Thursday, June 22, 2017
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Welcome to the NABI Blog. Our Blog is intended to inform, explain, clarify and raise awareness on current business topics and issues. Do you have a story you would like to share on our blog or be featured in our newsletter? Simply send an email and tell us what you want us to know. We want to hear about your success stories.

Innovation & Automation: Down-to-Earth Cloud Bookkeeping for Small Business Owners

Are you a small business owner or entrepreneur with your own bookkeeping system? Are you behind on your books? Are you struggling to find solutions for nagging problems with your system? Do you want your books to work harder for your business? 

NABI’s Lunch and Learn on May 18th will help you learn to use your bookkeeping system to your fullest advantage, with less time spent and more results gained. Lloyd Spencer, President of The Bookkeeping Guru, offers insight into his innovative bookkeeping strategies, and will answer all the questions you have about your in-house bookkeeping. 

Bookkeeping is something no one wants to spend (or waste) time on. It can be hard to maintain organization when you have so many other priorities and projects on the go. Between setting up your books, keeping track of expenses, and data entry, you might be shaving off more time than necessary from your billable hours. 

Lloyd Spencer from The Bookkeeping Guru will explain how to set up, maintain, and streamline your bookkeeping process in the cloud for better integration and ease, while also fulfilling your tax, payroll, and investment obligations. Most importantly, Lloyd will demonstrate how you can use your bookkeeping to make better business decisions. Using simple and straightforward analytics and reporting techniques, you can determine where your business is, and how to reach your goals. By the end of the talk, you will feel confident in your knowledge of bookkeeping processes, and know how to use your books for better business evaluation. 

The event will be Mac, PC, and tablet friendly, for business owners with any preference. Come armed with any specific bookkeeping questions you may have, as Lloyd will leave plenty of time to address these in detail. 

Lloyd’s presentation will take place at NABI’s Mission Centre location on Thursday, May 18th. To register for the event, click here, or for more information, click here or call 780-460-1000.

  • Lots of ideas and good intentions, yet little innovation. What’s going on here?

    By Dar Schwanbeck, CMC    Managing Director, NABI

    Last week I attended a meeting where several large organizations were exploring the topic of innovation. I expected that groups, such as these, would be at the forefront of implementing new ideas and managing change.  After all, aren’t our competitive advantage, economic growth and social well-being dependent on constant innovation?   Our discussion revealed otherwise; we’re not as “innovative” as we’d like to be.  There’s no shortage of ideas or good intentions, yet all lamented about how little innovation they experienced and how hard it was to make change.  So what’s going on?



    I found many definitions of innovation, ranging from

    ·         “any project that is new to you or the organization and has an uncertain outcome,” (Govindarajan, Trimble),

    ·         “the implementation of ideas to create value,” “a new method of production or handling,” “opening a new market,” “a new organization,” (Schumpeter),

    ·         “the application of an existing technology (or technologies) in a new and useful way” (Hirsch), to

    ·         “making desired outcomes easier to achieve” (Lawton). 

    So innovation reaches well beyond just technology.  It applies to products, processes and services; technical invention and social invention.   Henry Ford, for example, is famous for the model T, but also instrumental for implementation of the assembly line and use of part-time, seasonal workers to work on the assembly line.  NOTE:  Some writers distinguish “inventions” and “design improvements” from the definition of “innovation,” but my quick review suggests our bigger problem is in getting stuff done, and less so with a precise definition of “innovation.”



    Why should we care about innovation in the first place?  The dumb answer is probably that we are either, “moving ahead, and at least staying competitive, or, falling behind.  In a global economy, nothing stands still.  Todd Hirsch, in The Boiling Frog Dilemma offers 3 reasons:

    1.    This is how economies progress – otherwise we’d still be watching TV by candlelight, wrapped in animal hides; to improve our standard of living

    2.    We must compete or become irrelevant on the global stage; it’s necessary to long-term survival

    3.    Because we can.  We have a well-educated, intelligent population, and it takes such attributes to drive innovation.



    The business literature offers a host of reasons that individually and collectively might be getting in our road.  The summary below is not presented in any particular order.


    Lack of Clear Goals

    Gregg Fairbrothers says its “key to understand why an individual (or organization) wants to innovate in the first place - to get what you want, you need to know what you really want; what is the real problem we are trying to solve?  The goal sets direction, marshals resources, focuses learning, and provides criteria for decision making and measuring progress.  The dilemma might be that organizations have too many, un-prioritized goals….and none specifically around a particular idea and getting it implemented.  We expect our employees to be innovative, yet we don’t establish specific goals for implementing ideas.


    Unwilling to Take Risks

    Our organizations are often cultures of “devils’ advocates” versus idea builders.  We fail to create a distinct culture that embraces calculated risk-taking.  We conform (any innovation must fit within existing organization standards and measures).  The “status quo” is a powerful force and innovation is known to be “risky.”  Combine these factors and people usually run from innovation.


    Inadequate Funding

    Funding for innovation usually means taking money from other parts of the business, hence competition, and of course, the timing of the funding is often a problem.  Money doesn’t match the needed timing.


    Organization Challenges

    Beyond minor innovations or small design improvements, many innovations cross organizational boundaries and may create new categories.  Further, because the pursuit of innovation requires human resources, there is conflict with the “day job.”  Each of these factors sets up competition for resources and disputes around authority and decision making.  As a rule, innovations don’t get their share, either of resources or anticipated benefits.  Dedicated teams, separated from day-to-day operations might be the best choice to drive important innovations. Increasingly complicated environments in which to get change done (more complicated organizations, more procedures and regulations).


    Time Commitment

    Innovation requires a time investment, and time is often a scarce commodity in many organizations.  Further, in contrast to day-to-day operations, innovations often don’t behave according to a predictable schedule. Put these two together and it’s difficult to show innovation as a return on investment.


    Inadequate Measures

    For many ideas/innovations it’s hard to quantify potential return on investment; potential costs, revenues, market share, impact on competitive advantage, etc. are simply unknown. And, potential innovations must compete within existing budget cycles for resources.  Value propositions may not be clear for each group of stakeholders.  New or different measures may be necessary to give innovations the chance they deserve.


    Ideas Lack WOW!

    “WOW” refers to the sum of an idea’s overall potential and likelihood of success. By definition, organizations should only pursue those ideas that have real competitive advantage, solve a burning problem and have a chance of implementation. If a new idea can’t deliver the table stakes (key benefits) and if the idea is not different from the competition, it should be killed.  Unfortunately, it seems that many organizations are relentlessly pursuing ideas that will never deliver any significant value, either to customers or themselves.


    Unaware or Disinterested in the Innovation Process

    Over the last couple of years a number of new books have explored the topic of innovation.[1] 


    These references offer valuable insight into why we struggle with innovation and what a new approach might look like; seems that a commitment to the right process matters.  Like diets, fitness, smoking cessation and business strategy implementation, the innovation process requires dedication, preparation and commitment. We only get out of a process or plan what we actually put in, and expecting day-to-day business operations to drive major innovations (versus a separate team), is like expecting the pick-up hockey league to win the Stanley Cup.


    HOW TO INNOVATE: Four Different Approaches

    So where to look for help? Similar to the range of definitions for innovation, there is a wide variety of methods for getting it done.  However, almost without saying, the selection of the tool box should align with the nature of the innovation challenge.  Are we looking for new competitive direction? [Kim and Mauborgne, Blue Ocean Strategy] Do we know the direction, but are struggling with implementation? [Govindarajan and Trimble, Other Side of Innovation] Do we have real competitive advantage? [Wendy Kennedy, So what? Who cares? Why you?] What really needs to be fixed? [Lawton, Customer-Centered Culture] Regardless of the approach, our success will depend on our commitment and follow through.


    In the Blue Ocean approach, Kim and Mauborgne propose that we should “systematically look across established boundaries of competition and reordering the elements to serve new markets where new demand is created. The authors pose 4 critical questions to help us identify new market space and opportunities:

    1.    What factors that the industry has taken for granted, can be eliminated?

    2.    What factors should be created that the industry has never offered?

    3.    Which factors should be raised well above the industry’s standard?

    4.    Which factors should be reduced well below the industry’s standard?


    In Creating a Customer-Centered Culture approach, Rob Lawton offers a number of robust themes.

    1.    Organize everything by specific products and classes of customers; without these we can get our assumptions about value propositions wrong

    2.    Performance, perception and outcomes are the basis for customer satisfaction

    3.    Customers are always loyal to outcomes, not process

    4.    Always assume customer expectations are unmet

    5.    What me measure is what we value

    6.    Process improvement not positively experienced by customers is a competitive mirage

    7.    Vital lies are constraints on any change initiative.

    An understanding of Lawton’s framework is critical to any innovation; innovation starts with an understanding of prioritized [product] outcomes, with a goal of making these easier to achieve or avoid.  Lawton offers the tools to do this.


    Vijay Govindarajan and Chris Trimble provide a comprehensive guide for solving the [innovation] execution challenge.  Their 2010 book, the other side of Innovation, provides a road map to 1) Build the right team for an innovation initiative, and 2) run disciplined experiment. The first part addresses who will be on the team, how it should be structured, and how it can partner with ongoing operations.  In the second part they talk about testing assumptions, translating results, measuring progress and combatting sources of bias.


    Wendy Kennedy in So what? who cares? why you, propose a handful of steps to commercialize new technology ideas.  And of course, if we stretch our thinking just a little, we can apply this approach to any business process or social invention.2


    Wendy’s steps:

    1.    Scope out your idea in clear and simple terms; if you cannot communicate your idea in plain language, you have a problem]

    2.    Frame your idea in terms of the business problem being solved (and ideally it represents a “bleeding from the neck problem”).

    3.    Pinpoint the sustainable competitive advantage that makes your idea distinct

    4.    Build a financial model that is defendable

    5.    Pitch a compelling value proposition to a business backer or customer (and he or she might be in the next cubicle)[2]

    Kennedy sets the entrepreneur or innovator up with the information he/she needs to examine the value proposition around his/her proposed innovation.  And if there is no value proposition that we can execute, there is no innovation, merely ideas and inventions.  Don’t give up, but stop beating dead horses.


    To sum up, as Randy Thompson, an Alberta based venture capitalist says, “it’s never the idea that really matters, it’s all in the execution.” 



    Andrews, Peter, Five Barriers to Innovation, IBM Global Business Services, 2006

    Fairbrothers, Gregg and Winter, Tessa, From Idea to Success, McGraw Hill, 2011

    Govindarajan, Vijay and Trimble, Chris, the other side of innovation, HBR, 2010

    Heath, Chip and Heath, Can, Switch, Random House, 2010

    Kennedy, Wendy, So what? who cares? why you?, Wendy Kennedy, 2006

    Kim, Chan W. and Mauborgne, Blue Ocean Strategy, HBR, 2005.

    Lawton, Robin, Creating a Customer-Centered Culture, ASQC, 1993.

    [1]See for example - Govindarajan and Trimble, “the other side of innovation,” HBR, 2010; Fairbrothers and Winter, “From Idea to Success,” McGraw Hill, 2011; Kim and Mauborgne “Blue Ocean Strategy,” HBR, 2005; Andrews,

    Peter, IBM Executive Technology Report, “Five Barriers to Innovation,” IBM Global Business Services, 2006; Heath and Heath “Switch,” Random House, 2010.

    [2] The Kennedy methodology is what NABI uses. We complement Wendy’s work with the tools provided by Lawton and Vijay and Goldsmith.

  • Big Opportunity for Your Small Business

    Guest blog article written by Edmonton Chamber of Commerce for more information, visit Chamber blogs click here

    As a small business owner, you have probably heard the term ‘Brand’ or ‘Branding’ before. You would have touched on branding when you decided on the name of your business and designed your logo. But there is so much more to branding, and by understanding more about what branding is, the better positioned you will be to discover your authentic brand and add value to your small business. 

    So what is brand? Your brand is like a personality. Its attributes define who and what your business is all about. Your brand should inform your customer about your business, your employees, and your core values – and in a memorable way. 

    To understand your brand, you need to define:

    • Who you are
    • Why you do what you do
    • What makes you different
    • Who your audience is
    • Why would they care

    The promise and experience you will consistently deliver on, and reflect in all you do and say. 

    Randy Cronin from RED The Agency, a marketing services company in Edmonton, says “Small businesses and start-ups may not think branding is for them, but whether you are an entrepreneur, a new small business, or have been in business for many years, branding plays an important role in your business proposition.” As the Director of Strategy, Randy is in the businesses of helping organizations better understand and articulate their unique value proposition and their brand DNA. 

    How can branding support your small business?

    Branding helps people identify and recognize your products and services, and differentiates you from your competitors. 

    Your brand helps to position your business against competitors, capture customer loyalty, build consumer trust, and help you be top of mind when customers are looking to purchase a product or service. 

    Branding can include:

    • Visual identity: including logo, colors,
    • website, etc.
    • Product design or packaging
    • Customer experience in your store
    • and/or online
    • Advertising
    • Pricing
    • Sponsorships 

    The most powerful brands tap into emotions, so when you are thinking about the value your business provides, consider the benefits on an emotional level that your brand should portray.

    Randy explains that this takes a bit of self-examination. “When we work with clients, we find that most organizations already understand their vision, mission, and purpose, but through a process of self-examination, we help clients to define their ‘authentic self’ and the ‘promise’ that their brand represents.” 

    The price of value

    In a world full of endless choices, branding is key to ensuring consumers remember your products and services. With so many options on offer in-store, online and worldwide, branding can be a significant differentiator for your business. 

    When your brand holds value in the eyes of your customer, you gain a competitive advantage in the marketplace, and this goes a long way in creating a profitable small business. 

    If you are interested in discovering how to create or strengthen your brand for your small business, contact member businesses today, by visiting

  • Snagging customers for small business

    Article written by Dar Schwanbeck, Managing Director at Northern Alberta Business Incubator (NABI) 

    "Snagging customers for small business" Read article on LinkedIn

    Great marketing and selling required.

    A lack of customers routinely undermines business success, and for start-ups, it is often the difference between survival and failure.  From our work at the Northern Alberta Business Incubator (NABI), we estimate that three-quarters of all small businesses could use more customers and/or increased revenue from the ones they already have.  In the turbulent, rickety markets going into 2017, even keeping the sales we have would be a good thing. Either way, sustaining and/or increasing sales is the BIG goal.  Achieving this requires a combination of marketing and selling … and the self-confidence to make it happen.  Marketing and selling are not the same.  They are skills and processes to be developed and honed. Just showing up at the next networking event, unprepared, will not accomplish much.  And, our sympathy in advance, this business of marketing and selling is never done; the notes below reflect some proven ways to help with your journey.

    First the Marketing

    Marketing establishes the foundation for all of your selling efforts. It defines your product, identifies key markets and determines how you will position your company in the mind of the customer (i.e. your brand).   At NABI we use a model from Wendy Kennedy, known as So what? Who cares? Why you?[1] to help businesses focus on the key elements necessary to grow their business.  Highlights from Wendy’s tool-set follows. 

    1.    Set goals.  We all know that goals help us navigate on a path, and marketing goals are no different. We suggest about 3 “SMART” goals to focus your efforts and establish a context for making decisions about which marketing and selling activities will best help you to get the results you want.  For example:

    a.    Add 250 new customers within product category “X” within the next 36 months;

    b.    Add 750 “prospects” (qualified buyers) and 2,500 “suspects,” (people we “suspect” will be buyers.);

    c.     Add $1 million in new sales within 3 years.  And here’s a goal that you might not have included:

    d.    “Be recognized as a local thought leader in my area of practice or business.”  You might measure this by the number of hits or likes on a website.

    (Note: For each of the above, think about the mini-goals you need to achieve in the next 90 days.)

    2.    Prepare a crisp, simple description of the product you are selling (e.g. ladies custom leather boots.) Folks often say they are selling a “service” or “solution.”  These are fuzzy words that lack shared meaning. Customers care about what we provide to help them achieve some desired outcome.  These things are products.  Service products might include financial statements, plans, specifications, repairs, diagnoses, presentations, etc. If you are not specific about your product you cannot identify specific customers and markets. Have a look at Rob Lawton’s work, C3 Excellence if you really want to do this well. [2]

    3.    Identify the “Category” or “Market Space” that your product or idea fits in….and be able to articulate two key drivers that customers might use to decide which product or supplier they will select.  “Drivers” may refer to the outcomes to be achieved (by using your product) and/or specific technical functions/features of your product.  You need to be able to clearly identify “why” customers will buy your product.  Price is not a good driver, unless you are a discount store. The identification of drivers will also help identity competitors – and where you/they fit in the market.

    4.   Complete a market segmentation analysis for your product.  A segment is a homogeneous group of buyers who share common characteristics (e.g. income, buyer behavior, geography, watering holes, heroes, etc.).  When the segmentation is finished, choose about 2 “hot spots” (i.e. specific target markets) for your product.

    5.    Build a Strawman for each of the above target markets.  A Strawman is Wendy Kennedy’s[3] term for a semi-detailed description of your ideal customer. This includes definers, descriptors, context, compatibility…and information on their persona (jobs, lifestyle, heroes and watering holes – the places they hang out, the magazines they read, etc.).

    6.    Determine your path to market.  Consider where your product fits in the “product life cycle stage.”  Innovative, disruptive new products will require different tactics than mature products. Next, identify a short list of top customers, describe how you will contact them, how you will measure success, and timing. In today’s on-line world you will likely need to create a “Content Marketing Strategy.” This is about driving the right “suspects” and “prospects” traffic to your website. It’s about establishing your company as a thought / product leader and earning customer trust.   It will also involve everything from email connections, to speeches, to writing articles and stories around your area of expertise.[4]

    7.    Understand the eco-system for your business. The idea is to describe each type of participant (suppliers and vendors upstream and downstream of your place in the market) and who the key players are in your region.  The trick is to see if/who/where you might find partners and/or competitors to work with.  If I had an idea for a new hammer, for example, I might check with the local Home Depot or Canadian Tire to see if they might work with me to broaden my reach in the market.

    8.    Map your channels to market. A marketing channel (sometimes called a distribution channel) is a set of practices or activities necessary to transfer the ownership of goods, from the point of production to the point of consumption. It is the way products and services get to the end-user or final consumer. Start with the channel that best suits your target customers, but don’t forget other possibilities (e.g. on line sales, wholesale, cross-selling, etc.).

    9.    Identify the Competition and plot your competitive advantage.  Go back to your category map and consider how you and your competition stack up on the key drivers in your market.  Clearly identify how your product is different or unique.

    10.  Develop the Packaging and Labelling for your product. The list of tasks at this step in your marketing journey can be as daunting as creating the core product.  It may include protection of the product for shipping, instructions for use, food content, expiry dates, language requirements, display considerations, safety warnings, regulatory and health certifications …. and don’t forget to check with your distributors and retailers; they will certainly have ideas about displays and quantity packaging.

    11.  Determine the Pricing for your product.  Save this task for almost last.  The reason is that there can be many hidden or unknown costs that surface as you develop and package your product. Packaging can often cost more than the core product; you will also need to consider retail pricing, wholesale pricing, quantity discounts, advertising allowances, etc.  There will likely be different prices for different channels.

    12.  Identify a team of advisors. These should include technical, financial and channel/market advisors.  The best ones are “mavens” (well connected) within your industry…. which can then help with initial sales.

    13.  Create your Storyboard (Pitch), highlighting key themes and 3 specific take-a-ways about your Product.  Your Pitch has to be crisp and delivered confidently. (e.g. At NABI we help start-ups and small enterprises grow their business while managing the risks. Office Spaces. Coaching. Inspiration.)

    14. Document the above info as your Marketing Plan.  You are now ready to start “selling.”  You should revisit your marketing plan at least every 3 to 6 months, or at any time you get wind of a competitive move; you should be monitoring sales activity/results monthly.  (Also see #7 below.)

    And then the Selling

    1.    Prospecting and lead generation. A “lead” is someone (or a company) who may be able to use your product to achieve a desired outcome.  Leads can come from anywhere:  speeches, articles, cold calls, email inquiries, referrals (that you receive), introductions, networking, lists, videos, blogs, newsletters, hallway conversations, line-ups at the grocery store, sophisticated email drip campaigns, web-site research, etc.  The purpose of any/all of the above communication tools is to “alert” your suspect/prospect/customer to a potential problem (pain point) or opportunity.   This might involve your website and/or face-to-face contact. For in-person or telephone selling we are fans of Sandler Sales Training - a set of non-traditional selling skills.[5]

    2.    Initial conversation with prospect to establish rapport, gain acceptance to move to next step(s), and, confirm the outcomes that the client wants to achieve by using your product.  At this step you will also want to identify who (within an organization) needs to be involved in the purchase decision.

    3.    Data gathering and research to confirm needs, that your product is a fit for your client, and some idea of the client’s budget. Best to talk budget early!

    4.    Presentation of product/solution and any options, with immediate follow-up.  Ask what the client would like to do next.  Push for clear next steps…and challenge the “wimp” replies (e.g. “I’d like to sleep on it.”  “Send me a brochure.”)

    5.    Deliver/implement the product/solution.  Remember that the product purchase/acquisition process may be as important as the product itself.  Monitor progress.

    6.    Retention, ongoing service and follow-up.  It’s far cheaper to retain customers than to continuously be looking for new ones.  First, confirm if customer outcomes are being/were achieved.  See if there are additional needs. Observe product usage trends. Keep an eye on function and feature use. Track customer satisfaction (the best thing to do is to have a conversation). Reach out with value-added ideas.  Ask if there are any customer contacts who might have a similar problem that you could have a conversation with.  You are not asking for a referral, only an introduction to another prospect who might have a similar problem.

    7.    Monitor Progress.  Reassess marketing and sales strategies. Go back to the beginning.  In today’s hyper-fast markets, nothing should be taken for granted.  This means routine monitoring of results, industry trends, competitors and customer needs. A great tool for assessing/shaping your marketing and sales strategy is what we refer to as the Decay Model (see below). It’s called that because each subsequent box in the model is a smaller set than the previous one – and depending on the relative size of each box, you know exactly what needs the most attention in your overall customer acquisition strategy. For example, the Total Market (100%) is your Target market (as you have defined it). One hundred percent refers to every possible customer that has the ability and interest in buying your product. The “% Aware,” refers to the percentage of the total market who are aware of your company as a supplier.  If this percentage is low, then that’s where the marketing effort needs to be invested. Percent “Trial” refers to the percent who have bought your product one-time.  If this percent is low, then you have to think about the things you could do to get prospects to try your product the first time (e.g. a coupon, product sampling). Percent “satisfied” is just that – and if its low you have a product quality or delivery issue.  Finally, if satisfaction is high, but repurchase is low – you likely have a competition problem.  A competitor is offering the same product experience, but at a lower price.


    With Self-Confidence

    Henry Ford said, “Whether you think you can or whether you think you can’t, either way you are right.”  You have to believe in your product and committed to on-going marketing and selling. To this end, you might ask, what are the characteristics of successful sales people?  According to Tom Hopkins[6] : Look the role, take personal pride, show warmth & compassion, be self-confident, show enthusiasm, identify and overcome fears, driven by achievement & money, don’t take rejection personally, and, embrace continuous education.


    In this blog we’ve tossed a lot of stuff at you.  The main reason is that we see a lot of small businesses that either fail or do not come close to their potential; these situations can easily be avoided.  In a nutshell, acquiring customers is first about marketing, then selling …. and having the right attitude, confidence and drive to keep going.  Happy to help!  Drop us a line.  You can reach the author at

    See Wendy Kennedy, So What? Who Cares? Why You?,

    1. Robin Lawton,

    2. See Wendy Kennedy, So What? Who Cares? Why You?,

    3. See http:Blog.Buffer.Com, Content Marketing Strategy

    4. See Sandler Sales Training

    5. Hopkins, Tom, The Art of Selling, 1982, Tom Hopkins International Inc.

    Launch into Small Business Week armed with tools for marketing your business in a tough economy. Just because times are tough, doesn't mean your business can't succeed and grow! Get inspired by our keynote, Randy Brososky, brainstorm solutions to your marketing challenges with our marketing experts, connect with small business resources available in your city, AND walk out with a professional head shot!

    3:00pm: Registration, Community Business Resource Fair & Networking 
    3:15pm: Keynote: Randy Brososky, Group of Rogues
    4:00pm: Marketing Challenge Stations, Community Business Resource Fair, Networking & Head shots
    6:00pm: Event Ends

    Hear from Keynote Randy Brososky, from Group of Rogues on marketing in this economy and the important role branding and strategy plays in business success.

    Take advantage of our Marketing Challenge Stations to collaborate with your peers to brainstorm solutions on how to market in this economy with one of our marketing experts. 

    Browse our Community Business Resource Fair and speak to representatives from non-profit organizations, government supports, and other small business support services in Edmonton.

    Boost your branding with a professional head shot! Limited spots available. Reserve your ticket for a head shot when you register.

    Presented by a collaboration of community business service providers.

    Cost: $10.00 (limited spots for challenge stations and head shots)

    To register, click here.

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