$6.8 million in revenue. And I'm going to here6 $.8 million in revenue. And at 0.63 per net service revenue, that indicates this Firm is worth 4.284 million. The earnings 00:15:00 John R. McAdams: of the firm. I made these numbers up $1,000,000. And therefore that's 4,040,000. And the book value is let's say 1,000,850. And therefore the book value indication is 3.4 million. Then in yellow below that is $4,014,000 is the firm value. That's the average of the four numbers above. Ah, we do think it is very wise to use more than just one indicator here. Then I made up the number of shares is 64,000 shares. And so you know what a share is worth? $62.72. So that's how we value our firm. All right. The craft to the shareholders’ agreement. If you want to call it a buy-sell agreement, okay, fine. But a lot of deliberate attention needs to be put into this. This is in green on the slide. This is a covenant among all of us shareholders. We're all entering into this group, which is the group that is the ownership of this precious company. And we are not going to have any fights among us in that a shareholder is a shareholder. We're all going to behave accordingly. We will always transact our stock according to what we call the asb, the agreed stock value. And that's according to what that computation that we just had up, says it is. We get the new ratios every year but we always will transact our stock according to our agreed stock value. ASP and there are many other things. It includes non-competes and many many other aspects in there. However, examples of the shareholder agreement can be found in the public domain. But do hire an attorney to craft this agreement and do hire an industry-specific attorney. It does really matter. This is quite a big issue and we're not going to go into the depth of this unless in question and answer people want to do so. But this is not about crafting a shareholders agreement. It's just that you need one criterion for inviting into ownership examples of things that an organization might use, or for persons who are rising in the ranks. Can they lead a group or a department? Can they book work? Are they a rainmaker? Can they hunt? Can they cross-sell? Are they somebody who's an expert, outstanding in their field? These are just examples of criteria you might use. The next one is a journeyman. And let me explain. This is one that we have created. I don't know if we're even using the word correctly, but this is what we've adopted. This is for people who in our firm are not real leaders and they are not taking our firm to higher levels by directly serving clients or bringing in work. They are excellent at performing the work. They are efficient, they are upbeat about doing it. They are accurate. They've been with us a long time. And so occasionally and deliberately we take some of those in. Let's include this person in. Boy, they serve. Well, if they are a person who, when you land a big project and you're the project manager, you say, I, I want Joe on this project. We've got to really hum for this client that we've got, then that's the kind of person that over time you say, you know what, let's cut Joe in on. He's helping us create some value. That's a journeyman. These are our criteria. Everybody must have a company-first
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