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Macon, Georgia

Despite COVID-19, the “Heart of Georgia” Market is Holding Strong. by Carole VanSickle Ellis Macon, Georgia, sits squarely in the geographic center of the state, a location that earned the city its nickname, “The Heart of Georgia.” And while the Georgia’s “heart” may have been historically overshadowed by its capital, Atlanta (“Hotlanta”), real estate in Macon has taken an unprecedented turn skyward in 2020 thanks in large part to a pandemic-resistant economy and the housing affordability that the entire southeastern state is known for. Although local real estate professionals in the area were initially taken by surprise when the market recovered and skyrocketed in the wake of March 2020’s near-national lockdowns, they reported that by Fall 2020 the Macon market was showing an unprecedented level of competition. “2020 has been a crazy year,” said mortgage loan officer Kacy Discher. “This is the first time I can ever remember Macon having bidding wars,” she added. The last documented evidence of this trend in Macon was around 2006. Low interest rates combined with relative affordability, proximity to drivable outdoor recreation destinations, and an emerging COVID-driven surge into the single-family housing market have driven Macon home prices upward while sending active housing inventory downward. Georgia’s history of investor and business friendly policies have somewhat insulated the state and its major metro areas, of which Macon is one, from much of the economic fallout affecting other states in the wake of the coronavirus pandemic. In fact, Macon’s employment metrics, while certainly not as positive as they were in January of this year, indicate unemployment as of September 2020 was hovering around 6 percent, below both the national average and rates in harder-hit cities of similar sizes. In fact, according to the Georgia Department of Labor, Macon’s unemployment rate is only about 1.6 percent higher this fall than it was at the same time last year. Georgia Department of Labor commissioner Mark Butler cited businesses’ increased preparedness for COVID-19 going into the fall as a positive sign that Middle Georgia, including the Macon-Bibb County area, would likely have an advantage in the post-pandemic recovery. “As long as economic conditions stay the same, I think you are going to see us get back to where we were back in February at historical lows,” he predicted at the end of September 2020. The Perfect Location to Win Homebuyers’ Hearts Prior to the emergence of COVID-19 in the United States, Macon was already “ticking the boxes” for many homeowners, business owners, and major employers. With three colleges ranked in WalletHub’s “Best Colleges in Georgia” list for 2020, employment options in a variety of recession-resistant sectors like healthcare, insurance, and education, and the close proximity of Robins Air Force Base in the city of Warner Robins just 10 miles away, home values in the area had been rising steadily since 2012, gaining nearly 5 percent in 2019 and projected (prior to COVID) to gain another 2-3 percent in 2020. In the wake of the COVID-19 pandemic, however, things in Macon shifted and the market heated up. Based on market activity between April and August 2020, Zillow analysts now predict home prices will rise another 4.5 percent. Like most other markets across the country, Macon’s available housing inventory has fallen dramatically, with available inventory down nearly 40 percent compared to this time a year ago. Demand is likely to continue to rise, particularly for what many investors refer to as “bread-and-butter” properties that appeal to first-time homebuyers and renters who value single-family housing. With Georgia tied for seventh place in the nation for the lowest unemployment rates in the country and Middle Georgia’s unemployment even lower than that, the job market in the area is sustaining the local economy and attracting new residents both to buy and rent. The municipal governments in Macon and Bibb County are working hard to make sure those new residents have the types of housing options they need, issuing nearly double the number of home-building permits in 2020 than were issued in 2019. Even the local retail sector is tentatively back in hiring mode, with one local employment agency specifically courting out-of-work and furloughed restaurant, hospitality, and retail workers to fill around 1,000 positions at local companies. Many of these positions will be considered “light warehouse jobs,” said Michael Chalmers, who owns Spherion Staffing and is helping fill this type of position. He added that the temporary employees will have the opportunity to potentially gain fulltime employment at the companies for which he is hiring. Chalmers noted that local businesses are already in “holiday shopping” mode thanks to coronavirus, which has forced many businesses to shift their focus from brick-and-mortar operations to online retail. This has necessitated an employment shift as well, with more workers being necessary to handle pulling, packing, and shipping. “Normally, we do this business pretty heavily in the fourth quarter because of the Christmas season, but we have been seeing upticks…since May,” Chalmers told The Macon Telegraph at the end of September. The city also has its own initiative to keep local businesses open and residents safe and employed. In September, local economic development agency NewTown Macon partnered with the Greater Macon Chamber of Commerce, Macon-Bibb County, the Macon-Bibb Emergency Management Agency, the local Urban Development Authority and Visit Macon to “unify businesses and residents committed to slowing the spread of COVID-19 while supporting the local economy.” Through that initiative, local businesses were able to formulate a clear plan of action to help consumers feel safe and continue to patronize local establishments. More than 90 businesses signed up for the campaign, Josh Rogers, director of NewTown Macon, reported mid-September. Local business owners say the initiative is working. “[Customers] feel safe to come here. They feel safe to eat at our restaurants and shop in our stores,” said the owner of a local brewery and restaurant. Ticking the Boxes for Post-Pandemic Real Estate Given its middle-Georgia location, Macon is primed to attract first-time, post-pandemic homebuyers and new residents participating in the

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Want to Succeed with Real Estate Investments in Today’s Climate?

Control your access to capital. by Don Wenner Uncertainty haunts the real estate market today. According to Redfin data, the median home sale price jumped 13% from September 2019 to September 2020. However, investors remain concerned that the economic damage caused by the COVID-19 pandemic will eventually spill over into the housing industry. One does not have to look too far for warning signs. A simple Google search will lead you to articles about an ‘overheated, bubbly market’. Additional articles discuss the divide occurring in the market, with rural and suburban single-family homes rising while multi-family and commercial real estate decline. We have not seen anything like the COVID-19 pandemic before. We do not know where it is leading. And this has made Wall Street and independent investors hesitant and even fearful when it comes to the housing market. How should you respond? The best thing an investor can do is focus on what they can control. Opportunities are out there in this market, and investors can continue to grow during these uncertain times. Specifically, what needs to be done is to take control of your access to capital.  Get Pre-Qualified So You Can Be Greedy When Others Are Fearful We have all heard the Warren Buffet quote: “Be fearful when others are greedy and greedy only when others are fearful.” Well, people are fearful right now. So, the opportunity for real estate investment is now. However, this does not mean investors should get aggressive. Stay conservative while making sure to jump on opportunities. Given the nature of this pandemic, you may have to adjust where you invest to best capitalize on opportunities. For instance, low housing supply continues to drive home prices up. As of August 2020, the monthly supply of houses dipped to 4.0 according to Federal Reserve research. This means it would only take four months to sell all the homes currently listed for sale. Knowing this, investors may discover through their analysis that better returns can be achieved through new home construction projects or fix-and-flip projects. There is a demand for more inventory. The investors who help provide more inventory stand to gain the most. To take advantage of such opportunities, investors must prepare capital well in advance. Get pre-qualified as soon as possible. Investors cannot take advantage of a good deal if they do not have the capital ready. What investors must do is partner with a real estate lender before doing market research and going after deals. With tightening borrower requirements and more conservative underwriting, loans are taking longer to process. Investors need to be 100% sure they have the cash on hand to complete the deal. In this market, the early bird gets the worm if they have the cash on hand. The first step is to find a source of capital and establish a solid relationship with that lender. Be Conservative When Making Assumptions Investors know that there are opportunities out there and how important it is to have a capital partner. However, financing during these uncertain times can be difficult. Real estate investors need to be conservative when making assumptions and should plan for the following: Longer processing times Higher rates Higher reserve requirements Reduced leverage Lenders have taken these precautions to mitigate risks. For example, on a deal today, a loan may take a few weeks longer to process, require 6-12 months of future payments, and have an interest rate that is 0.5% higher. Borrowers and investors must respond and prepare accordingly. Also, investors must be conservative with more than loan terms. Any deal analysis should be conservative as well. In 2020, lenders have reduced as-is and after-repair-values by 5-15%, which is why fix-and-flip investors should calculate this into their deal analysis. Also, plan for higher cap rates, higher delinquencies, lower occupancy, and less rent growth. By taking a conservative approach to penciling out deals, investors insulate and protect themselves from external risks. This increases the likelihood that the deal will be successful. It could even turn out much better than projected. Know Where Your Lender Gets Capital Observing the success of fix-and-flip investors, Wall Street has entered the private lending game over the past decade. They have done so by providing lines of credit to lenders. Wall Street’s involvement has also led to the securitization of private real estate loans. Why does this matter to real estate entrepreneurs? It matters because many lenders’ capital is tied to Wall Street. If you work with one of those lenders, you do not have full control over when and how you can access capital. For example, before the Coronavirus pandemic, private lenders had been originating loans and selling them to Wall Street at a 2-3% premium. Given the current risks, Wall Street will not pay that premium anymore. As a result, these lenders have had to stop or greatly reduce their lending since Wall Street is not providing funds. This has left many real estate investors stranded and unable to capitalize on opportunities. Always know how your lender is funded. If your lender works with Wall Street, market swings can directly impact your ability to access financing. That takes the investor out of the driver’s seat. Build the Right Culture To continue growing a real estate business during the pandemic, investors not only need full control over their capital, but also a strategy for using it correctly. That relies on having the right team culture. First, investors need a team with a vision. Be realistic, but also aim big. You cannot get anywhere unless you have big dreams. Second, set specific, measurable, achievable, realistic, and timely goals (S.M.A.R.T. goals). This ensures accountability and establishes clear expectations. Third, know your real estate KPIs. Without knowing their numbers, investors cannot make good business decisions. Finally, avoid common pitfalls in real estate investing. In addition to making certain you have adequate capital on hand, always: Stay consistent. Scaling your real estate investment business requires doing the right things repeatedly. Always perform due diligence. This

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NORTHEASTERN HOUSING MARKETS REMAIN MOST AT RISK OF ECONOMIC IMPACT FROM CORONAVIRUS PANDEMIC

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ATTOM Data Solutions released its third-quarter 2020 Special Report spotlighting county-level housing markets around the United States that are vulnerable to the impact of the Coronavirus pandemic. The report shows that pockets of the Northeast and Mid-Atlantic regions were most at risk in the third quarter—with clusters in the New York City, Baltimore, Philadelphia and Washington, D.C. areas—while the West and now Midwest are less vulnerable. The report reveals that Connecticut, New York, New Jersey, Pennsylvania, Maryland, and Delaware had 32 of the 50 counties most vulnerable to the economic impact of the pandemic in the third quarter. They included five suburban counties in the New York City metropolitan area, four around Washington, D.C., four around Philadelphia, PA, four around Baltimore, MD, and seven of Connecticut’s eight counties. The only four western counties among the top 50 were in northern California and Hawaii, while Illinois had the only six in the Midwest. Another eight were loosely scattered across five southern states—Florida, Louisiana, North Carolina, Texas, and Virginia. Third quarter trends generally continued from those found in the first and second quarters of 2020, but with different concentrations around several major metropolitan areas. The number of counties among the top 50 most at-risk was down from 11 to five in the New York City area, and from eight to three in the Chicago, IL, area, but up from two to four in the Baltimore region. Markets are considered more or less at risk based on the percentage of homes currently facing possible foreclosure, the portion of homes with mortgage balances that exceed the estimated property value, and the percentage of local wages required to pay for major home ownership expenses. The conclusions are drawn from an analysis of the most recent home affordability index, equity and foreclosure reports prepared by ATTOM. Rankings are based on a combination of those three categories in 487 counties around the United States with sufficient data to analyze. Counties were ranked in each category, from lowest to highest, with the overall conclusion based on a combination of the three ranks. The findings come as the national housing market has largely staved off the effect of the virus pandemic. While home values have dipped in some areas of the nation, counties generally have seen prices rise 7 percent to 15 percent since the third quarter of 2019. But the market remains exposed due to high unemployment and other damage that has spread through the United States economy as the virus has surged throughout the country this year. “The U.S. housing market continues to show remarkable resilience during a time of widespread economic trouble and high unemployment stemming from the virus pandemic. But amid continued price gains, pockets around the country face greater risk of a fall, especially in and around the Northeast,” said Todd Teta, chief product officer with ATTOM Data Solutions. “There is much uncertainty ahead, especially if another virus wave hits. We will continue to closely monitor home prices and sale patterns to see if, how and where the pandemic starts rattling local markets.” Most vulnerable counties clustered around New York City; Baltimore; Philadelphia; Washington, D.C. and Chicago. Twenty of the 50 U.S. counties most at-risk in the third quarter of 2020 from housing-market troubles connected to the pandemic (among the 487 counties with sufficient data) were in the metropolitan statistical areas around New York, NY; Philadelphia, PA; Baltimore, MD; Washington, D.C., and Chicago, IL. They included five in the New York City suburbs (Bergen, Essex, Passaic and Sussex counties in New Jersey, along with Orange County, NY) and four around Philadelphia (Burlington, Camden and Gloucester counties in New Jersey, plus Bucks County, PA). Another four counties found most at risk are in the Baltimore metro area: Anne Arundel, Baltimore, Carroll, and Howard counties. The three around Chicago are Lake, McHenry, and Will counties. Seven of Connecticut’s eight counties also are in the top 50, including Fairfield, Litchfield, Middlesex, New Haven, New London, Tolland, and Windham counties. The only western counties among the top 50 most at risk from problems connected to the Coronavirus outbreak in the third quarter of 2020 were Humboldt County (Eureka), CA; Butte County (Chico), CA; Shasta County (Redding), CA, and Hawaii County, HI. Florida also had three counties in the top 50: Charlotte County (outside Fort Myers), Flagler County (outside Daytona Beach) and Highlands County (Sebring). Higher levels of unaffordable housing, underwater mortgages and foreclosure activity in most-at-risk counties. Major home ownership costs (mortgage, property taxes and insurance) consumed more than 30 percent of average local wages in 35 of the 50 counties that were most vulnerable to market problems connected to the virus pandemic in the third quarter of 2020. The highest percentages were in Bergen County, NJ (outside New York City) (51 percent of the average local wage required for major ownership costs); Passaic County, NJ (outside New York City) (50 percent); Comal County, TX (outside San Antonio) (48 percent); Carroll County, MD (outside Baltimore) (46 percent); and Hawaii County, HI (46 percent). Among all counties in the report, major expenses on the median-priced home typically consumed 32 percent of the average local wage. At least 15 percent of mortgages were underwater in the second quarter of 2020 (the latest data available on owners owing more than their properties are worth) in 37 of the 50 most at-risk counties. Nationwide, 13 percent of mortgages fell into that category. Those with the highest underwater rates were Cumberland County (Vineland), NJ (34 percent); Saint Clair County, IL (outside St. Louis, MO) (33 percent); Lackawanna County (Scranton), PA (31 percent); Monroe County, PA (outside Wilkes-Barre) (30 percent) and Madison County, IL (outside St. Louis, MO) (29 percent). More than one in 2,500 residential properties faced a foreclosure action in the second quarter of 2020 (the latest available data) in 36 of the 50 most at-risk counties. Nationwide, about one in 4,449 homes were in that position. (Foreclosure actions have dropped about 80 percent this year amid a foreclosure moratorium on

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Reclaimed Wood—In or Out?

by Nicole Stilley A lot of sources will tell you, the trend of using reclaimed wood is on its way OUT and has been for a while. As someone who is actively “house hunting” in extreme North Georgia, I have seen reclaimed or repurposed wood being used for a slew of different things. And I really love it. I often ask myself, what is your decoration personality? How would you bring warmth and that “cozy” feeling into your home? Imagine bringing rustic charm to any room instantly! It is that easy. I love a good challenge and I consider myself crafty. It gives me a great sense of pride that I can take on most projects when it comes to using reclaimed wood. And what’s better than old wood that can be repurposed? Bringing used timber into any home is more work according to some, but the character it adds is not only unique, but it cannot be mimicked. Literally every piece has its own special feature. The older the wood, the better, as it has had time to really show its true self. Aging will also bring out all the beautiful natural colors in the wood. And reclaimed wood is strong and durable which is why it is so highly sought after. Reclaimed wood in a home is a sign of quality. It can also be matched to just about any choice of décor you chose. If you ever decide to sell your home, this will give prospective buyers valuable assurances. It is also environmentally friendly. It represents a tree that has been cut down, but the new life you will be breathing back into it, will be worth it. Here are some great ways to incorporate reclaimed wood inside of any home. Adding an accent wall in a bathroom, living area or bedroom can dramatically add dimension and personality. There are also a variety of ways to use reclaimed wood in a kitchen such as adding a one-of-a-kind statement piece countertop, to create that “butcherblock” feel. Another method is creating an island that catches attention immediately or unique cabinetry that no one else can find In the end, the possibilities are endless. The sky is the limit when it comes to the versatility of reclaimed wood. From ceilings, floors, countertops, shelving, and framing… all the way to coffee tables, headboards, and horizontal or vertical accent walls. Another great facet about reclaimed wood is being able to create a more cohesive look throughout each room, whether it is small or big. That is important.  The first impression of family or friends coming into your home is priceless. It is even more priceless when a potential buyer comes into your home. This trend is not going anywhere, anytime soon.

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Ted Studdard

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Business to Business Operations Manager | The Home Depot Renovations Services Team Thirty-six hours after graduating from high school, Ted Studdard was on his way to boot camp at the Marine Corps Recruit Depot at Parris Island, South Carolina. Little did he know that he was starting a journey that would span four decades, touch five continents, encompass two wars, and eventually end up as a leader at The Home Depot. The Marine Journey Begins Ted began his military career in 1984 as a Private. Soon after he was approached to attend the Marine Corps Officer Candidate School. After receiving his BBA in Management from the University of Georgia in 1988, he went to Officer Candidate School and was commissioned as a Second Lieutenant. During his initial years of service, he led an artillery platoon in combat and was the Commanding Officer of Battery F, 2nd Battalion, 11th Marines, 1st Marine Division. During 2000-01, Ted attended the Marine Corps Command and Staff College with an academic focus on operational level planning and the theory and nature of war. While there, he also earned a master’s degree in military studies. After a tour as the Commanding Officer of Recruiting Station Nashville, Ted was selected to be the Commanding Officer of the 3rd Battalion, 12th Marines, 3rd Marine Division in Okinawa, Japan. While in command, he was responsible for leading and training 750 Marines and Sailors who executed missions ranging from combat operations in Iraq and Afghanistan to post tsunami Humanitarian Operations in Southern Asia. He was also responsible for negotiating the terms and expansion of US Marine Artillery training in Japan with the Government of Japan. During this tour he conducted multiple international media engagements and press conferences representing the US Marine Corps. Senior Officer Assignments Returning to the US, Ted attended the National War College in 2006 -07. There, the focus was on national strategy and strategic planning. He was selected as a student delegate to the French Centre des Hates Etudes Militaries Colloquium in Paris, France to discuss the role of culture in conflict. He also had the opportunity to travel to Botswana and Zambia as a member of a Sub-Saharan Africa Strategic Studies Team. If that were not enough, Ted also obtained a Master of Science degree in National Security Strategy during the school year. After the National War College, he was assigned to the Joint Staff in the Pentagon serving in the National Military Command Center. As the Section Head for Current Operations (Afghanistan and Pakistan), he was leading operational planning teams and developing the associated strategic plans, which included collaborating with senior national and international military, civilian, and political leaders about ongoing operations and future plans. Next, Colonel Studdard was assigned as the Deputy Operations Officer and then became the Operations Officer for the 1st Marine Expeditionary Force (FWD). He was responsible for planning and directing the daily combat operations in Southwest Afghanistan for a 20,000-person international force. Selected to Command the 8th Marine Corps District, Colonel Studdard returned to the US where he was accountable for over 6,300 Marines and civilians covering a ten-state area.  A New Second Journey After suffering a heart attack, Ted faced new challenges—retiring and charting a new path. Post retirement from the Marine Corps, he transitioned to a second career with The Home Depot, a company whose values aligned with his own. He has held positions of increasing responsibility in field operations, corporate leadership training, talent acquisition and staffing, and business to business operations. These roles gave “civilian” Ted a unique perspective on optimizing human capital in Corporate America. Ted’s second role at the Home Depot was teaching leadership at Home Depot University. Who better to teach leadership than a retired Marine Corps Colonel? After that he became the Divisional Staffing Manager, Western Division – Merchandising Execution Team (MET), and he is currently the Business to Business Operations Manager for The Home Depot’s Renovations Services Team. Ted Studdard has had the tremendous fortune of appearing as a featured guest on national TV, radio, and podcasts, as well as speaking to a variety of audiences about individual and organizational leadership ranging from junior leaders to executives. Also, he has educated business leaders and their HR partners about the value veterans bring to the civilian workforce and how to best incorporate them into Corporate America. Based on his lessons learned and experiences, he also published his first book, Depot to Depot. Much more than a leadership primer, the book provides a great illustration of the transformation that veterans must make as they begin their personal journey from the service back into civilian life. It also highlights the huge reservoir of human capital that can be leveraged by Corporate America to reinforce our national economy. 

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John Morrissey

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Senior Vice President-Operations | CFSI Loan Management I served in the United States Army from July 14, 1992 until April 9, 2000. My first permanent duty station in the Army was at Fort Stewart, Georgia as a Congressional Clerk. This position really set the tone for my military experience. The “Congressionals” Office received inquiries from members of Congress on behalf of their constituents assigned to the various units on Fort Stewart. These were typically complaints against soldier’s commands. Thisjob taught me how to research military regulations and how to interpret those regulations.   After Fort Stewart, I was then stationed in Mannheim, Germany. I had several positions there that culminated with my promotion to Corporal (a rare rank in the Army) and the position of Non-Commissioned Officer In Charge of Personnel Actions. I was personally responsible for two junior enlisted personnel, and the running of an office that processed 300+ requests from soldiers assigned to Mannheim. I had to not only manage the office and ensure all requests were processed in accordance with military regulations, but also ensure my soldiers were proficient in all of their military occupational specialty skills, physical fitness, and common skills (land navigation, weapons proficiency). Their success or failure was attributed to my leadership skills.  Combat and Beyond I was deployed in support of Operation Joint Endeavor (Bosnia) and was in Croatia (considered a combat zone) in January-March 1996. I was part of a group tasked with keeping track of all Army personnel assigned to that theater. Finally, I was stationed at Fort Lewis, Washington in the Officer Management Section. There I was tasked with assisting 5 senior officers in the task of Commissioned Officer assignments throughout Fort Lewis. This position was previously filled by a Staff Sergeant (E6). I was a Corporal (E4) and was recognized personally by the General for my efforts.  Military Lessons Learned Leadership is JOB ONE for Non-Commissioned Officers in the Army.  Once I became a Corporal, I had to step up to leading soldiers by example and by direct action. I learned that everyone needs to be led differently. What works with one person, does not help someone else. I use those lessons every day when leading my employees at CFSI. Discipline is the first, middle and last thing everyone learns in the Army. The Army definition of discipline is doing what is right, even in the absence of direct orders. Operationally, I learned how to manage workflow, meet deadlines, motivate people, attention to detail, making sure the work product is right, understandable, and concise. All these military lessons, experiences, and knowledge are used daily in my business career. Everyone who has ever served in the military has at least one experience they will never forget. When I was in Croatia, the Officer in charge of our group (a Captain) decided that he wanted to go back to Hungary (our main duty station in the theater). On our way to Croatia, we were part of a large military convoy that was protected by armored vehicles. We had also been issued live ammunition in case of an ambush. Going back to Hungary we were not part of a convoy and we had no ammunition. I do not think I ever let the accelerator off the floor, except at stop signs the entire trip.  We ran into a few bands of armed civilians, but just raced past them and they thankfully did not fire at us. We made it back to the Hungarian air base where we were assigned.  It was the scariest several hours I had ever had in the Army!  The Transition My enlistment was set to end in April 2000. I moved to Colorado and planned on taking a couple months off (on leave I was still getting paid by the Army). I lasted two weeks before I was looking for a job. Having no mission was not working out for me. I started applying for jobs in earnest and went in for an interview with a Construction Loan Risk Mitigation company in their Customer Service Department. I would love to say I was hired because of my incredible interview skills, but the real reason was the managers conducting the interview felt that I would show up to work based on my military experience. I stayed in the Customer Service Department for about a year, then went on to the Fund Control Department. After about six months in Fund Control, I was given the opportunity to interview for the open Supervisor of Project Review/Contractor Acceptance position. I got the job and used all my military leadership experience to turn that department around. I went on to be promoted to AVP of the same department, then Vice President of Fund Control. Several years later I helped start CFSI Loan Management with the goal of taking Construction Loan Risk Mitigation services to the next level. Currently I am the Senior Vice President for Operations at CFSI. We provide Construction Loan Risk Mitigation Services to lenders across the United States. It is my job to ensure that we deliver top quality, accurate products in a timely manner. I have three VP level direct reports that I manage, and I handle major escalations from our lender clients. I am also the senior manager on site at our production office in Greenwood Village, Colorado so I deal with personnel, IT, and building issues as needed. I report directly to our President and work in partnership with him in creating new products and services. All this because my company thought I would show up for work!

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