How to Exit Your Company The Right Way With No Regrets

Statistic show that a whopping 80-85% of business owners regret selling their company within just one year. Why? Because they didn't plan their exit the right way. Get ready to learn how to master your business exit, because you don't want to be one of the 80-85% who look back with regret.

Joseph F. LoPresti is the founder and CEO of Clear Point Family Office and Arlington Wealth Management, bringing nearly four decades of experience in wealth advisory. Disillusioned by Wall Street’s sales-driven culture early in his career, Joe developed a proprietary investment methodology focused on wealth preservation, proactive planning, and business exit strategies. Over the past 25+ years, he has helped business owners and families align their personal wealth with business strategy, ensuring financial security and legacy preservation. He is also the co-author of Exit by Design, a blueprint for business owners navigating succession and transition planning. Committed to financial literacy, he has educated investors through radio segments, college courses, and the Investor Education Institute (IEI), empowering individuals to make informed decisions about their financial futures.

CONTACT DETAILS:
Email: [e-mail]
Business: Arlington Wealth Management 
Website: www.arlington-wealth.com

Business: ClearPoint Family Office 
Website: www.clearpointfamilyoffice.com 

Social Media:
LinkedIN - www.linkedin.com/in/joeloprestiria

Free Book Download: https://www.exitbydesignbook.com/

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Episode Transcript

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Speaker 1 (02:13):
Welcome, Welcome to Just Minding My Business Media. I am
so happy that you stop by today. I am so
excited to bring to you this day Joseph F. Lapresti,
who is the founder of Clearpayfamily Office and Arlington Wealth
Wealth Management. As you all know or you may not know,

(02:37):
eighty to eighty five percent of business owners regret selling
their company within a year. Why because they didn't plan
their exit the right deb the right way. So today
Joseph is here to share with us. Has forty years
of experience helping business owners maximize wealth, minimize taxes, and

(03:00):
transition on their own terms. So if you want to
sell smart and secure your financial future, you won't want
to miss this conversation. So welcome, Welcome, Joe, appreciate you
being here.

Speaker 3 (03:15):
Yes, thanks for having me Ida.

Speaker 1 (03:18):
Absolutely. So when you talk about design your exit, now,
what does that look like?

Speaker 3 (03:27):
Well, I mean designing an exit for a business owner that,
let's say they've been running their business for many years.
In some cases they're you know, decades, and you know,
they they tend to face a lot of complexity as
they get towards their endgame. So I like to describe

(03:50):
it as though, like in a football analogy, that you know,
the the founding business owners we work with are are
very good at running their business. They've they've created wealth,
they create value for their you know, their employees, their
their customers, their people that are associated with their business.

(04:11):
But once they get to you know, to the twenty
yard line, between the twenty yard line and the end
zone is where they tend to face all the all
the complexity that they haven't faced before as they try
to maximize what they've built. So they're dealing with a
lot of financial decisions, a lot of business decisions. There's taxes,

(04:33):
there's how to invest the money, There's how to mitigate
the taxes to pay on the transition or the sale,
how to transfer wealth to their loved ones, how to
protect it from various risks. You know, and then and
then there's all the business decisions on how do they
want their legacy to look on this business they've built

(04:54):
in their community. Their employees, how do they want them
to be treated? Uh, dealing with different advisors, accountants and
attorneys and financial advisors and M and A professionals, and
there's just so much they have to deal with that
they don't know how to coordinate at all. And that's

(05:14):
where I think having a personal chief financial officer to
coordinate your business planning and personal wealth planning into a
unified approach is so beneficial to those types of business owners.

Speaker 1 (05:30):
Well, it definitely sounds like it because my head hurt
already because you just de scripped. Yeah, so I already
know I would never ever ever try to exit without
a professional.

Speaker 3 (05:47):
And the thing is that there's multiple professionals in many
cases that you're dealing with, as I mentioned, and these
professionals tend to operate in silos, professional silos. Accountant works
with you on accounting issues, and the you know, the
insurance and the financial advisor. But what I tend to

(06:09):
find and my experience is that these advisors are not
crossing over the border and they're not collaborating. They're sticking
in their silos, and that leaves the business owner to
be the quarterback of all the siloed advice that they're receiving.
And it's not what they're experts at. It's not you know,

(06:31):
it's not what they what they've done, it's not how
they've built the wealth that they've you know, built to
this point, so they don't know how to proceed from there.
And that's where having coordination of the planning, having one team,
you know, I like to say, having one team sitting
around the table talking about you and your agenda, where

(06:55):
you are today, where you're trying to go, that's of
value added service. I believe that business owners should seek.

Speaker 1 (07:04):
Out absolutely because we all know, you know, that's a
whole huge issue across the board and almost everything that
you deal with, nobody talks to each other about you.

Speaker 3 (07:18):
Yeah, and it's pretty it's pretty shocking in some cases. Yeah.
So my background is I've been in the wealth management
industry for forty years and I started my own wealth
management company twenty five years ago, Arlington Wealth Management. We

(07:39):
had very much an investment focus in the early days,
but as our clients became wealthier, we realized they needed
more than just investments. They needed advanced planning. How to
mitigate taxes, how to transfer wealth to their loved ones,
how to protect their assets from catastrophic risks, and you know,

(08:00):
all different types of of advanced planning concerns that they had.
And then as we began to work on advanced planning
with clients and ran in the business owners, we really
found that that was the sweet spot because they have
added uh complexity to their life with the with the
business component of the decision making as well as the

(08:23):
personal wealth component of decision making. And having some unification
uh and and uh coordination of that strategy is really
where I think business owners find value in coordinating the
uh uh, the planning and the advice. Absolutely.

Speaker 1 (08:47):
So when should this designing begin? When should a company
start the design process of this?

Speaker 3 (08:56):
Well, you know there's different answers to that. I you know,
the right answer is you should start. You should do
it at the start, right, You should you know, uh,
start your company with some sort of end in mind. Right,
that's ideal, like what is the endgame? What am I

(09:16):
building toward? But the reality is most business owners don't
do that. Most business owners start a business because they
have an idea. They want freedom. You know, they want
to do things on their own terms. They don't want
to work for an employer. You know, they want to
kind of cast their own destiny and they just get

(09:37):
into it and roll up their sleeves, and you know,
if they're successful, they find themselves several years later, in
some cases decades later that they now need to kind
of retrench and look back and say, okay, let's reset things.
How do I reposition this business for another owner? If
I'm going to monetize what I built there, maybe there's

(09:58):
going to be a buyer that's going to step in
and buy it, or maybe there's going to be transitioned
to family or management or you know, employees, whatever that
transition looks like. For that business owner, they need to
redesign the business so it's valuable to the new buyers,
the new owners, right, it's not just all centered around

(10:22):
them and what they've built.

Speaker 1 (10:25):
Okay, so what does it mean to boost of the
business values and personal wealth? We're smart presale.

Speaker 3 (10:38):
Yeah, so, uh, you know, most of the business owners
we work with are in that pre sale period. So
you know, we're advisors for business owners that are in
that pre sale mode where they you know, they're kind
of at that twenty yard line and now they need
some guidance on how to get into the end zone.

(10:59):
And you know, the the the let's call it the
life cycle of decisions that a business owner has to make. Uh,
that's where the planning should start it and it should
really start with creating a personal action plan I like
to call it, uh, you know, going through strategic planning

(11:19):
with people that have done this for business owners before,
not you know, not with advisors that maybe are doing
it for the first time, or advisors that don't specialize
in helping you maximize what you've built in a business
and how it relates to your personal wealth. So there's

(11:40):
a there's a lot of different planning that needs to
go into place. So let's say, as an example, when
we're working with a business owner on pre sale wealth planning,
well will run down two paths. One is the business
planning path and the other is their personal wealth planning path.
So the first thing we'll do from a business planning

(12:01):
path is assess their business value in the marketplace, not
how they value their business, how the market's going to
value it, how a buyer's going to look at it
so they could see what it's worth. They could see
what their industry, the range of values in their company
have sold in the last few years, so they get
an understanding of how the market values their industry, take

(12:23):
a look at a little bit of an assessment of
the quality of their business and where they might sell
in that range based on their attractiveness as a company,
and then look at a lifetime cash flow plan, so
the things that they want to do, the life that
they want to live, what is their lifestyle like, what
are the expenses, what are the income, the inflows and outflows, taxes, etc.

(12:46):
And see how it all fits together. And that gives
the business owner a lot of clarity. If they're at
their what we call their freedom point, if they could
sell their business along with other assets that they maybe
they've accumulated through the years, and they have enough wealth
to live the life that they want without being concerned
about finances, they've reached the freedom point, and then from

(13:11):
there we know how to plan investments, taxes, asset protection,
well transfer, et cetera. If they're not there, then we
have to enhance that value. Let's work on ways to
enhance the value grow the business, some strategic planning on
that level, and then ultimately how we're going to harvest

(13:32):
that value so they could live the life that they
want and reach their freedom point.

Speaker 1 (13:39):
Okay, so what does the business owner need to bring
to the equation to support you and your work?

Speaker 3 (13:48):
The business owner, honestly, what they have to bring is
a desire to maximize what they've built. So they have
to genuinely want to maximize their life's work. And you know,

(14:08):
it's not going to happen by you know, doing kind
of piecemeal type of planning. So having the coordination, they're
going to have to put some time into it. There's
going to have to be some effort. Going to have
to you know, work with advisors and feel comfortable of
taking advice and and receiving guidance from professionals that are

(14:33):
experts in guiding a business owner down the right path
based on where they want to go.

Speaker 1 (14:39):
So, Joe, if businesses want to work with you, how
do they connect with you?

Speaker 3 (14:45):
So there's a couple of different ways. Uh. For one,
we did write a book called Exit by Design, and
there is a website that you could go to and
any listener of your of our show here today, can
we can unload the ebook version It's Exit bydesignbook dot
com and you could connect with me there. Secondarily, I

(15:09):
would lead you to our Clearpoint Family Office website. That's
Clearpointfamilyofice dot com and there's a lot of information there
about how we work with business owners and you know,
a different type of advisory service for business owners that's
different than the conventional traditional wealth management approach. And they

(15:32):
could connect with me there as well.

Speaker 1 (15:35):
Okay, so what does it mean to avoid the dumb taxs?
What does that mean?

Speaker 3 (15:42):
Yeah, so the dumb tax is a play on words
that basically basically means that business owners don't know what
they don't know, right, And and a lot of times,
you know, most business owners, a year after they sell
their business, something like eighty five percent regret that they've

(16:04):
sold it. And it's not because that they sold it,
it's because that they regret how they did it. You know,
they may they may find that there was a better
way to exit. They may find that that there was
a you know, a different tax strategy that could have

(16:25):
put more money into their pocket. They could have found
there was a different way that they could have made
sure their employees were treated better during the exit, or
their legacy was preserved, or the company culture was present
was preserved, or in some cases it's because they didn't
plan their personal future ahead of time. They waited until

(16:46):
they sold the business and then tried to figure out
what they were going to do with their lives. And
you know, it's a big change in the life of
a business owner that's been really personally involved for decades.
So going through that personal action plan where you could
design the exit and shape your legacy, it requires being proactive.
It involves getting educated about all things related to exiting

(17:10):
a business and then designing an exit on your terms
so you don't regret it later.

Speaker 1 (17:16):
Yes, yes, it sounds like there's a ton of a
ton of things involved, not just on the business side,
but also on the emotional side of things.

Speaker 3 (17:29):
It's very much psychological emotional big time. And you know,
a personal action plan really the goal there is to
eliminate the dumb tacks. You know, we never want to
hear one of our clients say I wish that I
would have known about you know blank, you could you
could fill in the blank there.

Speaker 1 (17:50):
Yes, Now, now the factional Family office talk about.

Speaker 3 (17:57):
That absolute So the fractional family office is designed to
help business owners coordinate their business strategy with their personal
wealth planning centered around the life and legacy that they
want to build. So these are seasoned advisors in various

(18:19):
professions financial advisors, accountants, attorneys, business advisors, insurance risk mitigation specialists,
et cetera that come together and form a strategic plan
for a business owner on how to maximize what they've
built through coordinating the business strategy and the wealth planning.

(18:43):
So that's what a fractional family office, or at least
clearpoints family office is designed to do. There are various
other types of family offices that may focus on executives
of companies or real estate investors for example, or you know,
other types of families that have some similarities. Our clients

(19:07):
tend to be founding business owners that have been building
value in their business for decades and now are you know,
kind of at that crossroads where they face their endgame
and they want to maximize it and you know, and
achieve their essential life goals.

Speaker 1 (19:26):
Gotcha all right, beyond the sale? So how do you
help the business owner transition from the business to to
the new life design? You know, how do you help
them do that.

Speaker 3 (19:42):
Well, it starts with, I think an education of what
a business owner is going to face as they enter
into that pre sale or pre exit planning. Right, so
business most most business owners haven't done it before. Certainly

(20:03):
there are some that have, you know, exited a business
in the past and now they're exiting another one, so
they have some you know, some experience in it and
know a little bit about the process, but most haven't.
And educating them on all things related to a business transition.
You know, who are who are the potential new owners?

(20:26):
How are we going to transition this? What will they
look for in my company? How will they value my company?
You know, buyers value companies different than owners. Do you
know who is that ideal buyer in your mind? Is
it a strategic buyer? Is it a competitor, is it
you know, private equity and industry consolidator. Will you transition

(20:48):
ownership to family or internally to employees? What role will
you have in the company after you sell or transition?
You know, will you still be involved? If so, what
is that role going to look like? Will you stay
on as a consultant? How long? How do you want
your employees to be intreated during and after the transaction.

(21:09):
You can control these things much better if it's part
of the conversation you know before that it is after
the transaction. And then of course there's the personal part,
what will your life look like? For most founding business owners,
the business is their identity. It's what they're most proud of,
and sometimes even more so than their own children. And

(21:29):
they'll talk you that, but most likely they've been building
a business for years and they want their legacy to
be preserved. Right. Maybe they've established strong brand name in
the community for example, and their customers. You know, they
want to make sure the new owner is going to

(21:51):
carry that on and it won't be tarnished.

Speaker 1 (21:54):
Now, let me ask you when it comes to the
new owners, how do you you how do you really
know that the new owners are going to carry the
things the way you want to Because after they've purchased
your business, at that point they can pretty much do
whatever they.

Speaker 3 (22:13):
Want to do.

Speaker 1 (22:15):
So how do you ensure that piece of it?

Speaker 3 (22:18):
Well, there are you know, there are various ways in
the negotiation of the of the transaction that can help.
You can never eliminate, but you can help minimize the
potential that the company is going to change its culture
completely after after you sell. So you know you could,

(22:41):
for example, there are going into the the you know,
the pre sale planning. There are ways you could structure employee,
key person compensation that will keep keep people involved beyond
a transition, so that will keep you know, management and
you know, people that are there running your company now

(23:03):
involved with the new ownership, so you can negotiate that.
But more it's more just I think thinking it through
of what you want that legacy to look like and
then doing your best of planning it rather than just uh,

(23:24):
you know, we call exiting by default. So the book
is called exit by design. If you're proactive in it.
If you're not proactive, you're going to exit your business
one way or another. Every business owner is going to exit, right,
so why not plan it out rather than just letting
it happen. That's what we call exit by default.

Speaker 1 (23:45):
Yes, so let's talk a little bit about the book,
Exit by the Sign and what will people take away.

Speaker 3 (23:52):
From that book? Yeah, So people will take away a
number of different concepts. I think one of the key
ones We've talked about many of them already, Ita, but
determining your freedom point I think is huge for a
business owner. Most know how they're getting their income today
and look at their business as providing that income, but

(24:15):
they can't understand or really get clarity on where they're
going to get their income after they sell, right. So
that's where developing a lifetime cash flow plan and determining
what your freedom point. That's why we always start there
when we're working with a new business owner because it
provides so much clarity and confidence to the business owner.

(24:37):
They could see the future whereas right now it's just
you know, kind of a cloud of dust. It provides
us a lot of clarity as well, and we could
be better advisors because we understand where they are, where
they're going, and what needs to get done to help them,
you know, reach their freedom and achieve their essential life goals.

(25:00):
So freedom points a big one. I think. Working with
a planning team, not individual advisors is another key concept
of the book. And having a team of advisors that
sits around the table talking about you and your agenda,
not them and their agenda. That's a key that that's
very important for a business owner that wants to eliminate

(25:24):
planning gaps from the siloed planning and wants to capitalize
on their biggest opportunities. A collaborative approach, a team based
approach is definitely adds value. You know, we talk about
your sellibility score in the book. That know how your
buyers are going to look at your business, what their

(25:45):
you know, what their criteria is, what their metrics are,
what they find to be attractive in a business. Oftentimes
it's much different than what an owner finds to be attractive.
Coordinating that pre sale wealth planning with the business strategy
as we've talked a lot about today is key. And
then designing that personal action plan of you know, what

(26:09):
they want the exit to look like, and you know,
having that laid out so they could exit with satisfaction
and not regret it like most business owners do a
year or two later.

Speaker 1 (26:23):
Absolutely, So you mentioned how the business of the buying
business will evaluate. Can we talk a little bit about that.
Sure it was different than how you may that as
the business.

Speaker 3 (26:38):
Owners, Yeah, very much so. So different people see the
value of a business in different ways.

Speaker 2 (26:44):
You know.

Speaker 3 (26:44):
For owners, our business is priceless. It's everything you know,
we we built it and and and you can't put
really a value on it. But buyers look at things differently.
They focus on metrics that go beyond just making money,
So things like how dependent the business is on you
the owner. If your company depends heavily on you, it

(27:08):
isn't as valuable to a buyer unless you plan on
working for them, right, So keep that in mind. And
you know, getting you out of the center of a
business's operations makes it much more valuable to a buyer,
right because most buyers don't want to buy a job.
They want to buy a business that is profitable, and

(27:30):
they have to see how they could take what you've
built and then take it to the next level and
how they could profit from it, not how you profited
from it in the past. What is your competitive advantage?
What is your unique advantage that differentiates your company from
its competitors that makes it more valuable. So like a

(27:51):
strategic buyer that can offer that advantage to an existing
client base customer base, those are usually the valued businesses
because they could profit. They could see ways to increase
their profit by buying your company and integrating what you
do that's unique into their existing operations. Do you have

(28:14):
recurring revenue streams as opposed to having to get a
new client signing new contracts starting over a month after month,
year after year at zero. Recurring revenues adds predictability to
a business and it's very comforting to a buyer and
they'll value recurring revenues much higher than businesses that are

(28:37):
just you know, take bringing money in and making a
profit but then having to either resell that customer or
find new customers to grow. Those are the big ones.
There's a bunch of others, But I would say, if
I had to choose the three top ones, its owner dependency,
it's competitive advantage, and it's recurring revenue streams. Yeah, yeps.

Speaker 1 (29:00):
Okay, well you've definitely explained everything very clearly. So and
the takeaway for me is you need a team that's
collaborating because most people, most businesses going in the door
don't have a clue. And even those businesses that have

(29:21):
actually exited their businesses before, they could tell you her.

Speaker 3 (29:25):
Stories absolutely that that's where that's where the that's where
we got the term dumb tacks right now, people and
they'll admit, you know, I wish I would have known that,
you know, I wish I would have spent the time
to to you know, to learn more about it or
work with advisors that know more about it. There was

(29:47):
a survey done by an organization called Accelerating Entrepreneurial Success,
and so they surveyed business owners that were planning to
sell within five years, and only about six percent we're
actively taking steps to maximize their personal or family wealth.

(30:10):
You know, most are just so focused on the business
operating it, or if they're in the sale process, they're
focused on the transaction. They don't do that pre sale
wealth planning that misses significant opportunities on taxes, on cash
flow planning, and potentially on asset protection and asset transfer

(30:33):
strategies that you have to take care of before the
sale and you miss after the sale.

Speaker 1 (30:39):
Yeah, And I mean if you type of person automatically,
I know I'm a planner automatically that's just in my DNA.
If something is not in my lane, I'm going to
seek help immediately because I know I'm a messive up

(31:00):
because I don't know.

Speaker 3 (31:01):
What I don't know. And it takes a certain person
to admit that.

Speaker 1 (31:06):
And it's important because I mean, we all have our
lane so to speak, that we are in, Like, for example,
my background is it so I'm good at it, but
there's a lot of people that are pn't correct. So
knowing what you can do and to me, a lot

(31:27):
of times people don't want to spend the money or
they come up with, to me, lame excuses not to
seek the help that they need in order to get
the outcomes that they want to desire. But in this situation,
I would never ever try to exit the business with
five a team.

Speaker 3 (31:46):
Ever, ever, ever, And many business owners you don't try,
and those are the ones that tend to regret it.
And of course, you know, it sounds like I'm beating
my own drum here because this is what we do
for business owners. But there's just a tremendous amount of
opportunities that business owners have to maximize what they've built. Yes,

(32:11):
if they are proactive in planning and learning and being
educated and working with advisors that have have gone you know,
it's not their first rodeo that they this is what
they do for business owners exclusively.

Speaker 1 (32:27):
Yes, And that's a special person because I mean when
you first came on and you outlined all the things
that have to be considered, I was scratching my head
and I'm like, oh my god, it is a ton
of things, and if you try to do that on
your own, you're definitely gonna miss something.

Speaker 3 (32:47):
We'll found it out. Yeah so, and we we like
our motto is that we guide entrepreneurs from complexity to prosperity, right,
and it's it's everything in the middle of you know
where they are. You know, they see all this complexity.
How do they get, like I said earlier, from the
twenty yard line into the end zone? It's between those

(33:08):
two points that all the complexity exists and navigating through
it with confidence and clarity getting to the other side.
That's that's really what you know, our firm is designed for.
And but you know we're not the only ones. Certainly
there are other advisory firms that help business owners do

(33:29):
that too, but it's very unique, right, the traditional wealth
management really is not set up to help business owners
and the way that they need help. They may be
able to manage investments, but how they are they are
they are? Are they experts in helping you maximize your

(33:50):
enterprise value? That's probably where eighty percent of your net
worth is, right, But most just want to talk about investments.
So having advisors that could cross over, like I said earlier,
those professional silos and help you with a coordinated approach.
I think is going to add a lot of value
to your life.

Speaker 1 (34:11):
Yes, I think so, because I mean it sounds like
it's like it's a team working for you, you know, And
it makes a whole big difference when you have a
team of people looking at you and only you.

Speaker 3 (34:26):
Yeah, because you know you could build tailored strategies that
way and have unified planning. Yes, exactly.

Speaker 1 (34:36):
And I like munified planning because to me it works
better because not one person knows everything.

Speaker 3 (34:44):
Not one person even, not even one team. So with
our Family Office, we have, you know, some deep experience
with our team, but we also have an extended bench
of professionals that are outside of our company that we
could bring in, expert tax planners, expert risk mitigation specialists,

(35:08):
legal advice, business advice, because not even one team could
be experts in all these different areas and certainly not
for all different types of business owners in different industries.
So we could reach into that, you know, that that
deep bench and bring it in when a business owner
needs it, if it's beyond our core competency. I think

(35:31):
that's very important.

Speaker 1 (35:32):
Yes, absolutely, absolutely, Wow, Joe, you have really laid it
out today. I really really appreciate this conversation. Again, how
do business owners contact you?

Speaker 3 (35:49):
Clearpointfamilyoffice dot com. You could, you know, you could schedule
a initial discussion. Uh there. If you'd like to connect,
you could connect LinkedIn of course, and I'll give you
My email is JALB Prusty at clearpoinfo dot com. Yeah.

Speaker 1 (36:09):
Well, I definitely appreciate you taking time out of your
day to drop all these nuggets on us, because I mean,
you really made it. You made the process clear what
needs to happen without getting into the nitty gritty of it.
I have a great idea as to the process in

(36:32):
which exitent of business needs to flow. So I appreciate
you sharing that with us. And I'm looking forward to
more conversations with you because people need to kind of
hear this a lot, because they need to really, like
you said in the beginning, you really need to start

(36:52):
your exit strategy when you start your business. However, most
of us are not thinking that way because we have
no business at that point. We trying make We're trying
to build a business. But having that in the back
of your mind while you're building is a critical piece.

Speaker 3 (37:12):
Yeah, and The reality is most really start to think
about it, say, you know, three to five years out,
which is plenty of time you you know, proactively plan
and maximize that enterprise value. You know, if it's eighteen
months or a year, you really have to go right
into preparing the business for the sale at that point.

Speaker 1 (37:34):
But at least three to five.

Speaker 3 (37:36):
Years that's ideal, That is ideal.

Speaker 1 (37:39):
Yes, okay, all right, thank you so much, Joe, appreciate
you truly.

Speaker 3 (37:45):
You're welcome, Ada, thanks for having me on today.

Speaker 1 (37:48):
Absolutely, thank you audience for dropping by. Thank you to
our guests and you our values oints.

Speaker 3 (38:00):
Let's stop you about.

Speaker 2 (38:01):
We truly appreciate you. Many blessings to you and yours