Business Planning for Research Commercialization with Jason Ding


It’s my pleasure at this time to introduce our presenter today, Jason Ding. Jason’s a chartered accountant and chartered business valuator by training with expertise in the technology industry. He has also
worked with national and international public companies in various sectors
including biotechnology and life sciences. He runs his own business called
H2 Technology Consulting and this business focuses on helping early-stage technology startup companies in the areas of strategy, finance, accounting, purchase
and sales transactions, licensing, deals in equity and debt financing–so all those
things that we in the research community don’t have a lot of exposure to but
it’s very important for us to build our skills in those areas. So, Jason is
also an executive-in-residence and program director at TEC Edmonton which
is an AllerGen partner, and it’s the technology transfer organization for the University of
Alberta but also provides those services for organizations and companies in Alberta and across Canada. Jason has kindly offered to share
his expertise with us today as our initial presenter and he’ll help equip
us with the business planning know-how that we need to enhance the
sustainability impact of our AllerGen research, so welcome Jason and take it away! Jason: Thanks very much Diana. So I’m very pleased to have the opportunity to provide my thoughts and experience with respect to business planning
and how that’s relevant in the in the research space. As Diana mentioned I’m an executive-in-residence at TEC Edmonton and part of a team of about 65 people now at TEC Edmonton now focused on technology transfer
and commercialization related to companies and some of the research that comes out of the university here into companies
and helping them with growing those companies and supporting the
commercialization efforts that comes along one with that. One of the things that I want to cover off is is some key messages associated with today and so really the
presentation today is going to focused around the increased need to think about IP (Intellectual Property) value creation.
That’s a result of changing thinking with record respect to granting agencies, certainly funding pressures, as well
as some new opportunities to apply research where there are commercialization
opportunities; and so really the focus of the presentation will be to talk about some business planning tools, where you can find some of these business planning tools and why they’re
relevant with respect to some of your efforts. The value of early-stage technologies is a very difficult topic –
to think about how you value early-stage intellectual property when
it’s so early in development, the risks are still very high in terms of
commercialization associated with getting those products to market and the importance
of milestones and metrics and the planning associated with product
development and other metrics related to IP value creation and the result from all of
these processes is really to drive to the right pitch, the right way to
communicate value for your intellectual property, to look at how you communicate for funding opportunities, for collaboration with industry
opportunities, etc. And then finally the other thing Iwould suggest is you use your local
innovation system to help; no matter where you are in the country there’s lots of support for researchers and for
companies and I encourage you to access those resources because they really will help to add to the way that
you think about and frame your research. Diana gave me a fantastic introduction and so I won’t spend a lot of time on this other than
to say that as the program director for the help Health Accelerator Program which means that we are
really doing a lot to support life science companies and that’s been able to help inform some of the discussion
that I’ll have today. So, jumping right in: the last point first,
innovation system clients do better – I’m not going to spend any time on the metrics here other
than to say that really those that access the resources in the system (and depending on where you’re at you’ll have different resources) but the consistent theme that we see across the country is that no matter where you that if you access the system and expertise that is
diverse from where you are in your research interests the better it is for
the success of the research – and, potentially, company – and so this is a very
strong message for us: all across the country do access your local resources for your efforts. The other thing I want to cover off that’s equally important: I don’t want
to talk today about the importance of the science or the importance, for instance,
of understanding the mechanism of action. I think those are requirements
more of the quality team; those are all things that I am sure all of you can articulate very easily and I think
really there is an effort and a requirement to understand that knowledge
translation pathway when applying for funding and industry collaborations and I’m not going to cover those particular topics today but they’re certainly important as part of the overall pitch. This is where I do want to start, with respect to the
value proposition pitch. This [in the slide] is actually a business card for Jennifer
Hamilton who many of you may know; she is with Johnson & Johnson; she’s the
technology scout for Canada based our of Vancouver. We have a very strong working
relationship with her. Thisis her business card; the
front end has of course her contact information, but on the back she has some
critical questions that she hopes that researchers will answer as they present to her with respect to their research and their innovaton. You can see again that
that there are lots of important questions that she is hoping will be covered as part of any pitch or any discussion that you have with her.
character but really day what I want to But really what I want to do today is focus on these particular areas around understanding exactly what your product is; the clinical relevance and
the work flow as well in terms of how it might be integrated by a customer or the market. And really understanding what your market is and the competition in the market and how you differentiate yourself in
that market. So what is the value proposition associated with the product
and how can you communicate that as you’re having with a discussion with a potential industry partner. I’m not going to spend a lot of time on this
particular page [slide] other than to say that there’s lots of forms of intellectual property
whether that’s a patent – of course, that’s what a lot of us know – but certainly also: trade secrets, copyrights, trademarks, industrial design are all intellectual property components to a package, so thinking about what you have as IP and thinking about what assets you have
as part of your discussion is relevant, and thinking about how you might be able to translate some
of these IP assets into a commercialized entity or
product is useful. I think it’s also useful to start off by suggesting that there
are multiple pathways to value creation associated with that intellectual property. A lot of us will hear
about opportunities to patent and then potentially to license, but even within
that there are different opportunities to look at that IP
and what you might be able to do with it and how you might be able to create value for that IP for not just industry, not just collaborators, but for yourselves as well in terms of how you think about where you might be able to generate value from your invention. Why plan? Really, the concept here is
that you have a fantastic technology, lots of concepts, lots of ideas, but what you need to do is use business plan strategy, business planning tools, to take all of those different
technology concepts and all of those different ideas and to put them into a coherent approach and something that is demonstrable in terms of a value creation strategy with that intellectual property. And business planning tools that are available out there are very useful in being able to do that. So what I want to do is walk though some of those tool and to give you a high-level explanation of how some of them work and why you use them, and then that can help to inform some of the presentations that you might put together and how you think about the technology that you are looking at. A business plan outline: this is something that I think you can find relatively easy in the terms of Executive Summary, Company Overview, Product and Service Description, Market Analysis, Competitive Analysis – but
to take that into a little bit more detail, here’s some of the things
that you will want to think about with your business plan and some of the segments
that are relevant to some of the work that you might be doing. The focus of the presentation presentation and some of the tools today related to some of these business plan segments are really going to focus on these particular areas: products and services, market analysis, competitive analysis and operations. And I think these areas are
are not thought about very often. People jump immediately to “What is the price of my product going to look like? How much do I think I’m going to be able to sell the product for?” As well as the market: “How do
I market this? And who’s gonna buy it? And who are my customers?” But it is just as important really to talk about segmenting those customers and thinking about what your
market size is and really drilling down to the sales cycle, for
instance, of the product and how you might be able to get that product to market over a period of time and what the impact of your business model associated with how long it takes, for instance, to be able to sell into government or how long it takes to sell in to a large company. Competitors of course are another critical piece to the analysis and really thinking about competitors … … I hear from
entrepreneurs all the time that there’s no competitors at all to my product; that there’s just no competitors that exist and that’s generally not the case–almost
always not the case–and there are very few products where there aren’t alternatives to
what’s currently being done or other ways of thinking about the same problem
in terms of how the problems might be solved, and so broadening out your thinking with respect to how competitors might look and what
technologies might be out there to make yours potentially obsolete an important part of
the thinking that you’ll need to do about competitors. So jumping into some of the tools: There are lots of planning tools available to help focus your planning and these are some of the questions that these tools will help answer. A value proposition design tool is a fairly popular tool; this is part of a set. “Business Model Generation,” which is the book that you see there [in the slide] was one of the first books that was recently created around designing a business model; you’ll see that tool come up a little later. They came up with the second book called “Value Proposition Design” which really is focused on the value proposition process, and that then flows into this model. So again this particular tool — and the entire process with respect to value proposition — is really about understanding what needs are you meeting with your product; what are the benefits with respect to the products that you’re developing, or the service you’re developing, and how is it better than existing products. Be it from a customer perspective with
respect to what what they need, what they’re concerned about, what might keep customers up at night related to a specific issue and how you help solve those fears, as well as substitutes. And so these
substitutes again relate to competition and I’ll talk a little bit about another
tool that might be useful to talk specifically about that. But again this is quite a useful tool with respect to thinking about how your a product is beneficial, and when pitching to, for instance, angel investors– … really understanding the value proposition of your product or your technology is critical to being
able to sell this concept to your potential funders or industry partners. On the competition side, the Porter’s Five Forces tool is a very popular too to think about competitors. When you think about competitors and the nature of competitors, there’s lots of different places where competitors can come from, so the threat of new entries–this would be new products that would be disruptive to
what it is that you are are developing. So how do you think of how
do you think about new entrants and new disruptive technologies that may displace yours. Supplier power and buyer power are two sides of the same coin associated with the impact of suppliers and what they might add to
your business. If you’re thinking about a new therapeutic: what’s the impact of your suppliers with repect to being able to produce your product and it’s possible that if its a very complex
biologic they’re gonna have far more buyer power than a company that’s developing a much more simple
chemical product. Threat of substitution is another way of thinking about competition with respect to other
substitutes, and these would be often competitors that are already in the space with, say, another medical device that does a similar thing that has other advantages over your product that you might not have designed for; where they might have patents around a specific area that you
may not, and again how do you think about that competition with repsect to whether or not your value proposition is better than theirs and whether they can come in with a substitute product that will displace yours. The next tool as well to think about the market and to think about the differentiated competitive advantage of your product is the SWOT analysis. This is a very popular tool again to think about where your strengths and weaknesses are and where
opportunities and threats may come from to disrupt your particular product. So when thinking about
strengths, you’re really thinking about what advantages your product has over
competitive products and where you are driving value, or can potentially drive value, with your product. Of course, weaknesses are the opposite side of that same coin. Similarly, in terms of external factors,
what are some of the opportunities that may come… and how do you approach those opportunities and
really capitalize on them in order to best position your product in the market. And then again similarly from a threats perspective what are your competitors doing or what is the market doing that may threaten the value of your product. So those feed really a lot into the market planning process. Again this is a popular tool; we use this quite a bit at TEC Edmonton that, in terms of, again, thinking about what the market looks like, and so a lot of the previous
tools that we have talked about feed into this process around thinking about what
the environment is; whether or not there is a market need with respect to the product and whether or not you’re actually solving a real problem in the market. Often, with respect to this particular part of the planning process, researchers or entrpreneurs or companies will do what’s called a market opportunity assessment, and so they’ll maybe hire a company or within their own organization, they will so a study that looks at the market, that looks at, incidence, for instance, of cancer and looks at where cancer treatment centers are for this particular
project – maybe it is radiation therapy. So what does that look like with repect to where those cancer treatment centers are and what’s the differentiation with repect to your product
in that market, and what is the market size, and what is the penetration
associated with that market, and what geographic factors may play into that
particular market segment – and maybe geography is one way to segment market up but maybe there’s another way
to segment the market that makes selling into that market different for your particular product. The other component then to a market opportunity assessment is often primary research. So reaching out to potential customers of your product and speaking with them about whether or not
this would displace existing technology, whether or not they’re aware of other
technologies that might compete with yours and from there really driving to, hopefully, a
recommendation and a conclusion on whether or not there is a market opportunity for your product. So this process is often used
for this type of market assessment or market opportunity analysis And really this is done, with a company that has multiple products, for every product in
that company, and so it’s just very important again to understand what problem it is that you’re solving and whether or not there is a market for your product before you start developing your product and spending a lot of money in understanding the milestones and product development strategy associated with that product. One of the other ways to think about customers, particularly health technology companies,
is to think about patients or the four P’s of customers. The health system
is very unique in that the patient, the prescriber and the practitioner and the procurement agency within the health systems in the provinces, as well as the payers, are all very different. Which makes health technology
procurement and purchasing very complex. And all of the needs that each of these customer
groups need to be satisfied when thinking about how you look at your
customers and how you get a product to market. Certainly the advice that we give all of our
healthcare companies is to think about the power of the patient with repect to
the being able to purchase the product; to think about practitioners and prescribers certainly with respect to therapeutics; but also the market access issues in terms of looking at how those products are
purchased and who ultimately pays for those products and what’s your
strategy with respect to speaking with those particular groups
around getting your product to market. So all of these things then feed into your business model and so I showed you a picture of a book and had mentioned the Business Model Generation
book and this is a tool that you use to think about your product or your
business plan a little bit differently. The business model canvas is another
process to think about how you might look at each of those
components and how you bring them all together into a short, summarized version
of your business model strategy. This is one tool. Another tool is the growth wheel, and again a process that exists that allows you t think through each of the different components of a business plan
and how those components all come together with respect to putting
together a business model. Business models are focused on understanding what the plan is to be able to drive value up for your product and understand that there is a plan to move forward. The one thing I will say at this point is
that business models change all the time; a they need to be flexible in terms of being able to pivot, and
so it’s important when you’re thinking about the business model and
it’s important to understand when thinking about the business model that the value in the document is going through the process to think through each of these different components. Typically, after that’s done, the business model is actually set aside and is used as a guide for the organization, the entrepreneur, the company in order to move this forward. In order to move forward with the plan, and you can use the guide and the business model to then check you’ve done against that plan, and modify it so that it better fits how
external factors and internal factors have changed. The VRIO or “vree-oh” model is another tool to think about your product but really the focus of this is to think about your
long-term sustainable competitive differentiated advantage – your LTS CDA – is critical in terms of
thinking about whether or not your product has a long-term competitive advantage and whether or not it makes sense to continue to push through development of the product. Another tool that also useful with respect to thinking about your product is
called the GE-McKinsey 9-Box Matrix. When you have multiple products, you have multiple projects multiple technologies that you’re developing, thinking about where in this box you may want to place your technologies where between industry
attractiveness and where the industry is going in general for that product as well as the strength of that particular product against other competitor products within the
industry is a way to help with prioritization of projects and technologies in a system. So it is a different way of thinking about how to prioritize your products after you have had a chance to go on in cool to look at the opportunity in the market for your particular
technology that’s all of the things there are generally done for or like
company these are very commonly used tool to help develop a business plan in
order to think of where the technology and how to deal with technology scare the little bit and a little bit
how how to think about the pantry and one of the things I want to be clear
right up front is that while most people think about valuation of other
technologies to talk right didn’t actually know how technology value comes
around when you look at investments this is a much more typical model of how
milestones impact evaluation of intellectual property and so you got an
intellectual property you think about their future value but they’re actually
just change until you get certain regulatory milestones and so the
stepwise process occurs where a it’s a phase 1 clinical trial we should and
that successful the value that technology in the value company actually
pumps are the result of a particular mosque him and and this is usually how
early stage technology change in value as you continue to me smile so after the
the technology is commercialized after telling the market then that were too
cool revenue curve of of left to talk right
occurs during the development phase really achieve one of my home at so
that’s critical thinking about the developing products and and and what
you’re able to achieve expected value the IP and so that’s relevant again with
respect to why it’s urgent to push the development technologies or just quickly
so the occurs here that you see is a pretty typical cash flow per share this
is for a new company apartments for that company did and you
need to put cash in with a general out and then after circling you’ll get a
break even with the company starts generated cash generator the challenge though with IPS
particularly in the technology industry if that shelf life twenty years and the
challenges we we feel awful lot of example the researchers who who take
their time in getting the product of the door and the impact of that use over
them on your period last last longer will you do to take time to develop the
product is you actually shave the value of the intellectual property off at the
basket right so this is this is actually you are not able to generate cash flows
because you have a ballot as a result as a result of losing you know X number of
years because you haven’t technology market and so we’re thinking about the
critical milestone in with the EU by how quickly you need to get product market
in order to not lose all your back and it’s it’s absolutely critical to think
about products to market quickly and so an example of academic milestone is our
next to slide actually our brand dr. Jeffrey and he provide people slide that
example of typically what we would see in inactive account nine mile round and
a research and publication where the corporate world this is a fairly typical
picture corporation think about you know milestones and timelines and how quickly
and how closely they they are looking for that product market and so it is a
great example of how to think about it differently those products market Jeff actually the
critical care previous political volcano they were to acquire Phillips 4
$1,000,000 in 2002 you into this picture actually is taken from his company and
and you get a bit of him to begin together so I want to end with with two
slides and I know that I’ve gone through this topic so quickly in a lot of the
tools quite quickly but i wanna I want to end up here you know if it was this
is one example in the next level have another example from GSK around what
they’re looking for pitching in communicating with industry but this is
a pretty good example of something or that I hope that you have examples of
tool that you might be able to look through a process to be able to think
about your innovation to think about your technology but your IP and how you
might be able to drive that far and how very patient with with the industry
another example is control of Jack you should have it back now so in terms of their template well think
about you know your your deck with presenting 22 industry and look at you
know whether or not you’ve been around the archetype opposite of course but
whether or not to find her for the intellectual property and how they’re
related to talk a little bit about products and that have enabled expertise
as well talk to attract ability to really think about the dull have to
really thinking about patients association with that and with that I’m
going to end up on the last play which I under the seat he just lied and really
again it around the opportunities that particular plan to get to get the
technology to market and what that might look like and where the value is
expected that product you communicate that opportunity Jason thank you very much for this
presentation we this is our first first in the series and you provided us with
an amazing overview of some of the considerations are applicable practical
and we should try them at home in terms of thinking about our and points for
allergen IP and what next step in terms of commercialization of knowledge
mobilization I think it’s also very applicable in the context of even making
choices about what research were planning to invest in and we’re reefs
are researchers in our trainees should be investing their time so a lot of
these considerations have broad applicability and what a wonderful
overview provides us with this tool kit that we think will probably be drilling
down into over the next three or four months
as we have various follow-on thank you so much and I like to open it up now to
our participants and maybe marcia you could put the Q&A slide up and invite
questions from our audience so does anyone have a question for Jason about
any of the side of the tools or we have a couple of questions to read out I’m
just trying to manipulate my control panel because they’re hard to do the
first question from Natalia Nikolova is what is the process for getting a
technology covered by health insurance in canada and the us- that the class you know what that
probably are too long of a question to try to answer your i mean i think the
process is a very very different there’s a lot of health technology assessment
work and health economics work that goes into you know even after regulatory
agencies for safety and efficacy whether or not you know the impact of the
results of those little trial are considered to be of benefit and where
that at Costco my is quite complex and so there’s there’s quite a bit of
submission work she ate her after that process there is there are several
bodies that that look after negotiation process and it takes quite a while even
after drug was approved by the FDA time still to be able to get those drugs
approved and used in the in the market a good question a regulatory regions and a good a good
question I asked for someone who has experience and market access and
government relations work next question Marshall best Davis would like to ask a
question Matthew unmetered if you wish to speak
right now I don’t have a question for your hand was raced anyone else with
Diana I Jason what what’s your most valuable thing that you’ve learned from
years of working with researchers and entrepreneurs in terms of a point things
that they may not even know they don’t know that are really important to them
moving forward with their research try to translate that into a product or
service yeah interesting question so a lot of researchers researchers are are
wonderfully fantastic asking her a question and and so what that usually
means that there are there are many many many more questions could be asked any
sort of intellectual property and what are you know this might be a bit of a
difference between between not all research but many researchers is after
that and I try to talk about this in the slide deck electric properties develops
often around the product without necessarily getting that thing you know
the most valuable thing if I seen his supporters who are able to really think
about the critical path to getting a park understanding you know for instance
what the regulatory hurdles are what studies need to be done in order to get
the fossils regulatory aw product and driving to drive into
that in software that often called so what is the minimum viable product
that I could put out there to be able to better pay them what existing in the
market that will show how are you and to be able to get that out individuals who want to continue to
improve your question how to get a generation 21 on before getting
generation to another way of just going to follow up with that in we often hear
that from the end program itself it’s a challenge everyone has in the research
community there’s so many different questions you can ask and every generate
questions and see program really tells us to focus what is your focus and I
think that’s really what you’re getting too is that if we’re going to move
things forward we have to focus on a more narrow scope and scale of issues in
order to be successful yeah it’s critical for different do when thinking about how you want your
help but if the focus and and ultimately the end result is a market that is
different I have another question this is from Sylvia and questioned
universities such as Manitoba seem to be moving away from commercializing IP the
traditional way because the patent process is a time-consuming money hog
what other avenues do you suggest for knowledge that has now you but maybe
only short-term use and not let you use and so
commercialized commercialization of Gerber different and so it is a great
question in the goal is in order to in order to get products or knowledge
translated of the research that you’re you’re working and we certainly see that
differentiated in different tools algorithms and thinking about how things
publications like you made your decision a tool which don’t need to necessarily
have been but but have a tremendous value social system around around how
health care delivered in the in the system so there’s not a lot of way to
college there are and all of this all of those methods an example in terms of the decision it
will all of those are valuable things needed to be done in order on the other
hand when you think about a product that you thinking about many factors behind
of product marketing often do you get that right now are sitting between $600
two billion dollars in order to get you concede that that our process is very
very often the only way to be able to get crowded market give in the cause and
the regulatory around you and you know without you
would never be able to get them and so I think depending on the nature of
intellectual property depending on the nature of the knowledge that there are
different ways it’s just you know but the part of the very different than and
there is some consideration around you know which way you go Diana just a follow-on to that answer
what are the strategies if you have a tool are there ways that we should be weird
researchers when we discover an algorithm that supports decision-making
what are the strategies available to us in terms of monetary to all that we
develop if there’s no I P what are the other strategies to recover some of our
costs and perhaps generate revenue flow that we can reinvest in our research
from the great question we’ve had this discussion with fewer researchers
locally I would say that it’s pretty top together if you have one decision to
become very difficult to apply to grant funding but the commercially try to get
someone to pay for the decision tool is very difficult to what they’re you know
that they’ve used by physicians or use by healthcare practitioners without you
know payment often there’s no one who’s gonna sue them they’re using that
decision to order to win or not we don’t have any questions at the
moment on the line to the way he confronted earlier what’s going on in
there just to raise your hands back sorry about that okay alright
though are there any additional questions marshals and can come in yet
from the group it’s not a question for Jason per se this just someone asking if
the talk will be available for later viewing and in fact yes we’re planning
to our cabin on her website and announcements will be circulated about
that when it’s available this will be a resource on the allergen website where
there are many resources for researchers and trainees about commercialization and
knowledge mobilization Jason I have another question for you what are the
trends that you’re seeing that will affect researchers being able to secure
funding in the future I think we’re experiencing a bit of a sea change right
now in terms of the research environment in Canada and what are the trends in
terms of all of research out of the University access to additional funds of
what are the what are you seeing in terms of your broader practice and your
work it took him into the terms of short medium and long-term trends that might
be aware up from a researcher and it’ll be interesting to see what the results
of the elections there was a lot of discussion by politician its last round
and round continue to fund basic research into and
how so it’ll be interesting to see how that and the discussion around that
directly there’s been quite a few changes to you know how how dollar
contributed and and what being out to you as a patient attached to that and I
i think that that is here to stay I certainly think that we’ve been
criticized the country for not being able translate effectively Indian some keys
in many cases research that you’re even though erect leading country though I
think I think that kind of day do you think your commercial aviation and all
translation and and how then I’ll mention it again at the federal level of
not sure for provincially I think I think that you know and I have to be
very little bit more than more than other crops there is lots and lots of an
increase and being able to translate some of that research increased body
again will help researchers in Alberta but again I to commercialization
milestone so I think that that trend is here to stay but whether or not used to
increase in that in that fashion with a lot more money provided the basic
research we certainly you know we’re on the front we’re on the leading edge
within the ANC program of this trend and I the research grant applications
themselves becoming more and more in C you are in tomorrow come oriented
question more strategic focus and there’s no less sort of curiosity driven
all its just too but we find kind of funding opportunities out there so I
think this toolkit that you’ve given us just even being able to define that
value proposition for our research grants is becoming increasingly expected
in addition to the intellectual order value of going that next so what who
cares not fifteen years ago part and parcel of people who are kind
of in the context of the academic commercial and business opportunities
that might be available to them in health care in your field of business
development what’s out there that’s exciting and where people lots of energy
and skills are needed in the next five to 10 years 11 of the research on it and
actually seeing companies we have a lot of very young that we’re weird question
whether or not we have a lot of a lot of guilt that if industries and certainly
thinking about you know marketing skills ability to grow companies manufacturing
and again on a bill that their critical that I think we have certainly given the
cost of a popular and deliver health care to patients the other the other
component and continues to be decreased want around out there and understanding
how technologies me impact existing work
well and patient outcomes in los costas system and a quarter related to that in
health economics so individual with the ability to think about how that might
interact cost and how that will play out yet that he should help on quality
adjustment 22 patients as well I’ll ask clustered the overall system and how
that might be factored in and then again not just thinking about you know drug
costs you really thinking about it we give this particular product this time
what the impact to haul back to you know stayed in bed or hospital visits or
emerging field are coming through it that are going to have a big help in the
very well Jason on that note I’m going to conclude this webinar thank you so
much thank you to everyone who attended we hope you enjoyed the content of
today’s discussion and Marshall maybe you put up the slide showing our
upcoming upcoming events in terms of this webinar series though please
register for additional events and let us know how you felt about this webinar
it’s our first one we’d love your feedback there will be a survey that
you’ll be prompted to reply to its short we would really like to hear from you
forget to register for the upcoming session that you find interesting
because space is limited Jason again thank you so very much wealth of expertise with us this is an
amazing tool kit that you provided us with then it will be extremely valuable
as we move forward and build our own skills there’s no there’s no way around
that learning to do these things by doing them and so we really appreciate
your advice or help your expertise thanks for sharing it with us and thank
you all

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