Category Archives: Leadership

Don’t let a flock of geese, or bad masa, take you down

On January 15, 2009, US Airways Flight 1549 took off from LaGuardia Airport.  Shortly after takeoff, the plane struck a large flock of geese and lost power in both engines.  Quickly determining he would be unable to reach any airport Captain Chesley “Sully” Sullenberger piloted the plane to a water landing on the Hudson River.  All aboard were rescued by nearby boats.

On December 22, 2016, Carlos Galvan Jr. found a long line of unhappy customers when he arrived at work that day.  Mr. Galvan owns and runs Amapola Deli and Market, a local grocery chain catering to the Mexican American population around the Los Angeles area.  One of their specialties has been the store’s famous masa, the ground corn meal used in making tamales.

Amapola was known for their high-quality masa and enjoyed a loyal following that was growing every year.  Their best sales came in the month of December and 2016 was going to be no exception.  The problem was that beginning around December 22nd of that year, customers lined up to demand refunds for the poor-quality masa that they were sold.

The tamales that customers were making turned to mush and were ruined from the masa they purchased at Amapola. Some unhappy customers went so far as to replace their traditional tamales with spaghetti and nachos for their family celebrations that year.

Word got out through local TV stations and the Los Angeles Times that the inferior masa purchased from Amapola had ruined Christmas for hundreds of Mexican American families. This was what Carlos Galvan Jr. was facing when he pulled up to work a few days before Christmas 2016.

Immediately, Carlos instructed his staff to issue full refunds to anyone who had purchased the spoiled masa.  He went on the air that evening and issued an apology and offered full refunds to anyone who had purchased masa from his store.

The day after Christmas, Carlos posted a statement which said how saddened and he and his 350 employees were that their loyal customers were disappointed in their product and had a bad holiday experience with their masa. The statement went on to say that for 55 years Amapola stood for quality.  He admitted that this past weekend they had sold food that did not meet their standards and assured them that the food did not pose a health risk, it just didn’t taste good.


The statement said that the company immediately began investigating the problem and soon found that it came from one of their long-time suppliers who used a corn grown for fuel, not consumption, in making the raw ingredient.

This statement was sent out the day after Christmas as a press release, posted on all their social media outlets, mailed and emailed to customers. It was also written in both English and Spanish and displayed in their 3 stores.  Even today, each store has signs with a hashtag in Spanish that reads “#Better than Ever”.

Being prepared for an emergency and acting quickly, whether its losing both engines on your airliner or selling a bad product you’re known for, is the key to success in what could have been a total disaster for both Mr. Galvin and Captain Sully.  No matter whether you run a business or pilot a jet, make sure you have plans in place just in case the worst were to happen.


Molly’s Game, a cinematic example of CEO Issue Processing

Molly’s Game, written and directed by Aaron Sorkin staring Jessica Chastain as Molly Bloom, is a cinematic example of what hundreds of CEOs who are Vistage members experience every month in meetings with their peers.

A Vistage group typically consists of a dozen CEOs and entrepreneurs running businesses in a variety of industries.  Interestingly, members from VERY different industries often have shockingly similar issues they are each facing.  The real-life Molly Bloom could have been a typical Vistage entrepreneur with a problem to solve.

At the core of our meetings is something we call “Issue Processing”.  This is when we take an issue that an executive is having and “process” it in much the same way as depicted in Molly’s Game.  Here’s how the movie Molly’s Game and a Vistage meeting are structured alike:


STEP 1: State the problem

Molly’s Game:  Within the first few minutes of the movie we see Molly Bloom arrested for running an illegal high-stakes poker game.  Her problem is convincing the Feds she is innocent to avoid going to jail.

Vistage: A CEO will state their problem, or issue, to their peers in the form of a question such as “How do I tell my sales manager he’s doing a lousy job?”  The executive will go on to explain why this problem is important, what they’ve done so far and what they’d like the group’s help with.

STEP 2: Ask Clarifying Questions

Molly’s Game:  Through questioning by Molly’s attorney we learn how she got into the gambling business, about the millions of dollars at stake and how her clients lives would be ruined if she were forced to turn over her hard drives and emails.

The movie shows us flashbacks of Molly’s childhood, particularly the tumultuous relationship with her demanding father.  We learn how Molly never came to terms with her father’s zealous drive for excellence.  In one moving scene, Molly realizes that she must have control over powerful men to be in control of her own life.

Vistage: The Vistage group will ask probing questions that may deal with how many hours the executive is spending on the issue, what are the emotions surrounding this decision, how will it impact their relationships of others, and how much money is at stake.

The group may also probe into the executive’s past to determine what drives him or her to do what they are doing.  Much the same way that Molly discovers that she must have control over powerful men to be in control of her own life due to the relationship with her strict father. By discovering this underlying state of being, executives can come to terms with their behavior and make better decisions based on acknowledging their belief.

STEP 3: Re-State the problem

Molly’s Game:  Sometimes the original problem stated may not be the real problem. Molly thought she simply wanted to stay out of jail, but after understanding her fundamental belief, she realized that the real problem she wanted solved was how to protect her name and reputation once the case was over.

Vistage: The executive is challenged to see if the original problem (How do I tell my sales manager he’s doing a lousy job) is the problem they really want solved.  The group may offer suggestions such as “How do I demonstrate stronger leadership in my company?” or “How do I build a better management team?” Ultimately, it’s up to the executive to decide whether to re-state the problem or not.

STEP 4: Suggestions

Molly’s Game:  Molly’s attorney offers several suggestions to avoid jail including a deal offered by the prosecution.  But to take the deal, she would have to give up the names of the players on her list.

Vistage: The Vistage group may offer suggestions such as weekly one-to-one meetings with managers, going to see key customers with along with the sales rep, looking for events to celebrate when employees do the right thing, or leading a management retreat.

STEP 5: Action Promise

Molly’s Game:  By the start of her trial, Molly decides to plead guilty and leave her fate up to the judge, so she can protect her reputation and that of her clients.

Vistage: The executive will commit to a specific action promise to be done by a specific date.  For example, he/she may commit to having an offsite retreat with key managers before the next monthly Vistage meeting.

Molly’s Game is a brilliant cinematic example of how Executive Issue Processing can work when a skilled writer and director like Aaron Sorkin decides to team up with a talented actress like Jessica Chastain.  I recommend you see the movie if you haven’t already done so.  If you’d like to learn about Vistage and how we help hundreds of entrepreneurs and CEO’s around the world, you can contact me.

A Shot in the Dark

Achieving goals often requires taking risks, but all too often in life, we’re afraid to take that shot in the dark.

Blind since the age of 8, Lex Gillette was determined not to let that fact keep him from achieving his goals. By the age of 32, Lex had earned 4 Paralympic medals, 2 world championships, and a world record in the long jump.

At 9, Lex asked his parents for a basketball hoop he could hang on the back of his door.  He tied the bottom of the net together so the ball wouldn’t fall out and he began taking shots. In the beginning he was terrible but with practice he was soon able to make the ball go in the basket from anywhere in his room by envisioning where the hoop was.

What he realized was that in life, sometimes we’re afraid to take a shot in the dark.  But envisioning where that rim was helped him sharpen his focus tremendously. It was this razer sharp focus that propelled Les to win 17 national championships.

Picture this, a tall, lean, black athlete standing at the end of the long jump runway.  But this athlete is blind.  His coach is at the other end of the runway, past the landing pit.  This blind athlete tunes into his coach’s audible instructions.  His coach then begins to clap and yells “fly, fly, fly”.

Lex homed in on the sound of his voice and took off in his direction.  On the 16th stride he lept into the air and soared to a world record jump.  He heard the roar of the crowd and knew he would be making a tip to the gold medal stand.

Was Lex born with the desire to succeed or does it come from facing adversity?

Do we need to lose our sight in order to see a better version of ourselves? The best view of ourselves?

Navigating through life without the use of eyesight has allowed Lex to ascend to new heights and push the limits of courage, faith and self-determination. The inability to see was not the determining factor in whether Lex would succeed or not. It was having a vision, seeing something before it is in existence, and working tirelessly to bring it to life.

It is that very power that has propelled Lex Gillette into being the best totally blind long jumper in the world. The ability to see things before they exist is a power available to all of us. Lex believes that the dream of flight can become a reality limited only by the power of your imagination. When you have a vision of soaring to new heights…wings are just a detail.
Close your eyes now and envision your highest potential, paint a picture of yourself at your absolute best.

What do you see?  Do you see your life the way it currently is?  Do you see your business, your practice, your relationships with your spouse, your kids, your co-workers as they currently are? Or do you see them how they could be?  What does that vision look like?  Vision your relationships with those most important to you, family, friends, customers, partners.  Vision your health, your wellbeing, your serenity, your peace.  What do you see?  Vision your lifestyle, does it match up to what you see?  If not, are you willing to put in the time and effort so it will?

Lex would remind himself that “For those determined to fly, having no wings is just a little detail.”
“Sight shows us what is, Vision shows us what could be.”

“Sight shows us our current reality, Vision allows us to have that reality”

“Vision gives us the ability to show us where we want to go, and who we want to be.  A lot of people have perfect sight, but they don’t have 20/20 vision.”

“Don’t accept the current sight in front of you, have a vision of what your realty could be.  Sight limits us to see what is, Vision frees us to see what could be.  Either accept the current realty or take a shot in the dark.”

The Unsung American Hero


I was in the Albuquerque airport the other day having a quick dinner before my flight home when two servicemen from Kirtland Air Force Base sat down near me.  When I finished my meal, I went to the cash register to pay my bill and told the cashier that I’d like to pick up the tab for the two servicemen who just sat down.  She politely told me that I couldn’t because another guest had already picked it up.

I can remember, not too long ago in the Vietnam era, when our men and women in the armed forces were not as well regarded as they are today. I didn’t hear of anyone back then offering to buy them a meal, let alone thanking them for their service.  Many of them were looked down upon by the very citizens they were fighting to protect.  Now, just a couple of generations later, they are revered and looked up to as the national heroes that they are.

Some of the business owners I meet with these days feel the same way that those Vietnam servicemen felt back then.  They sometimes get the feeling that the general public, politicians and bureaucrats think all of them gouge their customers, pollute the environment and make way too much money on the backs of their hard-working employees.

Our elected officials play right into this myth while at the same time acknowledging that small business is the engine that can solve most of our economic problems. As proof, business owners point to all the anti-growth policies that have been enacted over the past few years.  Laws like ObamaCare and minimum wage increases that make hiring workers prohibitively expensive.

Restrictive Dodd-Frank provisions have led community banks to finance fewer and fewer new businesses despite their unique knowledge of the local markets.  It’s easier for an 18-year-old high school student to get a college loan than it is for a 25-year-old entrepreneur to get a small business loan.  

Last month in California, voters approved a raft of new state marijuana laws presenting employers with hazy challenges when it comes to workplace drug testing.  Employers should tread carefully when testing workers for pot under drug-free workplace policies.  Firing or disciplining a worker for a positive drug test could open firms to legal challenges from employees.

In Los Angeles county, voters approved a ½ cent sales tax increase for Measure M to raise billions of dollars for transportation projects. This is in addition to over 30 school bonds and parcel tax assessments that passed and are also paid for by businesses.

According to a survey by the Kosmont-Rose Institute, eight Los Angeles area cities, including Los Angeles, Santa Monica and Long Beach, rank among the 20 most expensive cities to do business in the Western United States.

In Long Beach, where I live, the sales tax next year will be 10.25% but next door in Orange County the sales tax will be 7.75%.  That means I’ll save $5.00 in taxes if I buy $200 at the hardware store in Seal Beach, a mile away from my house, instead of in Long Beach.  The net effect will hurt small businesses in my neighborhood.

Entrepreneurs in this country are like salmon swimming upstream, they must overcome waterfalls, bears and man to make it to their spawning grounds.  Yet despite all these obstacles some of them still make it.

Alvaro Garcia is a 45-year-old father of 3 living in the San Gabriel Valley.  He came to this country from Nicaragua when he was 18 years old.  While attending high school and learning English, he got his first job as a Domino’s delivery driver.  The next year he was promoted to supervisor then district manager and a few years later he was able to buy a franchise.

When a Domino store became available, Garcia recruited his fellow employees to buy into what eventually became 22 stores doing over $7 million in sales.  In 2013 he sold his Domino franchise and, with 3 partners, bought a Jersey Mikes sandwich franchise.  Garcia now owns and operates 70 Jersey Mikes locations.  He does more than $30 million in sales and is providing jobs to hundreds of people living in Southern California and paying thousands of dollars in taxes, permits and fees.

My family is another example of entrepreneurs helping this country.  Between my grandfather, father, father-in-law, uncle, cousin, brothers and me, we have created thousands of jobs for all sorts of Americans as well as paying millions of dollars in taxes, permits and fees over the past several decades.

Last month the Wall Street Journal reported that small businesses account for 64% of all new jobs in this country and that companies less than five years old create more than 80% of all new jobs every year.  Yet fewer than 500,000 new businesses were started in 2015, that is a disastrous 30% decline from 2008. 

In the past eight years, more than a million new companies have “gone missing” from the economy. This absence accounts for an estimated 7 to 10 million jobs that, had they existed, could have provided employment for every one of the nation’s discouraged workers. Simply put, the U.S. will never reach full employment without more startups.

Donald Trump wants to “Make America Great Again”.  One way he can do this by creating an environment that enables at least one million Americans to start companies every year. Such an outcome would assure his target of 4% GDP growth, as well as full employment.

In California, elected officials are trying to find ways to fight the incoming administration.  Perhaps they should step back and see what’s missing in the golden state.  There’s a reason Florida, Texas and other red states are growing.  Those states have embraced an economic model that fosters job growth, lower taxes, fewer regulations and a government that is business friendly.

Yet here in California we have a state where a temporary tax was made permanent, a public pension plan is out of control and the governor and Legislature have no intention of cutting taxes or reducing regulations.

But what can you about it?  One thing you can do is the next time you see a business owner at dinner or in the bar buy him, or her, a drink and thank them for their service to our country.  For they are the Unsung American heroes.

Merit Badge Day at the Museum

One Hundred Boy Scouts descended upon the International Printing Museum in Carson California Saturday, August 13th, to earn two merit badges; Pulp & Paper and Graphic Arts.  Thanks to over 20 museum and industry volunteers the boys made paper, silk screened t-shirts, and printed cards that they designed that day.


Ten groups of ten boys rotated every half hour to various stations set up around the museum property in order to pass the requirements for the two merit badges.  On the museum grounds volunteers helped the boys blend pulp which was then poured onto wire frames allowing each boy to take home the paper they made.


Boys also silk screened their own commemorative Merit Badge Day T-shirt while volunteers taught the boys about various bindery methods in order to fulfill that requirement for the graphic arts merit badge as well as how to identify the various types of printing they run across at home and at school.


Since the first Merit Badge Day on May 7th 2011 over 2,000 boys have been exposed to the graphic arts and paper industry at the International Printing Museum.  Mark Barbour, curator of the museum, Dan Freeland, museum chairman, and I came up with the idea to host a merit badge day in order to promote paper making and the graphic arts to a generation of kids raised on iPads and cell phones.  This was during a time when funding was cut in the education system for printing programs.


Fewer and fewer boys are learning about the printing and paper industries and we thought there might be a desire among the boy scouts to learn while earning a merit badge.  I contacted the Boy Scout National Office back then and learned that the Graphic Arts and Pulp and Paper Merit Badges were among the least popular of all the merit badges boys can earn.  When my son was in scouts, I remembered that Merit badge days were popular among boys seeking rank advancement. At the same time Mark had been working on a way to get the Boy Scouts more involved with the museum so we came up with the idea of creating a Merit Badge Day.

When asked why they signed up, one boy from Orange County said he had always been interested in Printing and this sounded “Cool”.  Another boy said he liked engineering and he thought a job in this industry might be interesting.  A third scout said he was there because his friend decided to come and he liked the chance to make something by hand.

Because of the Merit Badge Day, the Printing Museum now has a steady stream of new visitors, the Boy Scouts now have a way to learn about our industry while earning two merit badges, and the printing industry is once again educating a group of smart and engaged boys who will soon enter the workforce. Now thousands of boys are learning about the careers and benefits of the graphic arts and paper industries.


“Outstanding leaders go out of the way to boost the self-esteem of their personnel. If people believe in themselves, it’s amazing what they can accomplish.”Sam Walton

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”John Quincy Adams

“You do not lead by hitting people over the head – that’s assault, not leadership.”Dwight D. Eisenhower

“The key to successful leadership today is influence, not authority.”Ken Blanchard

“Leaders are made, they are not born. They are made by hard effort, which is the price which all of us must pay to achieve any goal that is worthwhile.”Vince Lombardi

“Throughout my years in business, I tried to always ask why we would do what we were doing the things we did.. The answers that I would invariably get are: ‘Oh, that’s just the way things are done around here.’ Nobody knows why they do what they do. Nobody thinks very deeply about things in business”. – Steve Jobs

All the great inspiring leaders and organizations in the world, whether it’s Steve Jobs, Martin Luther King or the Wright brothers, all think, act and communicate the exact same way. And it’s the complete opposite to everyone else.

Why is Apple so innovative? Year after year, after year, they’re more innovative than all their competition. And yet, they’re just a computer company. They’re just like everyone else. They have the same access to the same talent, the same agencies, the same consultants, the same media. Then why is it that they seem to have something different?

Why is it that Martin Luther King led the Civil Rights Movement? He wasn’t the only man who suffered in pre-civil rights America, and he certainly wasn’t the only great orator of the day. Why him? And why is it that the Wright brothers were able to figure out controlled, powered man flight when there were certainly other teams who were better qualified, better funded — and they didn’t achieve powered man flight, and the Wright brothers beat them to it. According to Simon Sinek, there’s something else at play here.

Why? How? What? This little idea explains why some organizations and some leaders are able to inspire where others aren’t. Let me define the terms really quickly. Every single person, every single organization on the planet knows what they do, 100 percent.
Some know how they do it, whether you call it your differentiated value proposition or your proprietary process or your unique selling proposition.

But, according to Sinek, very very few people or organizations know why they do what they do. And by “why” I don’t mean “to make a profit.” That’s a result. It’s always a result. By “why,” I mean: What’s your purpose? What’s your cause? What’s your belief? Why does your organization exist? Why do you get out of bed in the morning? And why should anyone care? As a result, the way we think, we act, the way we communicate is from the outside in, it’s obvious. We go from the clearest thing to the fuzziest thing. But the inspired leaders and the inspired organizations — regardless of their size, regardless of their industry — all think, act and communicate from the inside out.

According to Simon Sinek author of “Start with Why”; If Apple were like everyone else, a marketing message from them might sound like this: “We make great computers. They’re beautifully designed, simple to use and user friendly. Want to buy one?” “Meh.” That’s how most of us communicate. Here’s how Apple actually communicates. “Everything we do, we believe in challenging the status quo. We believe in thinking differently. The way we challenge the status quo is by making our products beautifully designed, simple to use and user friendly. We just happen to make great computers. Want to buy one?” Totally different, right? You’re ready to buy a computer from me. I just reversed the order of the information. What it proves to us is that people don’t buy what you do; people buy why you do it.

Most people don’t know about Samuel Pierpont Langley. And back in the early 20th century, the pursuit of powered man flight was like the dot com of the day. Everybody was trying it. And Samuel Pierpont Langley had, what we assume, to be the recipe for success. Even now, you ask people, “Why did your product or why did your company fail?” and people always give you the same permutation of the same three things: under-capitalized, the wrong people, bad market conditions. It’s always the same three things, so let’s explore that. Samuel Pierpont Langley was given 50,000 dollars by the War Department to figure out this flying machine. Money was no problem. He held a seat at Harvard and worked at the Smithsonian and was extremely well-connected; he knew all the big minds of the day. He hired the best minds money could find and the market conditions were fantastic. The New York Times followed him around everywhere, and everyone was rooting for Langley. Then how come we’ve never heard of Samuel Pierpont Langley?

A few hundred miles away in Dayton Ohio, Orville and Wilbur Wright, they had none of what we consider to be the recipe for success. They had no money; they paid for their dream with the proceeds from their bicycle shop; not a single person on the Wright brothers’ team had a college education, not even Orville or Wilbur; and The New York Times followed them around nowhere.

The difference was, Orville and Wilbur were driven by a cause, by a purpose, by a belief. They believed that if they could figure out this flying machine, it’ll change the course of the world. Samuel Pierpont Langley was different. He wanted to be rich, and he wanted to be famous. He was in pursuit of the result. He was in pursuit of the riches. And lo and behold, look what happened. The people who believed in the Wright brothers’ dream worked with them with blood and sweat and tears. The others just worked for the paycheck. They tell stories of how every time the Wright brothers went out, they would have to take five sets of parts, because that’s how many times they would crash before supper.

And, eventually, on December 17th, 1903, the Wright brothers took flight, and no one was there to even experience it. We found out about it a few days later. And further proof that Langley was motivated by the wrong thing: The day the Wright brothers took flight, he quit. He could have said, “That’s an amazing discovery, guys, and I will improve upon your technology,” but he didn’t. He wasn’t first, he didn’t get rich, he didn’t get famous, so he quit.

People don’t buy what you do; they buy why you do it. If you talk about what you believe, you will attract those who believe what you believe.

In the summer of 1963, 250,000 people showed up on the mall in Washington to hear Dr. King speak. They sent out no invitations, and there was no website to check the date. How do you do that? Well, Dr. King wasn’t the only man in America who was a great orator. He wasn’t the only man in America who suffered in a pre-civil rights America. In fact, some of his ideas were bad. But he had a gift. He didn’t go around telling people what needed to change in America. He went around and told people what he believed. “I believe, I believe, I believe,” he told people. And people who believed what he believed took his cause, and they made it their own, and they told people. And some of those people created structures to get the word out to even more people. And lo and behold, 250,000 people showed up on the right day at the right time to hear him speak.

How many of them showed up for him? Zero. They showed up for themselves. It’s what they believed about America that got them to travel in a bus for eight hours to stand in the sun in Washington in the middle of August. It’s what they believed, and it wasn’t about black versus white: 25% of the audience was white.
Dr. King believed that there are two types of laws in this world: those that are made by a higher authority and those that are made by men. And not until all the laws that are made by men are consistent with the laws made by the higher authority will we live in a just world.
It just so happened that the Civil Rights Movement was the perfect thing to help him bring his cause to life. We followed, not for him, but for ourselves. By the way, he gave the “I have a dream” speech, not the “I have a plan” speech.

Listen to politicians now, with their comprehensive 12-point plans. They’re not inspiring anybody. Because there are leaders and there are those who lead. Leaders hold a position of power or authority, but those who lead inspire us. Whether they’re individuals or organizations, we follow those who lead, not because we have to, but because we want to. We follow those who lead, not for them, but for ourselves. And it’s those who start with “why” that have the ability to inspire those around them or find others who inspire them.

“We choose to go to the moon in this decade, not because they are easy, but because they are hard, because that goal will serve to organize and measure the best of our energies and skills, because that challenge is one that we are willing to accept, one we are unwilling to postpone, and one which we intend to win” “My fellow Americans: ask not what your country can do for you – ask what you can do for your country.”John F. Kennedy

“Leadership is a combination of strategy and character. If you must be without one, be without the strategy.”Gen. H. Norman Schwarzkopf

“The art of leadership is saying no, not yes. It is very easy to say yes.”Tony Blair

“When Mexico sends its people … they are bringing drugs and they are bringing crime and their rapists.” “The concept of global warming was created by and for the Chinese in order to make U.S. manufacturing non-competitive.” “The point is, that you can never be too greedy.” “I would build a great wall, and nobody builds walls better than me, believe me, and I’ll build them very inexpensively, I will build a great, great wall on our southern border. And I will have Mexico pay for that wall.” “The line of ‘Make America great again,’ the phrase, that was mine, I came up with it about a year ago, and I kept using it, and everybody’s now using it, they are all loving it. I don’t know. I guess I should copyright it.”Donald Trump

This coming November we will have the opportunity to elect our great leader for our nation,, let’s hope that a great leader will appear on the ballot for us to choose from. At this point it appears that none of the great leaders working in our companies, our service organizations, or our families are willing or able to run against the presumptive nominees. God help us.

Why did we merge?

For the past 25 years I have personally known Monte Justesen and David Overgaard.  I have always found them to be of the high moral character, honest, trustworthy, and caring individuals who work with integrity.  These values make up the culture of Stuart F. Cooper.  These are also the values that I hold dear in my life and are reflected in my organization as well.

Don Burdge, Monte Justesen, Dave Overgaard

For the last year, I have been secretly searching for a perfect fit for our firm and last October I hit gold.  Monte and Dave came to table willing to work together to make both of our companies stronger by merging together.  This gives Dave and me equal interest in the new organization while providing Monte an exit strategy from his company.

Our customers are no longer buying letterheads and envelopes as they once were.  Gradually, over the years, we have become primarily a business card printer and this merger means we will now be able to expand our product line to Burdge’s customers.  Cooper clients will be able to gain the expertise we have in our web-to-print solutions and in working with design and branding firms on corporate identity systems.

Last year when I was president of the Printing Industry Association of Southern California I learned that 10 years ago there were 38,000 printing companies in the country.  Today there are only 28,000 and that number is expected to continue to shrink.  I did not Burdge to simply shrink and fade away.  So, the other option was to find a way to offer other products and services.  This economy, as bad as it is, can offer some unique opportunities for those of us willing to look for creative solutions.  That is what Dave and I have done.

Stuart F. Cooper is in a 50,00 square foot building just 6 miles west of Burdge, just south of downtown LA, and they have plenty of room for Burdge employees.  Therefore we will be moving into their location throughout this month.  Our plan is to move each department when it is ready to go and, hopefully, by August 1st we will be moved in.   We don’t, however, plan on being in that location forever.  It is both Dave’s and my goal to move our new company back toward this business friendly area as soon as it is practical.

Arlen Alfson, Burdge plant manager for the past 22 years will still be involved in production, pre-press and IT.  Joe Lee will still be in accounting and Ruben Machado will be in customer service.  These three talented managers will be working side-by-side with their managers just as Dave and I will be working side-by-side.   Unfortunately we will not have room for every current employee.  Final decisions will be made by the end of this month.

Last month Dave and I met with the Louey/Rabino Design team.  They have agreed to create a new company name, logo and identity to take our company into the future.  We will unveil this new look and name at the end of summer.

It is important to Dave and to me that we come up with a new name.  The names Burdge and Cooper hold tremendous value to the marketplace and we do not want to lose that.  However it is very important that we create a new identity for the team of the talented individuals who we are.  Working together, under one name that will reflect the values of what we will be in the future.