MJC Inc. Mission “Enabling people, businesses or cause the ability to realize their full potential and all this is possible”.
Matt Campbell MJC Inc. | Owner PGA Life Member A lifetime dedicated to: “Realizing all that is possible!” PO Box 834 Ravensdale, WA 98051 Phone: (425) 736-0078 Email: matt@mjcampbellinc.com www.mjcampbellinc.com
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Matt Campbell Resume and Summary of Experience
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Table of Contents
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Employment History (Chronological Order)
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Marketing Summary of Experience
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Marketing Related Achievements
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Noteworthy Facts Regarding Matt Campbell
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Program Management Experience (“Methodologies” and “Purpose”)
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Golf Event and Program Management Experience
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Family and Personal Interests
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General Business Management Related Experience
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Project Management Related Experiences
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Matt Campbell’s “State of the golf industry” analysis
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MJC Inc “All Inclusive” Services Explained
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MJC Inc. Services “Golf Client” Options/Rates
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Employment History (Chronological) Mount Si Golf Course (Snoqualmie, WA.) October 2013- January 2005 o General Manager o PGA Head Golf Professional o Golf Course Maintenance – (as needed)
18 Hole “Public” Golf Course (Par 72) 9 Hole “Little Si Links” Pitch/Putt and Practice Facility Driving Range “Double Sided” o 1 side “Grass Tee”/Pitching Green/Greenside Practice Bunker o 1 side “Range Mats” Full Service Restaurant o Open to the “Public” o Event Banquets/Special Occasions/Weddings/Receptions PGA Golf Instruction o Multiple Junior Golf Programs o Private Instruction o Group Instruction o Clinics 70 Power Carts Pro Shop “Fully Stocked” with Merchandise Rental Equipment o Golf Clubs o Pull Carts Golf Club Repairs and Club Fitting Outside Golf Tournaments Mount Si Golf Course Tournaments Men’s and Ladies Clubs Leagues WI-FI “Free” to the Public
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Mount Si Golf Course (Snoqualmie, WA.) January 2005-June 1995 o PGA Head Golf Professional o Golf Course Maintenance – (as needed) Mount Si Golf Course (Snoqualmie, WA.) June 1995-March 1990 o Assistant Golf Professional o Golf Course Maintenance – (as needed) o Outside Services Carnation Golf Course (Carnation, WA.) March 1990-1998 o Apprentice Golf Professional o Golf Course Maintenance o Outside Services
18 Hole “Public” Golf Course (Par 72) PGA Golf Instruction o Multiple Junior Golf Programs o Private Instruction o Group Instruction o Clinics Power Carts Pro Shop “Fully Stocked” with Merchandise Restaurant Rental Equipment o Golf Clubs o Pull Carts Golf Club Repairs and Club Fitting Outside Golf Tournaments Carnation Golf Course Tournaments Men’s and Ladies Clubs Leagues
Carnation Golf Course (Carnation, WA.) March 1988-1984 o Pro Shop Assistant o Golf Course Maintenance 4|Page
o Outside Services Jim Smith Construction (Carnation, WA.) June 1988-March 1990 o Framing Construction Bomar Enterprises (Fall City, WA.) June 1986-1988 o Home Construction
Matt Campbell “Marketing” Summary of Experience
2005 to Present: Specific job duties to include PGA “Head” Golf Professional, “General Manager” and “Director of Marketing”. Promoted to “General Manager” position in 2005. Previous “Director of Marketing” Related Responsibilities: o Create, build, implement, run and maintain all marketing related promotions to include; digital media, print media, signage on premises, signage off premises, tee signs, cart signs, marketing related signage displayed inside, rate sheets, social media, digital displays, banners, specials, telephone messages, internet tee time confirmation messages, trade shows, public relations, outside golf tournaments, internally run golf tournaments, leagues, junior golf programs, press releases, and everything in between. o Matt Campbell’s Note on Marketing Related Achievements: The ultimate factor determining “Success” or “Achievement” relating to any marketing effort is solely determined by quantifiable unit of measurements that are determined by the customer or the intent of what the marketing efforts were directed towards. This is also directly related to the “Return on Investment”. Did the hard cost of marketing expenses in any campaign result in realized profitability as a result? The logic behind this statement is based upon the very fact that the only thing that matters is how the customer reacts, thinks or decides and the cost associated. It doesn’t matter what management “thinks” as it is the customer that ultimately pays the bills. I feel this imperative to mention as far too often, the “Pride” or “Ego” of management hinders valuable time, energy and money refusing to make prompt, decisive and necessary changes based solely on the results driven by the customer and the cost associated in those efforts. If a marketing campaign cost more in terms of time, money and energy than the “Return on Investment” generated is not successful or would be
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successful if logical changes were made based on the results or data generated. In order to properly determine the success of a marketing campaign is to have systems in place that are consistently monitored allowing intelligent business decisions to be made proceeding forward such as; the campaign is working as planned and no changes are necessary, the campaign is still worth the efforts to continue but changes need to made or the campaign needs to dropped immediately minimizing the “loses incurred”. Matt Campbell Marketing Related “Achievements?” o As stated above, “Achievements” are quantified by the benefits outweighing the cost of resources extended and this list would be extensive relating to the results over the last 25 years in all the things that I have done. I will instead list those that I feel are the most significant and generate the extensive list upon request. o I left a very good job that I had for (23) years to start MJC Inc. “The Premier Multi-Talent Company” in October – 2013. I know the industry desperately needs the services that I provide and have no doubt that those utilizing my services will realize results they never thought possible or even existed. I know the Pacific Northwest Golf industry and what it takes to be successful in it as well if not better than anyone I have yet to meet. MJC Inc. provides complete marketing related service solutions. o The # of rounds generated at previous place of employment since 2005 to present never dropped below (52,000) up to the high of (55,000+). o Record breaking revenues in every category from the years 2005 – present compared to any of the previous 20 years. o Record breaking year end profitability multiple years from 2005 – present. o The out of pocket marketing expense never exceeded $20,000 during this time and as it relates to a percentage of revenues never exceeded (1%) o I personally created, built, populated and implemented all digital media and provided “camera ready” material for all digital media campaigns. At no time during the last 20 years did Matt ever contract out any marketing as he created and built it all by himself. o Website related traffic on a 12 month annual basis averaged 400,000 site visits a month with site visits over 500,000 in the “peak” season. o 15,000 customers in an accurate and active database communicated with on a regular basis. Enjoy the challenge of helping a company grow developing guest loyalty engagement? I am a Life Member of the PGA of America and have dedicated my career to “Promoting and Growing the Game of Golf.” There is nothing else that exists in the world that I would rather do for a living than be a PGA Golf Professional and feel even stronger about this statement than I did 25 years ago when I decided to make the business of golf my career 6|Page
choice. Knowing that I would be a PGA Golf Professional for the rest of my life I have been motivated to learn every single aspect related to running a golf operation. The last (23) years have been at a very successful family run golf operation resulting in either performing or managing absolutely anything and everything that could possibly exist? There have been many challenges and obstacles to overcome along the way, but I take extreme pride and satisfaction knowing that I have found ways to overcome these hurdles and that my efforts have resulted in one of the most successful, popular and one of the best positioned golf operations in the Pacific Northwest Golf Marketplace. This operation, in every area, is in fact better largely because of my efforts and the team of individuals that I assembled. There is no unit of measurement that more adequately quantifies this statement than the fact this operation generates 52,000 – 55,000 rounds annually. Developing strategies and innovative golf programs that will ensure a strong representation in the Pacific Northwest Golf Market? Having knowledge of the golf industry as a whole and the ability to properly identify where your facility currently fits as an operation inside that industry is the critical first step. To properly identify your operations position in the marketplace, it must be viewed through the eyes of the consumer with disregard to anything and everything else. Truth be told, through the eyes of the consumer is all that ultimately matters and to think differently has proven to be the demise in record numbers of golf course failures over the last three to five years. By this statement I am referring to the common mistake made by owners/managers marketing their facilities relating to what they would like for them to be or what they improperly identified them as to what they think they actually are? This lack of understanding combined with the almighty “Ego” is proving to be a recipe for disaster every day. I am by no means suggesting that an existing golf facility cannot or should not change what it currently is and for many, change is imperative to their survival. I am implying that the necessary changes are done, strategic programing is in place before any marketing campaigns take place. Promoting something that does not exist is false advertising and will lead to consumer resentment and loss of market share. Being aware of the gaps that currently exist in the industry and strategically creating programs that fill those gaps that can be implemented at your facility is what makes your operation “unique” and creates “separation” from everybody else. “Innovation” is critical as the governing bodies in golf, specifically the PGA of America and the United States Golf Association, in the attempts to grow the game continue to run the same programs that have proven over a ten year time span, not to work! The ability to properly identify what it is that you do have to offer, what potentials there are for growth with logical, cost effective change and the ability to deliver as promised creates the essential customer loyalty. The most significant void in the golf industry is the “untapped” market of those that have never played or just taking up the game. Regardless of the operation, with strategic planning, 7|Page
opportunities can be created to fill this void and can prove to build your customer base quicker than anything else if properly implemented. The main objective that governed the decisions that I made knowing all the potentials that existed and what I had to work with was to create an operation where any ability level of any age would have the very best opportunities that existed. This led to my creation of Little Si Links Pitch/Putt and Practice Facility with minimal capital expenditures. This in turn, effectively opened up the entire golf market as potential customers rather than limiting the clientele base to only those able to play the regulation (18) hole golf course which was already extremely busy. The only way that I could expand our business was to create something that did not exist? I knew there would be high demand because nothing similar existed in close proximity, the return on relatively minimal investment would be significant, but most importantly we expanded our customer base and revenues increased in every area due to increased traffic. The biggest gain by far, is the customer that has been secured for life. Noteworthy Facts Regarding Matt Campbell
Mount Si Golf Course voted by 120,000 Washington State Customers o “2nd” Best in Customer Service in the State behind Newcastle Golf Club o “2nd” Best “Value” in the State behind Gold Mountain Golf Course
Pacific Northwest Section PGA Junior Golf Leader (1994)
Western Washington Chapter PGA Junior Golf Leader (1994)
Pacific Northwest Section PGA Junior Golf Leader (1994)
Western Washington Chapter PGA Junior Golf Leader (1993)
Pacific Northwest Section PGA Junior Golf Chairman (1993-1994)
Western Washington Chapter PGA Junior Golf Chairman (1992-1993)
Golf Instruction given to over 2,500 different individuals over the last (25) years.
Coordinated all aspects of the Mount Si Junior Golf Program that conducted golf lessons and clinics for juniors at Mount Si Golf Course. The program currently has 700 participants annually.
Created and Implemented the Mount Si Winter Tournament Program o Seven winter tournaments each consisting of 120 plus players
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Coordinated the Snoqualmie Valley Taco Time Junior Golf Program (1993, 1994 and 1995). I was responsible for obtaining the sponsorship and running the golf in schools program along with the local PE teachers which allowed the kids to play golf all summer long for “free” with the fees paid by Taco Time. I also negotiated a reduced green fee at all of the golf courses in the Snoqualmie Valley.
Wrote golf column for the Valley Record Newspaper for ten years. Topics were all golf related subjects from instruction to equipment.
Worked with the Special Olympics of the Snoqualmie Valley
Created and built Little Si Links Pitch/Putt and Practice Facility at Mount Si Golf Course
Have run the “Target Shoot Challenge” booth at the Seattle Golf Show for the last five years.
I have coordinated and instructed numerous PGA Clubs for Clinics. These are clinics designed to promote the game of golf to juniors. All participants receive a golf club. Coordinated special guest appearance on two occasions with World famous trick shot artist “Divot the Clown”-Kevin Compare.
Rules official for numerous Washington State Junior Golf Events throughout the state of Washington.
Coordinated and rules official at Pacific Northwest Junior Golf Championships in Sandpoint, Idaho.
Conducted numerous seminars and clinics for organizations such as the Bellevue School District on topics such as how to teach golf to juniors and organize golf clinics for their kids. The programs focus was on how to teach golf to juniors and how to make their programs more efficient and organized.
Taught weekly golf in schools programs for the Mountain View school in the Snoqualmie Valley. Ran this program and all activities related to golf for five years.
Ran numerous clinics and golf schools for the Snoqualmie Valley Children Services program located in North Bend, WA.
Spoke at local schools during career week about the life of a golf professional. I have done this on numerous occasions in the past and will continue to do so in the future.
I have given numerous speeches over the years and continue to be asked to do so when asked to speak to a particular group. Audiences have reached over 100 plus people. Topics are usually related to golf, but have been asked to speak at going away ceremonies, Men’s and Ladies Club meetings and banquets, funeral’s and various other topics.
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I have spoken to large groups of fellow PGA golf professionals in our section about issues related to junior golf on numerous occasions.
I am an “Ordained Minister” and performed 12 wedding ceremonies
I have talked on the podium to the congregation at my church
I have given numerous clinics for the YMCA programs and Boys and Girls Clubs over the years.
I have volunteered my time for the “HUB” program benefiting the youth in the Snoqualmie Valley and served their committee for two years.
I have run numerous golf clinics for the Snoqualmie Valley “HUB” program over the years for ages 5-17 and all ability levels.
I have coached baseball for my two sons every year for the past 12.
I have coached basketball for my two sons 6 years.
I have run and helped organize numerous fundraiser golf tournaments for organizations such as the Rotary Club, Kiwanis Club, POP Program, The Mount Si Boosters, and Relay for Life and have worked as a tournament consultant for many others.
I served on the Board of Directors for the Snoqualmie Valley Charity Golf Classic in the position of secretary. This tournament is held at the TPC Snoqualmie Ridge Golf Club every year with the funds raised benefiting the youth and nonprofit organizations in the Snoqualmie Valley. I helped get this program started the first year as a board and committee member. Our board established a non-profit organization with funds of approximately $50,000 raised benefiting local charities throughout the Snoqualmie Valley.
I have hit golf shots for groups and organizations in golf tournaments over the years.
I was filmed and aired a nationally televised infomercial for a teaching golf aid.
I have participated in a junior golf a thon for six consecutive years raising money for the Mount Si Junior Golf Program and the Pacific Northwest PGA Junior Golf Fund. In the six years I raised approximately $15,000 for the different programs.
I am currently working on a junior golf teaching manual that will be used by other golf professionals as a model to use at their respected facilities.
I have written numerous articles for the Snoqualmie Valley Living Newspaper
I currently hold the course record at Mount Si Golf Course of 10 under par.
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I have coordinated numerous golf outings over the years for our membership at various courses and resorts around the state. I have also coordinated numerous golf trips for our members in Arizona.
I have given speeches for NLGA (Northwest Ladies Golf Association) on various topics throughout the years.
I am currently writing a manual on golf tournament operations that can be used for golf professionals, golf tournament coordinators, fund raisers and everybody that could benefit from “how to” run an effective golf tournament.
I have worked with the high school boys and girl’s golf teams over the last twenty years.
I am a Life Member of the PGA of America
I have written numerous articles published in the PGA of America Magazine
Member of the Snoqualmie Valley Kiwanis, Snoqualmie Valley Chamber of Commerce
Received Prestigious “Service Before Self Award” – 2012 Snoqualmie Valley Chamber of Commerce
Summary of Matt Campbell’s Program Management Experience Including Methodologies and Explanations where Pertinent I felt it important to elaborate on the extent of my experience, methodologies, logic, scope of knowledge and skill sets that I currently have. All of which have been obtained over the last (30) years through critical on the job experiences which is a necessity relating to the element of time and “learning curve” for the most immediate positive impacts possible to your business. The below mentioned is just a summary of the things that I have been able to accomplish. The general concepts and necessities relating to running a golf operation are applicable to any business. The “Mount Si Golf Course Winter Tournament Series” Program I promoted, managed and ran the “Winter Tournament Series” events over the last (23) years as a PGA Golf Professional at Mount Si Golf Course for many strategically planned intentions. I will identify the logic behind my intentions below: o Increasing or generating revenue during a time period that historically proves to be minimal or even nonexistent depending on the weather conditions. Every revenue producing area (Green Fees, Power Carts, Driving Range, Merchandise and Food/Beverage) are positively impacted as the structure of the event and entry fees was intended to do so.
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o Creating formats that were “unique” in nature with the emphasis weighing more on having fun in adverse weather conditions, but at the same time giving the incentive of “competition” to the hardcore player most likely to participate. o “Showcasing” Mount Si Golf Course by opening the events up to everyone rather than limiting it to our club members, geographic location or any other conditions. This in turn motivated golfers to play in these “unique” events that have never been to the golf course before? This has resulted in many of these first time visitors in becoming regular players and now call Mount Si Golf Course home. By opening the events up to everyone also expanded the market potential of filling the events to full capacity. All of the events, regardless of weather, more often than not have fields that average 128 players and no less than 100 players. o With the exception of three events in the series, the formats are (4) player events. My logic in (4) player events increases the marketing efforts to fill the fields when the players themselves are finding partners to fill out their foursome. o An incentive that I introduced to encourage as many players as possible in each and every event is allowing any money won can be also be applied to green fees. This has not been a typical practice in our industry with the theory of generating revenues in other areas. My logic being is that most of the hard core players already own most of the golf merchandise they need and by allowing them to use it towards green fees is the perception of an amateur to play for actual money. The actual money being the green fee that they ordinarily have to pay out of their pocket but can use winnings instead. The fact is, the amount of profit generated when book money is used for golf is much greater than merchandise relating to the wholesale and retail difference. The Mount Si Winter Tournament Series currently consists of (7) events that has proven to be the most popular winter tournament series in the state. The tournaments, formats and months of the events are listed below: o October – “Mount Si Golf Course Ladies Invitational” (2) Women best ball format) o November – “Mount Si Golf Course Fall Round Up” (2) Player event. (6) Holes “Scramble” – (6) holes “Alternate Shot” – (6) holes “Best Ball” o December – “Mount Si Golf Course Holiday Classic” (4) Player event. (1) “Gross” ball and (1) “Net” ball count on every hole. o January – “Mount Si Golf Course Poison Ball” (4) Player event. (1) Player is “Poison Ball” (3) Players “Scramble”. Alternates every hole.
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o January – “Mount Si Golf Course Campbell Scramble” (4) Player scramble o February – “Mount Si Golf Course Cabin Fever Classic” (2) Day event. (2) Player scramble both days. o March – “Mount Si Golf Course Tip and Tuck Scramble” (4) Player scramble. Golf course set up as difficult as it can possibly be. Golf Event and Program Management Experience Over the last (25) years as a PGA Golf Professional I have created, implemented, been involved with and managed countless golf events, tournaments, leagues, clinics and programs during this time. There have been a multitude of purposes, focus markets and intentions for all of them that have significantly varied with each and every one. The programs have varied in size from as large as 500 people in attendance to significantly much smaller numbers. I have been also been responsible for the management of events at numerous locations that have taken me all over the state of Washington and beyond with my involvement in the PGA of America. The key to running a successful golf event or program at any level is in the details. First and foremost, a thorough understanding of what all the details relating to the program actually are or need to be and then following through making sure that they all have been properly addressed and completed is imperative. An extremely important element to successful event planning and management can only be obtained through experiences never to be under rated. These experiences enable the ability to be properly prepared for the potentials of all the scenarios of what could go wrong and what to do if and when it happens. The more experience an individual has in anything, the better equipped they are to handle and deal appropriately with adversity. I have not only created, implemented and managed countless programs and events, I have also created internal systems and checklists for all of them. These systems have been designed not only enable me to run quality programs, it allows my staff and anybody involved to be fully aware of all the details involved. They have also been designed to allow the analysis of these programs on many levels but the primary motive is how they can be improved, get better and passed on to whomever might benefit from them in the future to help grow the game of golf. As it relates to the creation of any new program, event or concept that will determine success or failure is if it can actually be implemented in the day to day operations? The “value” of on the job experience actually running the events, programs and concepts is an “invaluable” and “imperative” asset in the program building stages of whatever it is? If it cannot be run efficiently and the sole intent was to provide “value” to the customer, the opposite effect will most likely hold true in the customer receiving an “unpleasant” experience. Created, designed, managed and implemented the construction and building of Mount Si Golf Course Little Si Links Pitch/Putt/Practice Facility that consisted of:
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Building a (9) hole pitch and putt golf course, a huge grass tee driving range (now is a two sided driving range), a huge chipping and putting green, a greenside bunker, a mobile pro shop, parking lot that is run from the current location “In Season” and run from the Pro Shop in the “Shoulder Seasons” and winter months. There is no electricity currently at the location so I developed systems and programs that can all be run from paper and pencil with the ability to analyze the data generated from all reports.
My “Methodology” and “Purpose” behind the creation of Little Si Links First and foremost to “Promote and Grow the Game of Golf” that is still desperately needed and the ability to capitalize on a virtually “untapped” market. The entire mission of the operation is to provide a fun, friendly, non-threating atmosphere that is affordable for everyone where all visitors regardless of age or ability level feel welcomed at all times. All of these things were conceptualized and built around the statistics that indicate the game of golf is not growing. Everything that went into the design, conceptualization processes relating to the programs put in place and the prices charged for services rendered were all determined by trying to provide the very best solutions possible addressing every statistic listed below. There are still people taking the game up but just as many dropping out of the game resulting in no “net” growth. The top (3) reasons why golfers are dropping out the game, statistics generated over the last (8) years indicate: The game of golf is too expensive. The game of golf is too hard. The game of golf takes too long to play. Little Si Links opened in 2010. (The only “new” golf operation in the state of Washington in 2010). The (3) years of numbers generated since the facility opened for business have proven, beyond a reasonable doubt, that when solutions exist for the golfer that properly address the above mentioned statistics the game will grow. The statistics of why golfers are dropping out due in fact hold true. Most importantly though is the great news that the game can grow by providing the solutions outlined above when properly implemented and my numbers prove it. The analysis of data compiled over the last (3) years from Little Si Links that I found to be very interesting was that the number of rounds played on the pitch and putt golf course indicates that adults (ages 17+) play twice as many rounds as the juniors (ages 16-)? Truth be told, this was extremely enlightening to me and the exact opposite of what I thought would happen? I found this information to also be very good news as it relates to the opportunities of growing the game and the impacts of doing so can be realized immediately as opposed to period of time it takes for the junior market to reach adult hood. I had a vision (23) years ago and was determined to create a facility that offered the very best opportunities, programs and options for everyone regardless of their ability 14 | P a g e
level. A place that the low handicap player would enjoy and the higher handicap players would also enjoy in that it was not over difficult to play. I implemented programs and traditionally slower times during the week that those who were just taking the game up could enjoy a round of golf as well. With the creation of Little Si Links/Pitch/Putt and Practice facility my vision has become reality in now the “target market” is virtually everyone! I have created an operation and programs that gives no justifiable reason why any player at any level would have to go anywhere else because the opportunity does not exist for them at Mount Si Golf Course? This is one of the many things that I have done to create a “niche” or create “uniqueness” in the product further separating the operation from the other options that exist in the market place. There are many other things that you will see and experience at Mount Si Golf Course that will most likely never see anywhere else. The evolution of Mount Si Golf Course required hard work for many years, steadfast belief and determination in a vision that was unquestionably the correct thing to do. I firmly believe and have statistics to prove that Mount Si Golf Course currently has the very best position in the greater Seattle area marketplace. I have done and achieved many things in my career, but none can remotely compare to where Mount Si Golf Course was (23) years to where it is now. To say the process of evolution was challenging and had set backs would be an understatement.
Created, implemented and managed “The Mount Si Golf Course Annual Food and Toy Drive” that I started (10) years ago. o I initiated this program for many reasons. The idea originally came to me through the “Web Special” program that I created and managed for the last (15) years. “Web Special” discounts were extended to the individuals that brought the printed special into the pro shop. I would track and record all of those that were redeemed and then throw the paper away in the recycle bin. This always seemed like a waste of paper to me, but was prior to smart phones and the technologies that exist today and was the only effective option I had at the time? This program was implemented (10) years ago in late October when I was informed that the North Bend Helping Hands Food Bank was short on food and supplies for those in need. I was throwing my recorded “Web Specials” in the recycle bin as I normally did and was inspired to substitute the piece of paper for something that was desperately needed at the time; a nonperishable food item that would be given to the food bank? This idea was embraced whole heartedly by the customers and spread like wildfire throughout the entire Snoqualmie Valley. The very first week I implemented the program we could barely fit all of the food collected in the bed of the truck! The program currently requires two truckloads a week due to the amount of
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food! I also implemented that an unwrapped toy could be substituted so we could offer support to “Encompass” located just down the street. The methodology and marketing logic I used in what has proved to be a win-win-win with this program: First and foremost, I was truly concerned with the food shortage and was motivated to do what I could to help. In regards to the marketing that I implemented to our customers, I knew that this concept would work. I actually thought that it would create more customers due to the “compassion” that all humans are instinctively born with, and in fact it did bring more customers than we ever had in comparable time frames. In regards to the “compassion” element, it inspired many in the media industry to write editorials on the idea, which in turn generated even more food and customers. The respect and positive Public Relations generated has been overwhelming not only in the Snoqualmie Valley but the entire Seattle area. Positive “PR” is impossible to actually quantify in terms of hard numbers, but is one of the most important things necessary in building customer loyalty and support! Having been at the golf course as long as I had, I knew that the “North Bend Helping Hands Food Bank” was very well known and supported as well as the children services “Encompass” program. The fact that all food and toys were going to be given to them anyways, I asked both of them and was granted permission the ability to leverage the media they owned. I emphasized in all media campaigns that if they brought the food or toy to Mount Si Golf Course they would be getting a discount and made sure to they knew that there contributions would ultimately end up where they desired in the first place. This inspired yet again, more food, toys and more customers! Creating win-win-win programs are by far, the most successful and all marketing campaigns must have this in mind to realize maximum success with regards to the motives behind whatever it is you are trying to do. Ultimately, this is what determines the viability of any business, concept or cause that will stand up through the test of time. The ability to conceptualize, think outside the box, use logic, common sense and implement any successful campaign efficiently quantified by results is the true and only factor that should be used to determine where value and where talent really is. The ability to think for yourself and have steadfast belief through obtained knowledge and fact regardless of anything else but yet aware of all the variables that exist with the bigger picture in mind enables the best decision making possible, all things considered. A core belief that I have used with every decision and program that I have ever been responsible for as long as I can remember. Regardless of the magnitude, who or what was involved with every decision I ever made was solely based on “What is in the best interest of the company I represent?” This actually made many of the difficult required decisions much easier for me, where I earned respect from employees, customers and all that know me. It would have been virtually impossible for me to run a successful golf operation without support from the other (70) employees committed to the “Team Si” concept in no job is too big or too small and they all matter if I didn’t walk the talk myself! Designed, created and populated all Mount Si Golf Course website content 16 | P a g e
I built the Mount Si Golf Course website (20) years ago. (I was the first client in Members First history) Current traffic visits average (400,000) a month with (500,000+) a month in the peak season. Models I have used to increase web traffic have all been based on the premise to create a website that is “dynamic” and updated daily. I installed a “live” weather station on top of the pro shop that has a dynamic feed to the website populating the current weather conditions every (15) minutes. The logic behind this is based on the number of phone calls from customers inquiring about current weather conditions. The current weather conditions are given to the customer over the phone and then informed about the live feed on the website. A live feed cannot possibly be more “dynamic” by definition. Located on the page feed is updated with links to the programs and offers that are most relevant at the time that the customer may not have known about otherwise. Online Tee Times I created a “Find a Game” program that allows singles or twosomes to book a tee time where a reservation has been made but not a full foursome. The tee times that display are only where the above mentioned parameters exist. Web Specials are updated twice a week I created and built an “Online Storefront” allowing customers to purchase a multitude of things online. I created and built the ability to register for events and program offerings online. The Mount Si Golf Course website address is: www.mtsigolf.com
I managed and facilitated the implementation of a “private” and “public” network in multiple locations and buildings throughout the facility. (This was installed (15) years ago and the first free “public” hotspot that existed in the entire Snoqualmie Valley) The “public” network was installed in the restaurant motivating mobile users to visit the restaurant allowing them internet access while dining. (15) Years ago this concept was common sense to me and knew would work. Obviously I was correct in that foresight. I managed, built and facilitated the transition from a paper and pencil tee sheet to online tee times and all of the hardware installation requirements as well.
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I wanted to build the online tee time program myself rather than having it done for me so I would know and be aware of everything that existed in the program. This was important to me so I did not have to rely on anyone or anything to fix the inevitable and unavoidable problems that happen. The online tee time provider that I chose was “Fore Reservations” and this was one of many criteria’s necessary in my electing to use them. I informed the company that I was an advanced user and was able to do just about anything but I would need insight to some of the functionalities of the program itself. I told them that whatever questions I had could be done over the telephone. I elected “Fore Reservations” after analyzing the various other providers at the time because it was a solid program. The company had been in business for a long enough period of time that indicated to me they were legitimate in their dedication to staying in the golf marketplace as long as possible. The relevance and importance of this to me was that they were dedicated to providing the best product possible and patched all of the initial “beta-breaks” and upgraded where they felt necessary. (I am not exactly sure of the initial price quote that I was given but it was in the neighborhood of $5,000 not including hardware. It did include the software and the expense of flying two Fore Reservation technicians out from Chicago, the accommodations for (2) nights of lodging, and (3) eight hours a days of training at the golf course.) When Fore Reservations concluded that I was capable of building their program and the reasoning described above to build the program myself was admirable they agreed to the installation being done over the phone. That being said, there it was no longer necessary to incur the expense of technicians mentioned above and I negotiated the price of $1,500 to be fair and equitable. They agreed to this price and I built the program.
(I was the first remote install ever performed in the history of Fore Reservations. This practice evolved into “common place” with the company that was recently purchased by the conglomeration that owns the “Golf Now” network). Created, implemented and managed the “Player Assistant” program The “Player Assistant” is on the golf course all day long The “Player Assistant” will say hello or by seen a minimum of (5) times by every group. The “Player Assistant” ensures that play moves and addresses groups that are slow. The “Player Assistant” is to provide the best experience possible for every customer. 18 | P a g e
Designed, Created and Implemented all signage on the golf course Hole layouts allowing those new players to see the hole All signs are visibly appealing, professional and clean Directional signage for new players Signage at prominent locations marketing or promoting whatever is needed Yardage signs in easy to see locations allowing golfers to effortlessly know their distance. Welcome signage at the front entrance for all to see entering the property Thank you signage for all to see existing the property Created and managed the “Food and Beverage” orders on the turn program Designed, created and implemented signage on #8 tee with the menu Designed, created and implemented signage displayed in every golf cart Conceptualized and managed the construction of an “Outside” stone fireplace Located outside the pro shop and next to the #1 tee I had never seen one outside a golf course and was another way to be “unique” Most golfers have never seen one like ours before and never forget it. We have fires in the mornings and on cold days for anybody to stay warm allowing the best experience possible. Created, implemented, managed and provided golf instruction for the Mount Si Golf Course Junior Program The program has grown, expanded and improved consistently over the last (23) years. The total number of juniors involved in the various programs offered has grown from (100) juniors in 1990 to (700) juniors currently participating annually in multitude of programs currently being run. Created, implemented and managed the PGA Junior Inter Club Cup Matches throughout Western Washington for (4) years. 5-7 registered junior golf participants at each course would compete against juniors from other courses. A stable ford format was established that was used to determine both team winners and individual winners that ultimately would compete at the PGA Section level for the overall winners. Managed and hosted on “Average” (120) “Outside Tournaments” per year for (23) years Managed and hosted on “Average” (15) “Outside Leagues” per year for (23) years Northwest Ladies Golf Association (NLGA) Executive Women’s Golf Association (EWGA) Boeing Rovers Numerous school related golf programs in the greater Seattle area Managed and hosted on “Average” (120) foursomes weekly “regular starting times” who played at the same time on their desired day of the week. Different groups played at different times all (7) days of the week for (23) years.
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These groups “valued” this service immensely and have proven to be the most loyal, best customers and some of the very best people that I know in this world. I created, implemented and managed many “loyalty” incentive programs to maintain their loyalty giving them no reason to want to play anywhere else. Many of these “regular starting time” foursomes have played at the same time, every week for over (30) years! Managed and hosted for (23) years the Mount Si High School Boys/Girls Golf Teams Provided instruction to team members as needed or when requested. Managed on “Average” (15) Men’s Club Tournaments for (23) years Managed on “Average” (10) Ladies Club Tournaments for (23) years Managed and hosted annually the Snoqualmie Middle School Golf Program that included: Weekly instruction to (50) participants every week for a two month period. Managed and hosted Pacific Northwest Section PGA Qualifier – “National Drive/Chip and Putt Challenge” Hosted “National Long Drive Championship” Qualifier Managed and hosted (11) Washington State Junior Golf Association Events Active rules official for the Washington State Junior Golf Association for many years. Managed and hosted PNGA Junior Girls Championship Managed and hosted numerous PGA Clubs for Kids Clinics at Mount Si Golf Course and multiple other facilities located throughout the Pacific Northwest PGA Section as the PGA Northwest Section Junior Golf Chairmen. On (2) occasions managed and coordinated nationally renowned trick shot exhibitionist “Divot the Clown” into our PGA Clubs for Kids Clinics. Managed Pacific Northwest Section PGA Maxfli Junior Championships, Idaho Managed and facilitated “PGA Frank Rodia” Junior Golf Tournament Created, Managed, Secretary-Board of Directors for “Snoqualmie Valley Charity Classic Golf Tournament” for (2) years raising on “Average” $50,000 a year for local charities in the Snoqualmie Valley. Secretary-Board of Directors establishing 501-C3 “Non-Profit” Organization Managed and facilitated numerous “Annual” fund raising golf events Snoqualmie Valley Rotary Club Snoqualmie Valley Kiwanis Club Mount Si High School “Booster” Club Relay for Life “Breast Cancer” Northwest Airlines Beacon Foundation Managed and hosted “Greater Seattle Women’s Public Golf Association” City Tournament (3) Day event. Shotgun start all three days. Hosted the Snoqualmie Valley Men’s Amateur Championship
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Managed, hosted and was elected Seattle Site Director for the “LPGA/Girls Golf Club” that provided instruction on a weekly basis for (7) years. Managed and hosted over (40) “Corporate Golf Clinics” that included various things such as; golf instruction, on course playing time and instruction, competitions, food/beverage banquets and award ceremonies. Coordinated, managed, facilitated and performed (12) wedding ceremonies as an ordained minister at various locations throughout the state of Washington. Master of Ceremonies for multiple wedding receptions. Managed and hosted on an “Annual” basis the greater Seattle area Women’s Team Matches. Managed, hosted and facilitated the “Snoqualmie Valley Junior Club Matches” Created, managed and facilitated a recognized club through the WSGA “The Mount Si Golf Course Nine Hole Ladies League” Created, managed and facilitated the results for over (5,000) weekly competitions in a multitude of different formats for the Mount Si Golf Course Men’s and Ladies Clubs. Promoted, created and rewarded customer loyalty through “Discount Punch Tickets” (10) and (30) round discount golf tickets Discounted power cart tickets Discounted range tickets Promoted, created and rewarded customer loyalty through “Annuals” “Yearly” golf annuals “Snowbird” annuals for those that did not live here all year “Winter” annuals Driving range annuals Promoted, created and rewarded customer loyalty through “Gold Cards” Those who purchased a “Gold Card” received discounts on golf, driving range, merchandise and food and beverage. Promoted, created and rewarded Junior Golfers loyalty by selling Junior Memberships Junior members received discounts on golf on specified days and times Junior members also were also active “Ghin” members giving them a handicap. Managed the “Target Shoot” Challenge at the Seattle Golf Show for (5) years The popularity of this event has grown significantly every year (2,000+) emails have been obtained at our booth alone in each of the last (3) years Built and managed a validated customer database in excess (15,000) local golfers This database has been an “invaluable” marketing tool which grows everyday Methods that I created which have been used to grow the database have been: Enter to Win for “Free” golf awarded monthly
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Run through all digital media channels as well as those that sign up at multiple locations easily accessible and visible throughout the facility Refer a Friend Program – A “Free” round of golf is given for every (20) friends contact information referred to the database. Birthday Club – “Free” round of golf on your birthday Ask for email information to every customer that books a tee time over the phone or at the counter that was not previously booked online. Promote that “Web Specials” will be sent to all in the database (2) times a week. Actively contribute to charities and worthy causes by donating rounds of golf Generates positive “Public Relations” “Free” exposure in locations that are not typically marketed too Less than 25% of all donations are ever redeemed
Note: All “Free” or “Discounted” golf is only given on historically slow days and times Family and Personal Interests
The Campbell Family Matt Campbell Wife of (23 years): Leigh Campbell Children: Daughter-Samantha Campbell (Age-23) Son-Benjamin Campbell (Age-19) Son-Adam Campbell (Age-12) Current Interests and Extra Curricular Activities
I have been my two son’s baseball coach for the last (12) years
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o In July my son Adam and I took a (3) week vacation and drove across the country to participate in a baseball tournament in Cooperstown, New York (The Home of Baseball) I served on the Tahoma Little League Board of Directors I have been my two son’s basketball coach for (6) years I enjoy spending as much time as possible at home with my family I enjoy yard work and home improvement projects My family is active in our church I enjoy reading “non-fiction” books primarily on subjects relating to: o Marketing and Sales o Business o Technologies (Hardware and Software) o Self Help o Christian I enjoy spending time learning, exploring and working on computers, tablets, smartphones, cameras and anything that involves technology. I enjoy taking walks around the lake with my wife Leigh. I enjoy writing on any subject matter. o Writing professional published content o Personal journaling I enjoy “Promoting and Growing” the game of golf I enjoy playing the game of golf o Competitively o Non Competitive I enjoy spending time and catching up with other family members and friends I enjoy helping others or causes that are important to me and need to be helped I enjoy working
General Management Related Experience I have had the unique experience of having worked with owner’s who were actively involved as employees on a day to day basis over the last (30) year’s. This perspective allowed me to inquire directly with them regarding the multitude of business related issues and logic behind the decisions made that directly impacted their livelihood. Beginning in 2005 I became the General Manager of Mount Si Golf Course located in Snoqualmie, Washington. This operation is one of the busiest and most successful golf facilities in the Northwest. The same core concepts of a successful business hold true regardless of what the business happens to be? The General Management experiences
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mentioned below are a “fraction” of the responsibilities and issues that arise and are all “General Business” encompassing and related.
Establish Rates Services and Products Rendered Policies and Procedures Safety Regulations Public Relations Government Compliance (Local/State/Federal) Maintenance Programs Customer Related o Complaints o Injuries o Disputes Banking Office File Management (Digital and Hard Copy) PCI Compliance Standards Property Maintenance Crisis Management (Flood/Wind/Ice/Rain/Power/Ext.) Corporate Officer Equipment Maintenance Program Management Budgets Permits (Local/County/Federal) Property Lease Contracts and Negotiations Office Equipment Office Supplies Vendor Contracts and Negotiations Employee Healthcare Benefits Employee Training Employee Hiring – Incentives – Firing Employee Required Certifications Insurance Policies and Related Coverage’s Financial Analysis Law Enforcement Alarm Systems Employee Alarm Codes Locks and Keys Daily Operations and Decision Making Telephone Systems Credit Card Systems
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Vandalism Theft (Employee/Non-Employee) Employee Scheduling Payroll Accounting Operation Related Scheduling Community Club Involvement (Chamber of Commerce/Rotary/Kiwanis/Ext.)
Project Management Related I have been responsible for the management of countless projects or events. I have performed just about every job that exists in a golf operation that I could possibly do. There have been numerous projects that were either beyond the realm of my comprehension or too large that required critical project management skills that are applicable to anything that involves “collaborative” efforts. I will list a few “Project Management” related examples below:
Little Si Links Pitch/Putt/Practice facility from a raw piece of land to a business. The construction of 8,000 feet of steel fencing that surrounds entire perimeter of the golf course from Elk. This involved permits and approval from local, state and federal government. Accepting bids from over 20 fence companies. The design of the fencing and overseeing the project to finish. Numerous weather related restoration projects (Flooding/wind/ice/rain/ext.) Complete remodel of the Mount Si Golf Course Restaurant structure. Complete remodel of the Mount Si Golf Course pro shop. Parking lot related (Drainage, repaving, repainting, curbing, ext.) Septic tank redesign. Golf Course hole and layout changes New construction projects Numerous “remodels” or expansions to various buildings.
Matt Campbell’s “State of the Golf Industry” Analysis I have spent my entire career looking at the game of golf through the eyes of a customer and trying to create programs and environments accordingly that motivate those that have never played to take the game up and those that are playing to simply want to play more? I also have served on multiple committees that govern the game of golf, been to countless education seminars hosted by just about every golf organization that exists and am constantly reading and evaluating anything that I can get my hands on to absorb all the information that I can in ways that make our game better. The part that concerns me the most in regards to the past and current efforts being made by the PGA of America, the USGA, the First Tee Program and various other organizations 25 | P a g e
have “proven” not to grow the game but they are still continuing to run basically the same types of programs? My evaluations are based over the last ten year period which is a time span long enough to properly identify statistics that are meaningful. The two biggest repeated mistakes that are glaringly obvious to me that have been made: The programs are all based around that 98% of the instruction given to juniors is in various locations such as the driving range, putting green, sand trap, school gym, local parks and classroom. I would whole heartedly conquer that these locations are perfect places where the game can be introduced. a. The mistake is thinking that this is all that must be done and after this introduction it is up to them if they decide to play the game or not? This is at best, only ½ of what is required to actually create a “new” golfer. The most significant factor that motivates 99.9% to play the game in the first place is the opportunity to get out and play on a golf course? If an individual, regardless of age never get out on a golf course, “They will NEVER become golfers!” But these players simply have nowhere to play at a reasonable rate, that the layout is not too hard and will not take all day to play? The largest industry wide mistake made was by developers assuming the game would grow based on the profits realized that golf course owners experienced in the middle to late 90’s and early 2000’s. With the intent to capitalize on those profits golf courses were built in historic record breaking numbers in a short period of time all over the United States. The strategically fatal error made was 96% of the golf courses built in that time period were harder than the national average course slope rating of 113 with the false assumption that the hard core player segment would grow as well? Profitability relating to industry standard was extremely good in the in the middle to late 90’s because there were not nearly as many golf course options the customer had to choose from, thus creating an “owners market”. The prices that golf courses were able to charge for green fees during this time were significantly higher than the value returned, but supply and demand made it possible and the golfers paid the going rate. I am very aware of this fact as I was actively employed as a PGA Golf Professional during this time and witnessed it firsthand. Golfers were lined up at the door waiting to play and virtually no marketing or promotion was needed at all? An advertising or marketing budget was virtually an expense that simply did not exist?
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Since peaking in 2003, the total number of golf participants has declined by 4.8MM, or about 16%. Almost all of that loss has been from the “Core� golfer group which is down almost 24%, from 19MM to 14MM.
With only 14 openings recorded in 2012 replaces 2011 as the low point since accurate measurement began in 1995. When the economy turned eight years the golf industry did as well. Revenues and profits reduced significantly resulting in lack of cash flow. Owners like many others, have a tendency to spend just about as money as they make. Rather than adjusting their lifestyles accordingly, many borrowed large amounts of money that our banks were lending out with great interest rates leveraged against assets that depreciated and are no longer true values. Owners took this money and replenished the cash flow necessary to operate and did not change their lifestyles or change anything in how they ran their businesses hoping that things would get better? Things actually got much worse. Now owners are faced with a debt load they never had before and revenues less than they had ever been making it virtually 27 | P a g e
impossible for their operations to stay open. Operations were not able to charge the green fee and turn the number of rounds necessary to service the debt much less realize a profit and operate? Statistics indicate that the industry has experienced the worst roughly 18 months ago and the trends are starting to go the other way. This is good news for those operations that have made intelligent decisions and are still viable operations or those that have the financial backing to make it through the next 2-4 years. This is not good news for those operations that are not able to hang on due to depleted funds and will close down. It is because of failing operations that the trends are improving. The fact that the game is NOT growing is why the closures are happening at record breaking numbers and this is what saddens me the most! Now in the year 2013 with the current golf courses being the length and layout that they are, the logic has always been that the operations “target audience” is primarily the hard core player or the player that is good enough to play their golf course? This same logic is applied at just about every operation that exists. This fact and assumed logic that the hard core player is their “only” audience has in turn, significantly reduced the owner’s market share resulting in less profit. But, what it has done resulted in a current “golfers market” as they have more golf courses to choose from at lower rates due to supply and demand. This trend that has been applicable over the last ten years combined with the technologies that continue to improve at a staggering pace that have made golf equipment better and easier to use, but the fact is that the game is not growing? It is glaringly obvious to me that industry efforts from the past have “proven” not to work or the answer to the elusive question of how to grow the game of golf?
Herein lies the ultimate dilemma and fact that our industry as a whole must face and accept regardless if they want to or not to realize maximum profitability or even remain a viable business moving forward? 28 | P a g e
The lifeblood of any golf operation that missions is to realize maximum profitability thru golf operations and not future real estate sales or anything different that just golf operations, lies predominately in Green Fee revenue. Selling tee times by utilizing logical and effective tee time “Yield” management every day, 365 days a year. Filling your tee sheet for the maximum rate a customer is willing to pay for filling times both horizontally and vertically on your daily tee sheet (“Horizontally” equates to full foursomes in every time slot. “Vertically” equates to selling a foursome in timeslot that is available from daylight to dark.) Roughly every 8-12 minutes that goes by (depending upon your tee time intervals) is time lost forever and is physically impossible to ever be realized again? The imperative importance of comprehending this very fact is that your “fixed” expenses relative to maintaining your golf course or being open for the day relatively don’t change regardless if you tee off (5) players or (300) players? The maintenance expenses incurred to maintain a golf course on a daily basis regardless of who plays or not are primarily fixed and do not change. There are minimal expenses related to the amount of play that have very little impact on the bottom line relating to filling divots, picking up garbage, ext. but relatively minor. The only other thing that could be effected by the amount of play is potentially payroll? In many instances is also a fixed expense due to salaries or the necessary employees being available regardless of how busy the operation may be on any given day.
If you look at the above pyramid you will see that 44% of the golf market is the “Occasional” golfer that plays very little. As I have pointed out, statistics indicate that it cost too much to play, golf courses are too hard and it takes too long to play? But I have also proved that when solutions exist to these issues, golfers will play! I have heard the statement more times that I can possibly count “There is no money in the beginners market or junior golf?” This statement holds true if you take (1) hardcore player in what they spend in a year against (1) occasional player as this is a very obvious fact. But what the majority fail to realize or comprehend for reasons beyond me is that the occasional market segment is the market that is virtually untapped. There simply is nobody providing opportunities for this market resulting in very little or no competition at all! My point being is that there is not a golf operation in existence that fills every tee time they have for sale and do not foresee that happening anytime soon. Rather than throw the revenue away, fill those voids by providing opportunities for the occasional player which in turn creates customer loyalty, grows the game and increases demand. There are a multitude of options available to increase revenues at every golf operation that exists in America. It just requires the ability to see the voids, solutions that fill those voids, consistent implementations to realize all that is possible.
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“All Inclusive” MJC Inc. Services Offered as a “Bonus” to Business Clients (A concept that MUST be read and understood by all business clients) There is not one business that is “exactly” the same as any other business, regardless if that business is in the same marketplace as another or what that business actually is? There are a multitude of reasons, just to list a few examples: The business being “unique” in efforts to separate itself from the competition? The goals, purpose or mission of the business? The “target market” or “customer” the business is trying to attract? The location of the business? The resources or capitol behind the business? The product or services offered by the business? The “price points” and “strategies” of the business? The size, sales, expenses, number of employees in the business? If the products sold are manufactured “in house” or produced somewhere else? If the business is being run to generate short, mid, long term profitability or the intent to sell the business? How long the business has been in existence? The list of examples could virtually be limitless considering the amount of variables involved for each and every business? MJC Inc. provides top quality, the highest level of competency but most of all the very best value in all the categories of services the company provides currently available in the marketplace. Every MJC Inc. offered service has clients and are all viable businesses in themselves. MJC Inc. acquired the knowledge in each and every service offered as separate areas of expertise over a (30) year time period of “on the job” experience. The achievements and ultimate success realized by the owner of MJC Inc. (Matt Campbell) with the company he represented over the last (23) years was the ability to perform every single service offered through his company by himself rather than “contracting” or “outsourcing” any of it. The premise or motivation behind doing the work himself was the associated cost related to “outsourcing” this work was extremely expensive and would significantly impact profits. The other motivation was the desire to learn everything necessary pertaining to running a successful business in general and maintain the highest level of “value” as an employee as possible. (If an employee does not have competence in the difficult or complex jobs required for their business resulting in “outsourced” labor, the “value” of that employee is significantly reduced? Not to mention the inabilities to properly identify if the quality of worked performed justified the expense incurred?) The entire business model and motivation for MJC Inc. is for the business client to realize maximum profits. Rather it be through increasing revenue, reducing expenses or any combination of both? The “Ultimate Value” that MJC Inc. Service provides for any client is the ability to leverage the knowledge acquired in all areas of expertise allowing for the best educated decisions to be made , all things considered, regardless of what service MJC Inc. is being utilized for? The other significant “Value” provided to a client is being able to utilize any service at any time that MJC Inc. provides, thus being the “All Inclusive” bonus concept and the “Premier Multi-Talented Service Company”.
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