we do, and social responsibility is a big part of it.
When you walk into our office, you are warmly greeted, and
if you look immediately to the left, you will see our philan-
thropy Mission Statement on the wall. It reads, “Borislow
Insurance is committed to supporting charitable causes and
organizations in our community dedicated to making a dif-
ference in the lives of those less fortunate.”
We encourage our team to be really active. We have a com-
mittee that meets every month, and we have a philanthropic
project every month, whether it’s packing backpacks, or it’s
turkeys, or it’s out doing roadwork. We’re really involved
with events every month in our organization. In addition, we
invite our employees to participate in a community service
day. Every other year, we do a massive community service
day, where all employees are out for the day, and then, for
the off year, everybody gets a day off during the year to do
a community service project, whether it’s volunteering for a
golf event or being at their kid’s school. We provide them
with that time off, and then they come back and talk about
it at our agency meeting.
We are also active on several local nonprofit boards. We’re
particularly passionate about kids. We worked diligently
with the local community to bring a YMCA chapter to our
town in Methuen. As you can see, we’re pretty passionate
about supporting kids. One of the things that I think sets us
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Building an Engaged Organization 339
apart is that we let our clients and prospects know what our
culture is, because we believe that since they’re going to work
with us, they need to understand who we are.
Gaunya: Jennifer and I have written three books. Our first
book was Bend the Healthcare Trend, which really is all of our
intellectual knowledge on HSAs and how to use the creative
solution to meet a client’s health care needs. And the second
two books are called Inspire to Act and Inspire to Act for Kids;
this is our random act of kindness program and developing
an attitude of gratitude.
We give these books to our clients, and they can see that
we’re passionate from a health care solution perspectives and
who we are as people.
Borislow: Our business model takes people and resources
to execute. So where do we find all the talented people who
help us move our vision forward? Let’s start with where we
are today.
Seventy-five percent of our employees have been with us
less than 10 years, and actually 50 percent of our employees
have been with us five years or less. This summer we cel-
ebrated all employees who have 10 years of service or longer
with us. We also have a great cross section of demographics:
millennials, 20 percent; baby boomers, 25 percent; genera-
tion Xers, 55 percent. The dynamics between the different
personalities can be humorous and frustrating at times. An
example: Our millennials tend to be free spirits. Sometimes
they show up late or sometimes they forget—they’re playing
golf—and they should be calling the office. So we’ve had all
of those challenges adopting our styles with millennials and
generation X. But we are very focused on a balanced life, and
we allow a lot of flexibility in our office. As long as the work
is getting done, that is the most important thing.
Gaunya: Our employees are very passionate about what they
do, and we find them working at night or on the weekend to
respond to a text or an email for a client. We want them to be
available, but also to willingly take upon themselves to figure
out what their own schedule is. We have actually used some
technology in our office that has allowed us some flexibility.
Almost 50 percent of our employees travel more than an
hour every day to commute to work. Traffic and highway
congestion is tougher every day. In an effort to be flexible, we
allow work from home and have also purchased two robots.
It all started a couple of years ago. We were at a conference,
and Mark really wanted to win a robot!
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340 Focus Sessions: Top of the Table
Gaunya: She thought I was crazy for wanting this robot,
truth be told.
Borislow: Yes, that’s true. They are actually called Beams.
Gaunya: It looks like a vacuum cleaner, and on top is a
screen, which essentially allows me (through my computer)
to dial in. You see my face, like on Skype, but I can control it
on my laptop. So I can literally dial into my office from wher-
ever I am in the world and roll the robot around. I can talk to
people, pull them into meetings, have them pull out a chair,
and the robot rolls right up. It gives me a 360-degree view,
plus it has a screen down below with track lines on it so I
don’t hit things. And at the end of the day, if I can’t physically
be present, I can remotely be present, but you can see my face
on the screen, so it’s highly productive, especially when you’re
taking a vacation—you can wear a work shirt but have your
swim trunks on and no one knows the difference.
Borislow: OK, so when those robots came into our office,
the word creepy came up a lot.
Gaunya: It’s very quiet.
Borislow: It’s very quiet. I’m in my office, and Mark might
roll in, which will totally startle me.
Gaunya: My assistant said to me, “You have to give me warn-
ings!”
Borislow: We make these robots available to our teams. A lot
of our employees travel quite a distance, and the commute in
our area is getting more difficult as the day goes on, with a
lot of construction projects, so we encourage them to work
from home. We really appreciate the collaboration and want
them in the office as often as possible, but there are all sorts
of times when somebody has a doctor’s appointment, has to
take care of a child, or has a problem with infant day care,
and they need that flexibility. So we are very much promoting
that flexibility, that work-life balance, as much as possible.
Gaunya: Obviously, Jennifer already mentioned that we place
a high premium on innovation—that’s the role I play; she says
she’s more focused on the experience. You could almost say
I’m paranoid about the competition catching up with us. I
don’t sleep at night if I don’t think we’re three, four, five years
ahead of our competition. That’s a very big part of who we are.
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We believe in the ownership mind-set: Even though it’s
only the two of us who are the owners of the company, we
have hired people and brought people on the team who have
that ownership mind-set about the job that they do. They’ve
bought into the mission of helping us build and foster a com-
munity of health and well-being, and they understand their
unique role on the team so that they can provide value to our
client relationships and help our organization grow.
Borislow: If we go back to that last thought, lots of flexibility
is important, but we also think that creating that sum of just
the “wow” things that happen in the office is important too—
the little things make a big difference. So when we say “little
things,” we have actually invested in a fitness area that is right
in our space. We are on the second floor of a 22,000-square-
foot building and live in 16,000 square feet that’s our space.
We have carved out 1,000 square feet and built a fitness area
and hired a full-time trainer who works with our team any
time of the day. We really walk the talk; we’re trying to en-
courage our clients to take steps to create health care con-
fidence and more opportunities to educate their employees.
We start everything with our own employees first, and that
culture starts with the investment in the gym and the invest-
ment in the trainer.
When we ask our employees, “What kinds of things are
important to you?” we look for what makes a difference in
their lives. Sometimes it’s as simple as a potluck lunch or an
ice cream break. The fitness area and our commitment to
their well-being is critically important. We’re in the benefits
business. So the one thing that you can be assured of when
you come to work for our team is that you will have the best
benefits around, because we test everything.
Gaunya: As an organization, we have been awarded the rec-
ognition of Best Places to Work. We have also been honored
(six years in a row) as one of Boston’s healthiest employers
to work for. Not only are we out there working with our
clients to help them build and foster health and well-being,
but we’re living by example. When we bring our clients in—
and we love to give the tour—we walk them around and
show them that fitness center. They’re just amazed and ask,
“You built a fitness center for your staff? You have a personal
trainer? And then you tell them to take an hour out of their
workday and work out?” Yes, we do! Our only requirement
is that if a client needs you on the phone and you have to
come out in your workout gear, then that’s the way it is. And
they’re OK with that!
©Million Dollar Round Table

The fitness center has been a great benefit. The stress level
has reduced. We have a lot of working moms. The advent
of the ACA, Obamacare, and all the stress with regard to
helping our clients, is the reason we actually created the
gym—for our folks. What we’ve actually seen, as a result of
that, is that we get more work from our folks, even though
they’re taking an hour out of their day. The reality is that
most of our team members check back in at night. They put
their kids to bed, and they’re back online.
Borislow: One of the things we’ve also seen is that the gym
creates a dynamic where different people who would not
typically be socializing together get together for workouts.
Because the fitness center is only 1,000 square feet, we only
allow three people to work out at the same time. We want
our trainer to have an eye on each person. Lots of friendships
have grown from working out together—it really has been a
remarkable side effect for us.
Gaunya: Another big thing we’re serious about in our culture
is developing our people professionally. There are three things
we look for before we hire someone. We want to know if he
or she is a lifelong learner—we believe that you can’t teach
somebody to be naturally curious; you either have that or
you don’t. Second, we hire people with a strong work ethic—
you can’t teach it. You know what a good day’s work is, or
you don’t. Third, you have to have a passion about what you
do. If you have those three things, we will find a place for
you on our team. We will take the time to understand what
your unique abilities are and deploy you appropriately on the
team. From a professional development perspective, we know
that those three attributes you can’t teach. We can teach you
insurance and we can teach you complicated structures, but
we can’t teach you the three things just mentioned.
Borislow: One of our greatest challenges (and we’ll tell you,
we’re full of weaknesses as well as strengths!)—in any rela-
tionship as in any business—is communication. So we’re
constantly looking for new ways to improve our communi-
cation within the organization. Communication is critical.
Every month, we hold an all-company agency meeting, and
at that meeting, we always start with a positive focus. Believe
it or not, all 50 employees go around the room and say the
one thing they’re excited or happy about that’s happened to
them in the last 30 days. It really is a wonderful way to start
a meeting, and you learn so much! A few examples: “My son
won an all-star award!” “I’m going on vacation!” “I just had
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Building an Engaged Organization 341
a vacation!” Whatever it is, it’s a quick share, and you learn a
little more about each person. Even if we’re not there, some-
body runs the meetings for us every month.
On the professional development platform, we have
moved to quarterly coaching. In the past, we have been very
systematic about an annual review process, which is really
laborious for us, and we dread it.
Borislow: Yes, so we’ve actually gone to quarterly coaching.
And that means that we’re meeting with our team members
more often to provide them with personal feedback and work
on their professional development plans. We don’t want to
wait till the end of the year to tell them about an area where
they may need improvement or not. We break it down into
two parts: directional and functional goals.
Gaunya: There’s more real-time feedback and we look for
coachable moments when they happen, as opposed to wait-
ing 12 months and then doing it in April, which is what we
used to do each year. This is a lot more valuable for folks; they
consider it an opportunity to get feedback from us.
Borislow: We’re in the camp of “You have to be constantly
learning,” so we want to make sure that they’re developing
their unique ability, or their skill set, so we actually provide
those resources for them, whatever they may be.
Gaunya: And speaking of engaging our folks, one of the
things we’re doing with our staff—what we struggled with—
is, how can we gather feedback from them that’s candid, real,
and genuine? You can ask a question as an owner, and people
will tell you what you want to hear. That doesn’t help us im-
prove our organization. We have embraced a tool called the
Engagement Multiplier. It is an electronic tool that we use to
measure the level of engagement of our staff every quarter,
and it is a survey that takes five to seven minutes to com-
plete. Each member of our team gets an email that comes
out from the Engagement Multiplier program. It specifically
focuses on two questions: “What are two things you can do to
improve your level of engagement?” and “What is one thing
leadership can do to improve its level of engagement?”
Initially, when we started this, we saw very guarded feed-
back because people were very unsure who was going to see it
and where it came from, but then we assured them that it was
confidential. The feedback has been really candid and direct,
which actually is very helpful for us. We have expanded the
process to include a team of seven in our office, who now
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342 Focus Sessions: Top of the Table
review and compile the survey data back and then prepare
a recommendation of the two to four items that we, as the
four owners and leaders, need to do to focus on improving
the level of engagement in the company.
Borislow: This has become a really important process for us,
because not only does it provide valuable feedback, but we
can talk about having an engaged culture, because part of
being an engaged culture is understanding what your team
members like and what they don’t like and if we are off track.
If we’re off track, we can correct course very quickly to get
back on track. The process is automated; it’s a digital survey
with collective results.
Gaunya: We’ve talked a lot about this already, but it really
can’t be understated: We take our time hiring people until we
find great people. And we didn’t always do that. When you
hire and make a bad hire, it’s so painful to get that bad hire
straightened out. We’ll actually leave a job position open if
we cannot find a great person, rather than settle and not have
a great person in the seat. It’s something that we’ve had to
be very disciplined about. If you’re a lifelong learner, have a
strong work ethic, and are very passionate about what you do,
then we know culturally that you’ll fit—and that’s important.
Then, secondarily, what’s important are your unique skills
and abilities that you bring to the table, which will allow us to
deploy you on a team. Because we know culturally that you’ll
fit in our company, but now we have to figure out where you
can excel. We’re not big believers in people working on their
weaknesses, because they just become stronger weaknesses.
Take their strengths, deploy those strengths, and ultimately,
if you can get 80 percent of what they’re doing every day fo-
cused on that strength and 20 percent not, then chances are
they’re going to be very high-performing individuals.
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Borislow: So we’re often asked, “Where do you find these
great people?” We recruit 365. Both Mark and I are always
evaluating people we meet and ask for introductions to those
we don’t know. For us, many of the team members are re-
cruited from personal observation. Typically, we are target-
ing a specific need and are laser focused on a candidate. We
have incentive programs in our organization to bring people
on whom an employee knows and to introduce us to them,
because sometimes we have employees who are connected to
a past person who might be ideal for our team. We have an
internal incentive program for a referral.
We’re constantly linking in. Because Mark and I are so
active in the community, we know a lot of people. We con-
stantly ask, “Do you know of somebody who might be perfect
for this type of role or situation?” And we are not shy to say
that we’re growing—we are all in. A lot of people who do what
we do in our area have folded up. We have now become the
largest privately held employee benefits firm in Massachusetts.
We love that honor, but we feel that a lot of people took the
easy road out—and they’ve sold out. So that gives us the
unique position, and it is an attractive thing for new people to
want to work for us, because we’re innovative. You don’t have
to go through layers. You see, Mark and I are actually hands-
on working on the business and in the business every day.
Gaunya: We talked about retirement today and what that
means, and to me the term retirement means to be put out
of use. Who wants to be put out of use? No, thank you. We
can’t do that.
This is a picture of our team. [visual] Not every one of
our 47 people is there, but you can see that this is the rep-
resentation of an amazing team that we’ve assembled—very
talented and committed people to the mission that we’ve
undertaken.
©Million Dollar Round Table