I lived in England for five years. It didn’t take me long to fall in love with a man they call a “national treasure” – Stephen Fry. I already knew who he was from watching Jeeves and Wooster, the PG Wodehouse series on PBS. Fry played Jeeves, the clever valet always saving the day for Hugh Lauries’ affable and aristocratic but perhaps not so clever Bertie Wooster. If you’ve never seen it, I highly recommend putting the kettle on and settling in for a nice long stretch of carefree telly, especially if you like your characters with names like Gussie Fink-Nottle, Biffy Biffen, and Sir Reverend Spode. Right-ho! (Rumor has it that Fry and Laurie are reuniting again for some kind of comedy mischief – I can hardly wait!)

Comedy is just one example of Fry’s many talents. Over the years he has written novels, performed on stage & screen, hosted popular television quiz shows and radio programs, and created documentaries. He truly has the most gorgeous brain. And he embraces technology – being a devoted fan of Apple (although he recently praised Windows phone 7) and an avid Twitterer (@stephenfry). So it’s no real surprise that Fry has written an autobiography to tell us all about his life’s adventures, The Fry Chronicles. But he has also created something most exciting and unusual that might revolutionize the way we consume information. He has created the myFry mobile app which tells his life story not from beginning to end but from every angle imaginable.

According to WIRED magazine’s Gadget Lab: ”myFry provides both the metadata and interface necessary to read the book nonlinearly — a synthesis of the familiar (flipping through the pages, jumping to any point one likes, not just a chapter head) and the new (sorting data by content tags rather than chapter titles or page numbers; following associative rather than sequential threads).”

I like to read traditional books and have not evolved to the e-book or iPad YET – but it’s nice to know that people like Fry are pushing the boundaries to change what we think of as a book to more of a “reading experience”.

It might not be appropriate for everything, but why not use a color-coded index app to find information quickly in your employee directory, for example, or product catalogue – or a mobilized knowledgebase? Delightful idea indeed … Jeeves would approve! Have any others for me?

∞

What’s a PC? That was the question recently asked by my oldest daughter, who is 10 years old. She knows how to use our iPad, Mac, my blackberry and laptop. But when I used the term PC – she gave me a blank stare. I explained that it was an abbreviation for Personal Computer; and then I explained how ‘in the old days’ computers were in special air conditioned rooms with raised floors. In a few years she will be a consumer who has very high expectations from the companies with whom she does business.

It make me consider technology changes. I know I’m getting old when I start talking about how quickly technology is changing. But the reality is that in today’s world, as soon as a new technology product is released, it is quickly followed by an announcement about the next generation. The pace is frantic to continually meet expectations of customers.

One of the keys to successfully introducing new technologies to your customers is timing. How often are we do we see technology released at a time when it’s not likely to succeed?

In 1997, I bought a gadget called the CrossPad. It was co-marketed by the A.T. Cross Company and IBM.

The promise was that it would create digital images of what was written on a piece of paper. I bought into the vision. It worked pretty well. My vision was email to colleagues my notes from client meetings. The challenge was that the files created were 5+ megabytes – and when I tried to email these it would bring our email system to a crawl. This was a time when many were using dial up connectivity to access email. Great idea – but probably 5 years too early to be truly practical.

When it comes to mobility, even when an idea may appears that it would only appeal to very early adopters, things change in the blink of an eye.

Look at mobile banking. I remember hearing of the first few mobile banking apps, and heard those who felt it was a novelty because banking customers would not trust them to be secure. Those first mobile banking apps were introduced at time when many customers were still questioning the security of standard online banking. But in very short order, the adoption of these apps was commonplace.

NOW, those financial institutions that have yet to deploy mobile banking find themselves way behind the curve. The institutions with strong mobile offerings are attracting high value customers, especially in the younger and more technically savvy demographic. With the right level of service, attracting these new customers now could bring customers who may be with that institution for decades.

So my challenge to you is to contemplate how mobility can improve your business. Think of the people to people interactions which take place that drive your operations – among employees, with customers and other stakeholders. Anyone that has an impact on the success of your operations.

Learn a lesson from the banking industry. If you envision an idea now, even if you think your constituents are not ready for it – start it now. You do not want to limit your thinking to what you believe would be acceptable now – but think about what can provide long term benefits. Even what may seem a far fetched idea now – could in short order be something implemented by one of your competitors and change the landscape of your industry. You want to be the leader, not the laggard with appropriate timing. Those organizations that understand their customers and employees intimately, will be ultimately successful.

As for the CrossPad – here is the last line from the entry in Wikipedia regarding the product. “The CrossPad and CrossPad XP never achieved the market success that the Cross Company and IBM hoped for, and the product was ultimately discontinued in April, 2001. A class action suit resulted from the failure of the product in the marketplace.”

It wasn’t that the CrossPad was a bad idea – but it was not properly implemented or timed. Lesson learned.

- Matt T

∞

With all the buzz about how mobile devices will change our lives dramatically (and forever) it’s easy to see how mobile automation can be a really good thing. I know I tend to harp on the basics like making sure you have a plan before you start doing something impactful on your business. Don’t get me wrong, I am a shoot from the hip kind of guy (literally, I’ve got targets to prove it) but there is a time and place for careful analysis. Notice I didn’t say extensive. Careful implies that ‘care’ has gone into the process. As it should.

Every day brings a new whiz-bang mobile phone that I can have for merely pennies (and a 2-year contract with the usual early out penalties). Great! If only I needed whiz-bang in my life – but I’m too old for that kind of stuff. I have simple needs and look askance (I mean that, I look askance) at anything that has too many gizmos on it. I am a firm believer in Murphy’s law and that just invites trouble in my book.

Here’s a back in the old days story - some rep for a major cell phone company came to my QA lab to pitch his wares and bragged about their latest phone storing 250 phone numbers with the person’s name and number displayed (mind you this was in the analog days – if you don’t know what that means ask your parents). I asked why he thought this was such an important feature. His reply was astonishing, “Because it’s more than our competitor’s phone.” To which I replied, “That’s great but I don’t know 250 people, let alone 250 people that I would like to call for 45 cents per minute.” He was not amused.

This was my first experience with what I like to call the “more is better” syndrome (or perhaps ‘more is gooder’ would be better to say). Obviously if your competitor can store 100 phone numbers then you have to store more. Right? If our competitor’s phone is loud, we have to be louder? It’s the same thing in my book. How loud is loud enough? At some point enough is enough and that’s why God installs volume controls on everything (except for screaming kids and mothers-in-law). It’s just plain dumb to apply that type of logic since it is born from ignorance. It’s what I call the +1 theory and it usually only works on the playground with kids (think for a minute and it will come back to you…’Blah blah blah plus infinity…’).

Mobile Enterprise Projects – More is Gooder Too?

We worked recently with a company that had done a first generation mobility project. They were able to send a text message to a field dude or dudette, and he/she could reply to the message. It was limited to a little over 100 characters but it sure beat the old paper and clipboard process they used prior to this hop forward. They could text dispatch when they were done, though anything else had to be done over the phone. Not bad for a first step and based on how long ago they did it they were way ahead of the curve.

The time had come to update their application and the customer was way out in front of us. They had purchased all new mobile phone equipment for their field ops. Brand new shiny devices that were, in the words of one of the dudes, awesome. This was not a small investment and showed that they were serious about looking to the future. Which is great right? Well, sort of.

They just forgot one little thing: they chose the device before they really understood their needs. All of their assumptions about what they needed to do (and buy) were based on their now-legacy text-based app. So they were thinking that all they needed was what they currently had + 1. And one last note here: the devices didn’t have a touch interface.

I know you’re going to tell me to shut up about asking questions but this decision could have bit them on the butt and was easily preventable. Let’s examine what they were faced with.

They are a customer facing organization and require things like customer signature, credit card processing, receipt printing, barcode scanning, etc. All these things are easily doable using peripherals and the devices they had purchased. This is a great solution considering they already had the new phones and could hit the bricks running without any additional device cost. The only wild card in this mess is the field dude.

We designed a great solution that allowed them to use their non-touch devices and Bluetooth enabled scanners, signature pads and printers. It worked flawlessly and the field dudes absolutely loved it. They could now do almost everything they needed to do without ever calling dispatch (which is every field technician’s nirvana). They could get more done, faster and more accurately. They were very happy. This was a team that was used to technology so user adoption was rapid and unanimous. They lived long and happy lives – for a short while.

Things Were Good, Then Things Got Ugly – But Why?

OK, so now this solution has been out in the field for a while and the field dudesters have had their way with the equipment and things are starting to get a little bit ugly. All of the peripheral devices are battery powered and require the tech to charge them, which of course they sometimes forget to do. They have to carry all of these devices with them (!) which has lead some of the techs to develop a “Batman Belt” to carry all of this stuff. There are occasional challenges with the Bluetooth link dropping at inconvenient times and a host of other minor issues that are starting to add up. The bottom line is that the field dudes have forgotten that initial euphoria about how great this solution has made their lives and now they want more (or less in this case). So what have you done for me lately…

At this point the customer is faced with mounting support issues as the equipment ages and batteries start to fail and field folks grow ever more grumpy. Fortunately the customer is prepared yet again to forge headlong into the void but they have learned from the past. They are looking at the future to determine what they should do and have abandoned the +1 theory as a result. This looks promising. So we hope.

The bottom line is that just because you do it now doesn’t mean that you want to do it that way in the future and turning up the volume doesn’t make it better, just LOUDER (upper case – get it? I hear that’s how the kids show yelling in text form, who knew).

Our customer is looking at what they need to do to support their growing staff, and their current and future business requirements (with a keen eye on reducing all the moving pieces as well). Will they end up with the same type of device and peripherals design they used last time? I think not.

The balancing act will be to address the new requirements without developing the “Batman Belt II” complete with matching suspenders – the field dudesters will tell you, that’s just not a good look on anybody. And I think the company gets that.

∞

I spent time with my Aunt recently. She is of a different generation; born in the 1930s. She dedicated her life to kids as a 1st grade teacher, and based on her life’s work she is very aware of the role that parental involvement plays in the development of healthy kids. If you remember Aunt Bee from the Andy Griffith show, you’ll sort of get the picture.

What does my dear, dear Aunt Lou have to do with business mobility you ask?

During a recent visit, she saw my smartphone. She shared a story of being in a restaurant and saw a family having dinner. During dinner the father checked his phone and was texting during the meal. She was appalled at the behavior as the man was distracted from the family dinner and wondered if there was such a thing as quality family time anymore or if people were too busy texting all the time.

I found myself somewhat defending the man’s actions. I was sharing with her the velocity of communication in today’s business environment and that there were likely co-workers or customers on the other end of the communication requiring his input and approval, possibly even in other timezones. As a father of 4 little kids with a full time career I empathized with the villain of her story. I told her that I feel being connected allows me to spend more time with my family as I’m no longer required to be tethered to my office desk to get work done.

This incident made me consider how organizations really utilize mobile technology, and the cultural expectations around their deployment. There clearly is a balance on how a mobile device impacts your workers. The plus is that they are always connected, but that’s obviously a double edged sword.

Is there such a thing as overly connected? Could it be that just as some companies force employees to take vacation time, we will see a time when some companies may be looking to implement mandated ‘disconnected time’ for their employees. But why is it that some people feel the pressure to be constantly accessible?

We all know that Enterprise Mobility is a game changer for business – that has a profound impact on your employees and the way they work inside and outside of business hours. But one key point which I have not seen discussed is how a company’s culture drives how employees use their devices.

As you embark on a project to mobilize your business processes, consider the fit into your company’s ‘mobility culture’. I define a company’s mobility culture as the unstated expectations of how employees work with devices they are provided. Also be aware, that there are likely many sub cultures within your organization. For example, the sales team may have a more frenetic pace of mobile communications than the finance department.

Your mobility culture is keenly driven by a number of items.

Here are a few key items to consider:

• Does executive leadership tend to respond to emails 24/7; seemingly within minutes of receipt?
• Are field service personnel on call after hours receiving automated call notices?
• Does your business operate with a tightly connected global team?
• Do people send out messages after 5pm, and then follow up messages before 8am the following day?
• Do your teams currently have mobile email, do they have mobile access to enterprise apps such as CRM, inventory and ERP – or is this a first rollout of smart devices?
• Does your overall company culture strike a balance between work & personal lives?

Only you can determine the proper mobility culture for your organization. You want to ensure that it’s supportive of your corporate goals and in line with the overall culture design of the company. If your company is engaged in supporting medical devices used in heart surgery or running a 24/7 limousine business you may have a very different culture than a company that is running a more standard 9am-5pm business operation.

When considering your mobility culture, consider your financial business objectives, your overall company culture, and just maybe some input from my Aunt Lou.

= Matt T

∞

I’ve told anybody who will listen that the number one, most screwed up part of any service organization is parts! Nobody builds something and thinks that it will break or need repair so naturally the availability of parts and parts systems are always an afterthought. When somebody does think about parts up front it is usually a utopian process that every customer knows exactly what’s wrong with their equipment and we can provide the correct part every time. The tech simply shows up dressed like a Good Humor man and swaps out the bad for the good and we’re off to the races. What color is the sky in their world?

The reality is that your customer calls and says ‘it’s broke.’ That’s descriptive. I know so much from that interaction I probably can fix it with my mental powers. Bingo! All fixed. Go on about your business. Again, I’d like to visit that planet someday soon. It’s just not rooted in reality and our customers, staff and reputation suffer as a result. And this problem grows exponentially if your business expanded through mergers and/or acquisitions. More fun for all.

What is the solution you may ask? If I knew that I’d be a multi bazzilionaire. I’m just a blogger and my particular model didn’t come equipped with the clairvoyance module. Maybe I can upgrade sometime in the future, we’ll see.

I do however have some advice for you. Ask some questions. Don’t just ask procurement or your management team. Ask the dudes that are installing the parts and the dispatchers scheduling them. You will be shocked at the answers you hear, I guarantee it. This is the reality of your mobile workers. If a system doesn’t support what I need to do to get the job done I will create one that does.

I worked with a customer that had a geographically distributed workforce. I went in to help them mobilize their field service organization. The goal was to automate the paper processes that the techs were dealing with and improve the overall effectiveness of their field organization. I asked for the workshop to include several of their actual field techs and I didn’t want them to stack the deck with Pollyanna’s. I specifically asked for at least one of their most “difficult” techs to work with. This is usually suicidal but in this case there was a method to my madness. I needed to understand this person’s perspective as well as the Pollyanna’s to get a true feel for their situation.

 We assembled in a room, managers, techs, procurement people, a dispatcher, and the executive sponsor. As we went around and introduced ourselves I asked them to tell me why they thought they were there. When we got to the difficult tech he said his name was Mr. Difficult (obviously), that he had worked there for 17 years and thought he was there to see what Corporate was going to ram down his throat next. You have to love straight shooters. There was a bit of awkwardness in the room but being the outsider I jumped in and told him he was actually there to help design the next system he would be using. I don’t think he believed me.

After intros I made my standard statements about leaving titles at the door and needing everybody’s input to make this successful and then I dropped my typical example of things we’ve seen troubles with in the past with other customers and sighted Parts. Mr. Sponsor jumped to his feet and proclaimed that they have “absolutely no problems with parts and our parts process always works perfectly.” I have this unwritten rule in my head that says when someone uses absolute terms like always or never they are usually missing the big picture. At the sponsors statement Mr. Difficult’s posture stiffened, his arms crossed and his lips tightened. I couldn’t help myself.

“Mr. Difficult” I said. “It appears you don’t completely agree with Mr. Sponsor’s assessment. Can you share your thoughts?” What followed was like the Who’s on First comedy bit from Abbott and Costello. He violently disagreed and had examples to back it up, the other techs in the room piled on with more examples and the dispatcher even got in on the game. Techs calling each other to exchange parts in parking lots, too much inventory of what they didn’t need in their trucks, the parts they needed requiring overnight shipping, dogs and cats living together. Mass hysteria! Mr. Sponsor was stunned. He actually thought this was one area of his business that was working like a well oiled machine. Somebody has to pay!

He turned to Mr. Procurement and went after him with both barrels. “Why is this process so screwed up?” he demanded. Mr. Procurement explained. “We had to turn off the auto-replenishment feature because the parts system software was sending 10 items to each tech every time they used a single part, whether they needed them or not.” Tech #2 jumped in and said, “And there’s no way to return inventory that isn’t in your truck stock so you are paying for a self storage unit for me to store all the stuff I can’t use because my wife got sick of it filling our garage.” The fun was just beginning.

Mr. Sponsor was suitably outraged and demanded Mr. Procurement explain why this hadn’t been fixed and in what can only be described as poetic justice Mr. Procurement replied calmly, “Because I sent you a change order to get the software fixed and you denied it.” You could hear crickets chirping outside at that point it was so quiet. Mr. Sponsor slumped down in his chair and mumbled, “But nobody told me what the change order was for…” Did he ask? He was in enough pain so I didn’t push the issue.

What ended up happening as a result of that exchange was the first open conversation between procurement and field operations about how best to manage inventory to meet the requirements for both teams. Nobody had ever seen a need for this conversation in the past so we used the mobility project as the excuse to look at it and get them to fix it. Their baby was ugly and ignoring it only made it worse.  The solution was to make some minor changes to the systems and the majority of the issues were fixed.

And as for the self storage unit, Mr. Procurement suggested they have an amnesty day and allow the techs to return any parts that were lying around with no questions asked. The result was $1.1 million in “ghost inventory” coming back to the warehouse. I sure hope your problems aren’t that big but if you don’t ask…

∞

Back in time to what now feels like a long long time ago - 1998 to be exact – I founded Antenna Software , a company focused on enterprise mobility. Antenna continues its mobile enterprise ways, but I’ve since moved to another adventure, founding a startup called Bug Labs. I won’t say anything more just now about the labs, but wireless and mobility play very interesting roles in the things we do there.

In thinking today about mobility, I find myself going back yet again in time – back to 2002. While talking to a Gartner analyst back then, the point was made that in the not-too-distant future the term ‘mobile computing’ would become an anachronism. The two concepts – mobile and computing – would be so intertwined, so synonymous, that we’d cease to use the ‘mobile’ adjective. It was an intriguing idea that I have returned to again and again over the years.

I don’t think the terms have truly converged yet, but I can confidently say we’re close. My iPad sports more horsepower than my desktop did 3 years ago. In fact, I don’t even own a desktop anymore. I’m rarely sitting in one place for more than an hour. All my computing devices are mobile. Now when I say computer, by default its ‘mobile.’

I know it won’t surprise you when I say the merging of mobility (which I loosely define as battery powered computers) with gigahertz CPUs, loads of memory and high speed wireless network access will fundamentally change all our lives. It is an obvious statement.  But what might not be so obvious is that most of the coming changes won’t have anything to do with your mobile phone. For evidence, you don’t need to look any further than your own driveway. The fact that cars are not net-connected already is, to me, an enduring mystery. Of all the mass market ‘mobile devices’ in our lives it is the one that could most benefit from getting connected. The advantages to safety, efficiency, productivity and convenience are enormous.

Just think about it for a second and I guarantee you’ll see my point. Ford has jumped on the bandwagon with its Sync product line. The others won’t be far behind. There are equally large opportunities in the aftermarket. In fact, anything that moves could benefit from getting connected. Literally!

Healthcare is another vast playing field in need of exploring. Disease management, drug compliance, wellness, prevention, remote monitoring, telemedicine, etc, they all benefit significantly from high speed, connected computing platforms (notice I didn’t say mobile – it’s implied!). You can expect to see an explosion of activity in this space over the next several years, especially as the Baby Boomers start to retire in earnest.

The point is, by eliminating ‘mobile’ from the equation and just concentrating on the concept of high-speed, net-connected computing power wherever and whenever you need it – point-of-need computing – you’re free to think in new ways.

Ten years from now we’ll look back and wonder how we ever survived without all the ‘smart’ gadgets in our lives. It’s a future that you can help make real by realizing that it’s time to move past ten year old definitions of mobility and recognizing that the era of true anytime, anywhere computing is upon us.

∞

We all have things we know that just seem to come natural to us. Maybe it’s intuitively knowing when the dog needs to be walked or when our spouse is particularly upset with us. Whatever the case may be, we came to that knowledge through time and experience and one could call this tribal knowledge. However, if we wanted to transfer that knowledge to someone else we might have a predicament on our hands. How do you take what you know and impart it on another person?

In the days of old village elders would regularly tell stories to the young children that sat around them. They would use this story telling time to transfer the tribal knowledge they had acquired over a lifetime and the lifetimes of previous generations. This knowledge transfer process took years of carefully detailed lectures to an audience that was willing to listen. It didn’t happen overnight and the level of detail was usually increased as time went on to insure that the listeners had a good base to layer the detail on top of. Do you follow this process in your business?

I don’t think there’s an adult out there that has started a new endeavor and been fully prepared. We take the appropriate steps to plan for a new role but we won’t know exactly what we need to do until we are in the position. We typically get a brain dump from somebody at the company that describes who the company is, what the company does and where you fit in but that is only the tip of the iceberg and there is a much steeper learning curve coming. The question that usually runs through my mind is how will I become the all knowing and all powerful village elder I need to become?

I fixed hilltop repeaters for a living. These are usually large radio transmitter sites that rebroadcast radio signals to and from dispatchers and people in the field. Obviously, a hilltop repeater, by its name alone implies that they are not sitting around at your local mall or a movie theatre. Hilltop is also a bit misleading because in the area where I worked these locations were always on mountaintops. This was a great job since I got paid to go four wheeling five days per week. Oh the fun I had (when the weather cooperated). There were some harrowing experiences with that job as well but all in all it was a good gig.

I had one site that was on a ridge that overlooked Hemet, California. The site was accessed by a dirt road (and calling it a road is a grotesque overstatement) that was 36 miles from leaving the comfortable pavement to the door of the building. The backside of the mountain was a sheer cliff that dropped approximately 2600 feet to the valley floor. It was a great location and had an unbelievable view.

There were no maps of the trail leading to the site. There were no satellite images to assist and even if there was imagery it would be close to useless since you can’t necessarily tell if the terrain is truly passable with a wheeled vehicle from the air. The solution was for me to ride along with a guy who had made the trip several times before. This was a good solution but lacked anything in the way of repeatability if my pal Jim was ever hit by a bus.

Do you remember the game telephone from grade school? You get a line of kids together and tell the kid at the beginning of the line a fairly detailed story. That kid in turn tells the next kid in line and so on until you reach the end of the line. The last kid then tells the final version of the story to everyone assembled and it usually doesn’t even come close to the story you started with. The same occurs with tribal knowledge. I have an axiom that I used when I was training people and it goes like this: If I know 100% of all that is known on a subject and I train you verbally and you are the best student on earth I can impart a maximum of 80% of my knowledge to you. Assuming that process holds, you could only impart 80% of your knowledge onto the next person you “train”. And so on, and so on. Very quickly we have lost a substantial amount of the knowledge that was originally available on the subject. We didn’t withhold the information it simply couldn’t get imparted in the environment we chose and there is no reference material to fall back on so it is lost to any new folks forever.

I had been driving to the Hemet site at least once a week for about three months when we had a torrential rain storm that caused flooding in most low lying areas. As a precaution we had to inspect our sites for any damage or potential hazards. I jumped in my Jeep to head to the site and about 16 miles down the mud trail I came upon a boulder about twice the size of my vehicle sitting on the road. There was a steep drop off to my right that ended about 200 feet in a gully and a hillside that sloped up for another several hundred feet on the left. I wasn’t going forward and had to back up about 300 feet on the mud road. What fun.

I got to a flat spot and called my pal Jim. I gave him the low down on what I faced and he replied, “No problem. Go back to the second turn and stay to the right instead of the left. That will take you onto the Reservation but you should be Ok. The Tribal Police are usually pretty cool once they know it’s us and not some stupid kid in a 4×4 tearing up their land.” Was he kidding? No. He was absolutely serious. Why hadn’t he told me this before? Why did it take a full road closure to get this nugget of wisdom out of him? Where was this documented? What if that errant bus had found Jim prior to this day? Oh the humanity!

While this seems like a fairly extreme (and ironic) example it is indicative of how we typically train new employees. I’m sure you have some kind of new hire training program aimed at indoctrinating fresh minds into the company but do you have the same level of training for the job the newbie is actually going to do? If I get hired tomorrow, will I be fully knowledgeable on our benefits program, harassment policy, HR directives and other important matters but completely clueless on my actual duties? Do I have to now try to suck the tribal knowledge out of the heads of the people who are currently doing the job and pray that they are great trainers and I am a great student and hope I get the 80%?  Will I know everything I need to know to be successful after that initial brain dump or will that only take place after I talk to Jim? I’m in the field, poorly trained and on my own like a teenager in mom and dad’s car. This has bad written all over it!

I’m not suggesting you provide satellite imagery to each new hire but you may want to start considering how you would impart your knowledge on a fresh new mind. The village elders didn’t just tell one story and then throw the kids in the deep end of the pool and scream, “Swim!” Why would you do that to someone you are paying? Whatever you decide you will need to start somewhere and then add to it as you remember the outliers to your process. And say hi to the Tribal Police for me when you see them.

∞