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From YouTube: Inclusion Counts
Description
On this episode of Inclusion Counts, Rick Williams interviews Sue Broadus from the Allegheny County Port Authority, David Pinkosky from the US Small Business Administration, and Kaye Bealer from The Fiscal Firm.
A
Hello,
my
name
is
rick
williams.
I'm
the
business
inclusion
manager
for
the
city
of
pittsburgh
office
of
equity
office
of
mayor,
william
peduto.
This
show
is
called
inclusion
counts.
Inclusion
counts
is
a
show
that
educates
informs
and
inspires
minority
women
and
veteran
contractors
across
the
state
of
pennsylvania,
with
a
local
focus.
A
A
B
B
What
support
and
documentation
that
they
will
be
required
to
provide
I've
also
been
conducting
the
on-site
reviews
for
this.
For
these
applicants
via
teams,
which,
at
a
later
date,
I
will
be
going
out
to
their
physical
location,
but
not
to
hold
up
the
certification
process,
since
the
port
authority
is
very
proactive
in
encouraging
and
trying
to
get
as
many
minority
and
women-owned
businesses
certified
with
the.
A
B
B
A
little
bit
I
would
say
at
my
age,
I
find
it
a
little
more
challenging
as
far
as
trying
to
do
everything
via
virtual
virtual
video
conferencing
and
stuff
like
that,
and
sometimes
it's
hard
like.
I
said,
I'm
still
going
to
have
to
go
out
physically
to
verify
the
locations
and
to
see
their
operations
and
their
equipment
and
verify
that
information.
But
at
this
time,
usdot,
which
governs
the
certification
guidelines
for
the
dbe
certification
permits
us
to
conduct
these
on-site
reviews
and
to
go
ahead
with
the
certification
process.
B
A
B
B
As
far
as
dves
obtain
and
work
with
these
prime
contractors,
I
strongly
encourage
that
they
would
pay
attention
to
the
to
the
port
authorities
website,
which
posts
when
upcoming,
pre-bids
and
information
meetings
are
so
they
are
get
acclimated
with
those
times
that
are
entertaining
the
idea
of
submitting
a
bid
and
reach
out
to
those
contractors
and
and
market
their
business
to
them.
Hey,
I'm
a
certified
dbe.
I
provide
xyz
service
that
information
is
always
available
on
the
port
authority
website
as
to
upcoming
proposals
and
contracts.
B
As
far
as
the
challenges
that
I
see
for
dbes
that
wish
to
bid
on
projects
oftentimes,
I
think
it's
the
capacity
building
or
the
bonding
requirements
that
may
be
a
hindrance
to
them.
But,
like
I
said,
all
dbe,
I'm
sorry.
All
federally
funded
projects
that
are
bid
out
for
the
port
authority
have
dve
require
participation,
requirements
mandated
in
the
windows
contract
documents.
A
B
As
a
prime,
you
are
going
to
have
to
demonstrate
and
provide
documentation
of
your
dbe
participation,
those
dbe
firms
that
you
have
reached
out
to
and
entered
into
agreements
with,
reflecting
what
what
the
service
that
those
dbes
are
going
to
provide
the
percentage
of
work.
The
dollar
amount
that
you've
entered
into
with
those
cdes
and
then
that
information
is
going
to
be
eventually
come
to
me
for
approval
and
I'm
going
to
ascertain
that
the
firms
that
they
have
submitted,
the
dbes
one
are
actually
certified.
B
B
So,
as
I
stated
before,
every
state
in
the
united
states
has
a
unified
certification
program
that
certifies
minority
and
women-owned
businesses
and
all
women-owned
businesses
as
a
disadvantaged
business
enterprise.
The
paucp
is
the
pennsylvania,
unified
certification
program,
of
which
there
are
five
certifying
agencies
for
the
state,
pa,
ucpdb
certifications.
B
Those
five
agencies
are
one:
the
port
authority
of
allegheny
county,
the
allegheny
county
department
of
equity
and
inclusion
penndot,
the
septa,
which
is
a
southeastern
pennsylvania
transportation
authority,
and
then
we
have
the
philadelphia
international
airport.
All
five
of
these
agencies
certify
firm
and
process
the
applications
for
dve
certification.
B
B
The
nice
thing
about
the
vbe
certification
is
once
you
are
approved,
certification,
it
technically
does
not
expire.
You
do
have
an
annual
requirement
each
year
by
your
certification
anniversary
date,
of
updating
your
information
and
providing
the
latest
tax
returns.
Let
me
go
back
to
say:
dbe
certification
means
that
one.
B
Not
only
do
you
fall
into
the
presumptive
minority
and
or
woman
group,
but
two
that
you
will.
You
also
fall
under
the
socially
and
economically
disadvantaged
status
for
one.
Your
business
is
considered
a
small
business
by
sba,
size
standards
and
two
that
the
personal
net
worth
of
the
vbe
owner
does
not
exceed
the
1.32
million
dollar
threshold.
B
So
each
year
you
are
providing
an
update,
an
annual
affidavit
and
a
copy
of
your
latest
tax
returns,
and
we
evaluate
that
information
to
ensure
that
you
still
meet
the
eligibility
criteria
that
you
do
not
exceed.
Fba
sci
standards
and
your
personal
net
worth
is
still
under
the
1.32
million
dollar
threshold.
A
That's
great,
I
mean
I'm
hoping
at
some
point
that
we
could
have
some
type
of
reciprocity
agreements
with
our
neighboring
states.
To
kind
of
expedite
that
process,
I
mean
that's
something
probably
we
should
look
at
for
as
a
city
and
also
as
a
county
to
make
it
easier
for
minorities
and
women
to
have
contracts
across
state
lines,
so
to
speak.
I
want
to
roll
back
and
we
have
a
few
more
minutes
soon
and
thanks
again
for
coming
on
the
show.
A
I
know
you
do
a
little
bit
of
compliance
and
I
wanted
to
ask
you
a
question
about
how
can
the
level
of
non-compliance
with
contractors
be
mitigated?
You
know,
how
can
we
reduce
that
in
the
process
you
know
is
it
you
know
once
it's
awarded,
or
is
it
during
the
process
itself?
How
do
we
kind
of
monitor
that,
after
the
contract
leaves
the
door.
B
Well,
I
believe
it
starts
at
the
beginning
of
the
contract
prior
to
awards.
I
think
oftentimes,
a
lot
of
the
agencies
well
as
far
as
the
dbe
participation
that
is
automatically
mandated.
So
there
there
has
to
be
there's
complaints
there,
hey.
If
you
are
interested
in
working,
let's
say
on
the
vrt
project:
that's
coming
down
the
road
that
is
going
to
be
federally
funded.
You
are
going
to
have
db
participation,
no
it's
standard,
but
the
areas
that
I
find
that
have
that
are
harder
to
enforce.
B
Are
those
contracts
for
port
authority
specifically
saying
or
it
would
be
the
state-funded
contract,
because
those
state-funded
contracts
you
are,
you
are
not
able
to
set
a
goal
on.
They
are
we
they
go
by
good
faith
efforts.
So
to
me
it
seems
like
for
organizations
and
various
government
agencies.
I
believe
that
it
should.
It
should
start
from
prior
before
award
that
if
you
go
to
go
so
far
as
to
require-
and
that's
the
that's,
the
diverse
business
participation
or
the
db
participation,
it's
required
at
the
time
of
big
submission.
B
I
think
that
would
be
encountered
as
part
of
the
big
submission.
I
think
that
would
be
very
helpful
to
even
after
you
award
the
the
bid
is
awarded.
I
think
there
needs
to
be
constant
monitoring
of
that
contract
to
ensure
hey,
you
stated
that
joe's
joe's
excavating
company
is
going
to
be
doing
excavation
work.
B
That
is
correct.
It
doesn't
end
up.
It
does
not
end
at
the
at
the
bid,
submission
or
out
seven
days
afterwards,
when
they,
the
primes,
have
identified
their
diverse
businesses.
It's
a
continual
process
ensuring
that
those
firms
are
actually
performing
ensuring
that
those
firms
are
actually
getting
paid
within
the
time
frame,
if
there's
any
issues
with
payment
or
any
issues
with
their
performances.
So
it
is
a
constant.
It
is
a
constant
work
in
progress
for
the
duration
of
that
project.
A
C
A
E
Yeah,
actually
I
can.
We
just
got
some
numbers
just
released
within
the
past
24
hours.
So
forgive
me
if
I
end
up
reading
a
little
bit.
I
normally
have
a
lot
of
this
stuff
committed
to
memory
and
everything,
but
being
that
it's
brand
new
haven't
had
a
chance
to
really
do
that.
But
obviously
you
know
the
ppp
and
the
paycheck
protection
programs
or
paycheck
protection
program
and
the
idle
programs,
which
was
the
economic
injury
disaster
loan
program.
E
You
know
they
were
critical
programs
that
you
know
came
about
due
to
the
pandemic
disaster
response
and
they
were,
you
know,
mobilized
within
about
six
days.
These
programs
were
actually
put
together
at
the
federal
level,
and
you
know
it
by
far
it
was
the
biggest
volume
of
value,
volume
and
value
of
loans
that
the
sba
has
ever
done
in
our
67
year.
History.
Actually
we've
done
more
this
year
with
those
programs.
You
know
due
to
those
programs
than
we
ever
have
in
our
history.
E
E
So
just
to
give
you
some
numbers
here
on
a
national
level,
there
was
actually
about
750
billion
dollars
from
those
programs
that
was
put
out
on
a
national
sales
to
our
small
business
sector
to
help
them
recover
and
everything
which
was
just
again
an
amazing
number
ppp
itself
provided
more
than
5.2
million
loans
worth
525
billion
dollars.
In
the
idle
program
we
had
306
or
3.6
million
loans,
valued
at
191
billion
dollars
and
within
the
idle
program.
E
We
also
had
the
idle
advance
at
the
beginning
of
that
program
before
that
funding
was
exhausted,
and
that
was
there
were
5.7
million
idle
advances
put
out
that
were
valued
at
20
billion
dollars.
So
we
had
a
lot
of
money
that
was
put
out
on
the
street
to
our
small
business
communities.
You
know
and
thanks
to
that,
to
those
efforts
and
those
funding
in
that
funding
kept
those
businesses
afloat
during
the
pandemic.
E
Yeah
yeah,
absolutely
our
lenders
told
us
that
for
the
minority
owners
they
received
through
our
7a
and
504
lending
received
7.5
billion
dollars
in
loan
funds.
That
was
about
27
percent
of
sba's
overall
loan
portfolio.
So
again,
that's
a
pretty
big
number
specifically
to
women.
Through
those
programs
they
had
2.7
billion
dollars
below
allocated
to
them
through
the
7a
program
and
the
504
lending
program
was
522
million
dollars
and
then
loans
to
veterans
from
both
total,
nearly
835
million.
E
So
again,
we're
talking
about
some
really
big
numbers,
and
I
also
would
just
like
to
point
out
too
that,
with
regards
to
the
ppp
about
27
of
the
loan
dollars
specifically
from
the
ppp
were
made
to
low
and
moderate
income
communities,
which
was
in
proportion
of
the
population
diversity
in
those
areas.
So
you
know
the
money
was
getting
to
the
right
people.
A
E
Sure
sure
those
are
our
traditional
sba
lending
programs
a
couple
of
them.
We
actually
have
a
number
of
different
sba
loan
products
that
companies
can
access
so
some
of
them
without
getting
into
a
lot
of
the
intricacies
of
the
different
loan
programs
and
the
ins
and
outs
they
can
be
used
for
things
like
equipment
purchases,
real
estate,
maybe
project
renovations
and
kind
of,
depending
on
some
different
things.
E
You
have
going
on
with
your
business,
what
industry
you're
in,
or
what
exactly
you're
looking
to
to
get
loan
funding
for
to
fund
your
project
that
will
kind
of
dictate
what
loan
product
would
best
suit
you.
So
we
have
like
our
sba
express
loan
program.
We
have
the
micro
loan
program.
Again,
we
have
the
504
the
7a,
some
of
those
are
for
bigger
projects,
smaller
projects
amongst
all
those
different
types
of
industries
and
product
projects
that
I
mentioned
that
you
might
be
looking
for.
A
E
E
A
D
F
F
A
A
She
has
provided
a
wide
range
of
consulting
services
that
lead
to
projects
that
happen,
projects
that
work
with
tangible
results,
measured
in
terms
of
continued
sustainability
and
economic
viability,
new
investments,
increased
quality
of
life
and
new
master
plans
based
on
strong
community
consensus.
Welcome
to
the
show,
okay.
G
G
It's
definitely
interesting.
You
know,
texas
is
a
little
bit
different
because
we
really
tried
to
stay
open
for
business,
so
some
of
it's
been
a
little
challenge,
because
there
are
two
extremes
there's
times
where
it
feels
like:
there's
no
pandemic,
because
everybody
tries
to
keep
going
and
then
times
where,
like
this,
every
meeting
that
we
have
is
zoom
or
things
like
that,
but
the
kids
are
back
in
school.
Restaurants
are
at
50
capacity,
so
people
are
just
trying
to
see
what
this
new
normal
is.
G
Well,
I
always
have
had
a
home
office
and
being
a
consultant,
although
I
had
office
staff
and
have
right
size
and
time
scaled
up
scaled
down,
I've
always
been
able
to
work
from
anywhere.
So
I
think
that
pivot
really
was
kind
of
easy.
The
adjustments
I've
had
to
make
was
really
getting
my
clients
accustomed
to
that
because,
typically
in
the
public
sector,
you
know
you're
meeting
a
lot
you're
in
person,
and
so
we
all
had
to
change
and
how
does
technology?
G
A
C
A
G
Okay,
my
scope
was
more
financial
and
management
consulting
in
that
space.
So
if
you
think
about
the
consent,
decree
and
some
of
the
things
that
alka-san
and
the
city
of
pittsburgh
had
to
do,
and
all
of
the
83
municipalities
within
that
service
area,
really
looking
at
clean
water
and
responding
to
the
department
of
justice,
their
suit
with
the
county
and
the
city,
so
a
lot
of
that
had
to
do
with
the
financial
analysis
thereof.
G
What
could
the
residents
afford
to
pay
and
we
looked
at
median
household
income,
so
my
scope
was
kind
of
where
engineering
and
finance
meet,
so
you
had
a
technical
solution,
but
then
you
had
what's
economically
feasible.
What
can
we
pay
for
and
what
can
we
being
the
city
and
the
county
at
the
time?
And
also
what
can
the
residents
afford
to
pay?
G
So
it
was
kind
of
that
near
the
curve
analysis
of
where
they
meet,
and
that
was
an
iterative
process,
so
that
took
a
lot
of
work
really
proud
of
the
results
they
are
now
in
the
phase
of
implementing
a
lot
of
those
things.
So
that
was
a
lot
of
my
work
when
I
was
in
town,
so
a
lot
of
analysis,
lots
of
meetings
and
it
really
opened
a
lot
of
doors
for
me
as
well.
G
Yes,
well
I
I
started
I'm
originally
from
dallas,
and
so
when
I
started
something
interesting,
kane
started
coming
about
around
2000
2001,
where
the
epa
started
really
looking
at
wet
weather
agencies
and
alta-san,
being
a
sewer
agency
really
looking
at
their
discharges
and
really
looking
at
what
financially
they
needed
to
do.
And
so
looking
at
that
long-term
programming,
I
knew
that
dallas
did
not
have
the
kind
of
weather
that
you
have
in
the
midwest
and
northeast.
They
didn't
have
the
kind
of
infrastructure,
so
the
midwest
and
northeast
became
a
really
attractive
place.
G
For
me
to
do
business,
and
so
I
was
traveling
there
every
week,
so
it
just
made
sense
to
move
because
the
expenses
you
couldn't
be
competitive
traveling
every
week,
and
so
once
I
moved,
I
wanted
to
scale
my
business
up
and
the
opportunities
just
came.
I
started
I
moved
from
dallas
to
chicago
wanted
to
try
chicago,
remember
that
and
then
I
moved
to
pittsburgh
so
moved
to
pittsburgh
and
was
there
full-time
for
for
nine
years.
G
For
me
was
pittsburgh
was
great
pittsburgh
for
a
lot
of
reasons
had
a
lot
of
resources
for
small
businesses
that
some
of
which
I
still
have
not
found.
After
leaving
the
region,
the
challenge
was
not
being
from
pittsburgh.
You
could
kind
of
hit
a
ceiling
because
you
know
you
are
when
people
are
asking
what
school
you're
going
to
they're,
not
asking
what
college
it's
like
what
high
school.
G
You
know
what
part
of
town
were
you
from,
so
you
had
a
lot
of
regional
kind
of
silos,
and
once
I
I
had
a
son
life
changed,
and
so
it
was.
It
was
a
couple
of
things.
It
was
needing
that
family
support,
but
also
hitting
that
ceiling
as
the
programs
and
things
changed
as
the
community
changed
it.
It
just
really
felt
like
I
had
done
everything
that
I
could
do
in
that
region,
and
some
of
it
was
where
the
program
was
because
we
had
submitted
to
the
epa.
G
We
had
done
the
financial
capability
assessment
things
like
that,
so
it
was
kind
of
time.
I
went
to
cincinnati
first
and
it
was
I
kind
of
followed
the
program,
so
programs
for
infrastructure
have
peaks
and
valleys,
so
you're
gonna
do
planning
design
and
construction
and
in
planning
and
design,
that's
a
lot
of
analysis,
and
so
the
aha
moment
was
you
kind
of
hitting
the
ceiling
with
what
you
could
do
as
far
as
financial
analysis.
In
that
context,
and
wanting
to
be
close
to
family.
G
C
G
They
didn't
have
the
programs
and
they
didn't
have
as
many
small
businesses,
especially
in
the
engineering
community,
because
water
and
sewer
in
public
sector,
that's
big
engineering
community,
and
so
you
had
average
age.
I
think
at
the
time
water
environment
federation
said
52
year,
old,
white
men
so
think
about
you're
52
year
old
white
man
and
I'm
a
30
32
year
old,
black
woman
and
so
you're
trying
to
move
in
this
space.
That
is
not
necessarily
familiar
with
dealing
with
executives
that
look
like
you.
G
C
G
Is
you
know
you
may
be
meeting
with
a
director
of
a
firm
or
a
vp
but
you're
the
ceo
but
they're,
not
necessarily
treating
you
like
a
ceo.
So
I've
got
a
lot
of
that
that
I
think
in
a
lot
of
ways,
changes
you
also
the
challenges
with
hiring
and
retaining
in
the
region,
because
since
there
are
not
a
lot
of
black
women
or
there
were
not,
there
may
be
more
now
ceos
trying
to
hire
employees
because
finance
and
engineering,
typically
again,
white,
males
and
so
you're
trying
to
hire.
G
C
G
G
G
A
And
so
it
sounded
like
you
had
to
pay
a
premium
for
talent,
and
I
guess
the
the
the
other
challenge
is
the
support
structure
that
you
mentioned
right,
and
so
let
me
ask
you
another
question
on
that:
what
type
of
support
structure
would
be
necessary
for
you
to
stay
in
that
industry?
I
know
that
you're,
not
in
that
industry
now
and
we'll
talk
about
that
a
little
bit
later.
Okay,
what
type
of
things
you
you
would
need
if
you
needed
to
get
back
into
this
type
of
work.
G
If
you
have
employees,
you
have
a
payroll,
and
so
whereas
payments
may
come
in
every
90
120
days,
you
have
things
that
you
need
to.
I
mean
receivables
but
payables.
You
know
you
need
to
pay
bills
every
month,
and
so
that
was
a
huge
thing,
because
if
you're
a
sub
consultant
a
lot
of
the
firms,
you
have
to
wait
until
they
submit
an
invoice
and
they're
paid
so
you're
already
30
days
behind.
G
Then
you
have
that
spread
between
when
they
submit
an
invoice
or
when
you
submit
an
invoice
and
then
they
submit
it
to
the
pro
to
the
client
and
then
the
client
has
a
window.
So
they
have
to
pay
that
prime
firm
and
then
you
get
paid
so
that
alone,
just
that
process
that
everything
goes
clean,
is
60
to
90
days
and
who
can
work
and
run
a
business
with
60
to
90
to
100
day
120
day
receivables.
G
So
I
think
that's
part
of
it
is
really
having
a
dialogue
about
how
long
it
takes
to
get
paid
and
maybe
putting
in
some
programs
where
you
have
an
initial
amount
kind
of
similar
to
a
retainer.
Because
I
moved
to
a
retainer
type
business
model,
because
you
just
can't
put
that
much
time
in
the
hole
and
pay
top
people
and
pay
your
business
expenses
and
have
some
sort
of
life.
For
yourself.
Because
there
were
a
lot
of
times.
I'm
seeing
my
employees
buying
homes
and
buying
cars,
and
things
like
that,
and
I
felt.
C
G
So
I
think
that
also
firms
really
having
point
people
for
deliverables,
because
when
you
start
to
send
deliverables
and
work
products,
you
want
to
be
as
seamless
as
possible
and
a
lot
of
times,
you're
working
with
different
firms
who
have
different
specs
different
ways
that
they
like
to
do
information
or
receive
information,
and
also
depending
on
who
your
project
manager
is
a
different
voice
for
how
they
write.
And
so
you
may
have
an
employee
and
you're
trying
to
meld
within
this
organization
and
you're
constantly
spinning
plates.
G
So
you
get
a
lot
of
sometimes
miscommunication
and
frustration
in
the
quality
of
the
deliverable
when
it
was
really
a
communication
issue.
There
really
wasn't
a
competence
issue.
It
was
really
well,
we
kind
of
like
it
like
this,
but
you
did
it
like
this
and
the
expectations
when
in
the
scope
process
were
not
set.
So
I
think
it's
two
things:
it's
the
working
capital
and
having
a
designated
point
person.
That
is
there
to
help
mentor
and
really
look
at
that
work.
Product
and
say
these
are
our
goals.
This
is
where
you
are.
G
This
is
when
we
expect
to
receive
work.
This
is
how
we
want
the
work
done
these.
This
is
how
we
do
business,
and
so
I
think
those
were
the
two
I
would
say
largest
challenges
that
that
I
had
our
biggest
obstacles
because
you're
bringing
in
employees
and
and
they
have
a
voice
and
you're
trying
to
get
your
employees
to
also
believe
in
you,
but
as
well
trust
this
big
firm.
A
It
wow
it
sounds
like
you
have
to
kind
of
understand
what
those
deliverables
are
ahead
of
time.
With
those
expectations
are,
so
you
don't
have
those
those
those.
I
guess
those
friction
points
so
right
that
you
have,
and
you
know,
because
everybody
wants
to
be
satisfied
in
what
they're
doing
as
far
as
executing
the
contract
and
doing
it
to
the
best
of
ability
and
no
one
getting
mad
right
having
these
forced
relationships
instead
of
really
developing
a
networking
relationship.
A
That
is
seamless
and,
I
think,
that's
the
challenge
in
our
space
every
day
as
we
look
at
these
contracts,
thanks
for
sharing
that
piece
now
we're
going
to
pivot,
you
decided
to
just
go
ahead
and
leave
the
industry
totally
and
decided
to
do
something
else.
I
read
your
bio,
it
doesn't
reflect
on
anything.
We've
talked
about
for
the
last
15
minutes,
go
ahead
and
share
with
me
what
you're
doing
now.
G
Well
now
I
I
in
a
sense
I'm
doing
the
same
thing
but
for
different
people.
So
what
I
did
was
I
started
to
look
at
other
people
that
wanted
to
work
with
cities
and
governments
or
small
businesses,
and
so
I
took
the
15
years
20
years
that
I
had
worked
exclusively
with
the
public
sector
and
I've
taken
that
and
I've
kind
of
flipped
it
and
said:
hey
other
people
who
want
to
work
with
the
public
sector.
They
can
do
this
and
this
this
is
how
because
it's
it's
an
art
to
it
and
it's
a
science.
G
So
writing
proposals,
invoicing,
all
of
that
type
of
information.
In
addition
to
that,
there's
a
certain
amount
of
executive
coaching
that
goes
along
with
that,
because
the
business
development
cycle
is
a
lot
slower
in
the
public
sector
than
in
the
private
sector.
So
when
you're
working
with
executives
or
people
who
want
to
procure
work
from
a
local
agency,
it's
very
different.
It's
very
different.
Looking
at
your
centers
of
influence,
strengths
weaknesses,
opportunities,
those
sorts
of
things,
and
so
I
just
turned
it
inward
to
where
it
got
there
wasn't
the
mwdbe
requirements
there
wasn't.
G
You
know
I
could
go
to
a
city
before
and
if
I
wasn't
certified,
it
was
hard
to
just
people
would
say,
like
okay,
you're
not
certified,
and
that
took
time
and
money.
In
addition,
I've
kind
of
gotten
into
some
wellness
things,
because
I
I
realized
that
one
of
the
things
with
the
pandemic
was
when
you
work
with
the
public
sector,
you
always
for
the
most
part.
You
were
taught
that
it's
pretty
disaster,
proof
or
recession,
proof,
but.
G
Proof,
and
so,
if
I
hadn't
pivoted
and
started
working
with
small
businesses
and
people
who
wanted
home-based
business,
I
really
would
have
been
out
of
business
because
I
think
about
when
I
was
in
pittsburgh.
I
was
at
gateway
center
and
probably
had
about
5
000
square
feet
office,
rent
about
5
000
a
month.
If
you
slow
down
that
that
revenue,
you
know
you
think
about
employees,
I
would
have
had
to
lay
off
my
overhead.
So
now
what
I've
decided
to
do
is
work
from
home.
I
help
other
people
who
want
to
do
that.
G
So,
if
you
want
to
have
the
big
office
downtown,
which
you
know
not
as
much
commercial
space,
that
wouldn't
be
my
suggestion.
But
how
do
I
help?
You
run
your
business
a
lot
of
times.
You'll
have
a
ceo
that
they're
just
afraid
to
admit.
Like
I
don't
know
what
I'm
doing,
I
may
have
10
employees
or
12
employees,
and
they
can't
have
that
kind
of
conversation.
So
it's
really
outsourcing
your
co
a
little
bit
in
some
of
that
coaching
like
yeah.
No,
what
the
heck
are
you
doing
if
you're
not
gonna,
do
that?
G
So
that's
how
I
totally
I'm
I'm
still
kind
of
in
the
industry,
but
I'm
not
they're,
not
my
target.
I
don't
have
the
same
target
clients,
but
that's
not
what
I
lead
with.
It
was
very
it
kind
of
wore
you
down
doing
public
exclusive
public
sector
all
the
time
because
it
was
no
matter
what
city
you
worked
in.
It
was
the
receivables.
G
G
Looking
at
politics,
every
two
to
four
years:
you're
gonna
have
a
new
administration,
maybe
or
new
people
that
they
bring
in
so
really
just
turning
it
in
working
with
other
small
businesses,
and
I
absolutely
love
that
I
love
helping
people.
I
love
not
having
the
proposals
and
rfp
and
waiting
90
days
to
get
paid
and
things
like
that.
But
the
industry
taught
me
a
lot
and
I
still
call
on
a
lot
of
those
people
for
my
clients.
G
Right
and
I
think
it
may
be
a
lateral
step
or
just
really
just
got
to
an
inflection
point.
You
know
we
have
some
challenges
in
the
public
sector,
as
you
know,
and
there's
also
some
some
social
challenges,
and
so
we
had
all
of
these
things
that
started
converging
and
then
really
a
lot
of
gender
and
race
bias.
You
know,
being
a
a
woman
in
this
field
is
tough
and
a
lot
of
people
aren't
ready
to
have
that
conversation,
and
so
it
really
kind
of
puts
dog
ears
on
you
and.
G
G
What
does
it
take
as
an
entrepreneur
for
you
to
get
sleep
at
night,
and
I
think
that's
what
I
walk
my
clients
through,
because
you
know
if
you're
a
small
business
you're
competing
from
you
know
the
billion
dollar
companies
to
another
mom
and
pop
really,
and
so,
where
do
you
shine
at
and
if
it's
helping
other
businesses
do
that?
So
it's
actually
helped
me
a
lot
to
know
what
that
process
looks
like,
and
I
can
actually
help
people
with
lessons
learned
and
I
look
at
it
as
a
positive.
G
A
G
Think
if
they're
it
depends
on
if
it's
a
professional
services
firm
or
if
it's
products,
but
I
think
the
the
big
thing
is
kind
of
really
making
sure
from
a
foundational
level
that
you
are
prepared
to
do
business,
and
that
means
that
you
have
your
your
taxes
together,
you
have
your
working
capital.
Looking
at
the
resources
looking
at
getting
with
someone
like
you
and
looking
at
the
county
and
saying
hey
what
resources
do
they
have?
That
can
support
me.
G
I
think
a
lot
of
times
as
small
businesses
and
minority-owned
businesses.
We
we
really
feel
in
a
sense
like
under
a
microscope
when
we
have
to
do
say,
for
instance,
certifications.
You
know
a
lot
of
people,
don't
know
what
goes
into
just
being
able
to
apply
to
be
certified.
You
have
to
have
you
know
the
application
is
about
30
pages.
You
go
through
a
lot,
and
so
I
think,
as
you
go
through
that
process,
you're
going
to
make
sure
that
you
have
all
of
your.
G
You
know
whether
you're
an
llc
escort
your
overhead
rate
getting
all
of
that
stuff
together.
I
think
taking
the
time
to
make
sure
that
you're,
networking
and
marketing
is
is
huge
because
it's
never
ending,
although
you're
not
in
the
business,
you
can
still
do
business
with
people
in
the
business.
So
I
think
getting
serious
and
intentional
about
marketing
and
developing
business
is
crucial
being
protective
about
your
brand,
who
you
are
because
that
is
what
I
see
a
lot
of
people.
G
G
And
what
does
success
look
like
for
you,
because
what
you
think
it
is
based
on
the
scope
and
what
they
think
it
is
may
be
totally
different,
and
so
you
just
want
to
make
sure
that
when
the
client,
when
someone
asks
them
about
you,
that
your
experience
or
what
you
think
you
did
matches
what
they
think
you
did
also
have
fun
with
it.
You
know
you
can't
internalize
a
lot
of
it
because
you
really
have
to
develop
some
thick
skin.
G
G
A
In
sharing
all
your
wisdom
and
knowledge
about,
you
know
this
contracting
period,
I
mean
this
whole
process
is
challenging
from
looking
forward
and
you've
made
it
kind
of
easy
so
to
speak
and
understanding
what
people
actually
go
through
in
the
process
and
sharing
those
kind
of
intimate
moments
and
but
also
inspiring
our
audience
to
kind
of
move
forward
and
be
successful
because
they
can
do
it
too,
and
you've
done
it
and
you've
demonstrated
that
so
again,
thank
you
for
your
time.
Thank
you
for
being
on
my
show
and
don't
be
a
stranger
to
pittsburgh.