Raising the Roof: Taking Security Luebke Roofing from Near Bankruptcy to $50 Million

Join us in this episode of From Garage to Growth: A Small Business Success Story as we sit down with Shannon Alberts, the president of Security Luebke Roofing. Shannon shares his incredible journey of taking the company from the brink of bankruptcy to soaring success, reaching a remarkable $50 million in revenue.

With over 20 years of experience at Security Luebke Roofing, Shannon's story is one of resilience, innovation, and unwavering dedication. From starting as an installer to becoming the owner and president, Shannon navigated through challenges and transformations that shaped the company's trajectory.

In this insightful conversation, Shannon discusses the pivotal moments and decisions that fueled the company's exponential growth. From implementing proven sales processes to embracing the EOS framework, Shannon emphasizes the importance of continuous learning, surrounding oneself with experts, and staying humble amidst success.

Moreover, Shannon delves into the company's commitment to giving back to the community, sharing impactful initiatives and charitable contributions that have made a difference in people's lives.

Tune in to gain valuable insights, lessons, and inspiration from Shannon's journey, and discover how Security Luebke Roofing became more than just a business—it became a beacon of excellence and generosity in Northeast Wisconsin.

Don't miss this compelling episode filled with wisdom and the entrepreneurial spirit that drives success!

#BusinessSuccess #EntrepreneurialJourney #RoofingIndustry #Leadership #BusinessOwner #SecurityLeubkeRoofing 🏠🔧

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Introduction

Early Days and Growth

• Shannon's background and introduction to Security Luebke Roofing.
• Description of the company's services and geographical reach.
• Growth trajectory: From $4 million to nearly $50 million in revenue over 10 years.

Transition to Ownership

• Shannon's transition from installer to owner and president.
• Challenges faced during the transition and learning experiences.

 Key Strategies for Success

• Importance of staying humble and surrounding oneself with experts.
• Implementation of a proven sales process and adoption of EOS framework.
• Building a strong leadership team and empowering employees.

 Business Growth and Community Impact

• Tangible and intangible changes that drove growth.
• Company's commitment to charitable giving and community support.

 Future Outlook and Advice for Entrepreneurs

• Shannon's perspective on the future of Security Luebke Roofing.
• Advice for young entrepreneurs.

Closing Thoughts

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Learn more about Security Luebke Roofing:

Website: https://securityluebkeroofing.com
Facebook: https://www.facebook.com/920roofing/
YouTube: https://www.youtube.com/channel/UCTUuJc5A5pf_jQVumExFnAg
Instagram: https://www.instagram.com/securityluebkeroofing/
LinkedIn: https://www.linkedin.com/company/security-luebke-roofing/
Twitter: https://twitter.com/securityluebke

Need a little guidance in your own business? We're here for you!
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Transcript

Brad Ruh: [00:00:00] Today we've got Shannon Alberts with Security Luebke Roofing, 920-ROOFING. That's 920roofing.com.

Shannon Alberts: Easy to reach. 

Brad Ruh: I love it. So yeah, so Shannon tell us a little bit about Security Luebke, introduce what you guys do for the greater Green Bay, Fox Valley, Northeast Wisconsin area, and then we'll dive into kind of your story.

Shannon Alberts: We're a residential and commercial roofing contractor. That does all the other things associated with roofing, like gutters and insulation and stuff. We service all of Northeast Wisconsin. And the company was founded in 1934 and has gone through different ownership.

Brad Ruh: For those of you listening, Shannon's not over a hundred years old.

Shannon Alberts: I've been with the company for 20 years. So I was hired in 2003. I started as an installer and then I moved into sales and then I had an opportunity to purchase the business. We'll talk about that more later. And for the last 10 years, I've been the [00:01:00] owner. For the last 6 years, I've been the president.

We, it was pretty steady at $2, $3, $4 million dollars a year for the early 2000s. And then in 2013, when I bought it, it was a $4, just about $4 million. And this year we're going to do almost $50 million. So in 10 years time, it's gone from $3 to $4 million to some growth. Yeah. 10, 12, 13 X.

Brad Ruh: That's awesome. So take us back first, like your kind of early days of, okay, I'm, I've been here for a while and now I get to be an owner. What was that transition like for you? 

Shannon Alberts: Wild. It was it was learning. A lot of learning. I went to school, but not for business, right? Sure. So I think when the, to answer that, you have to understand the circumstances that kind of put me at an ownership table.

Yeah. [00:02:00] So I had just finished one of my best years in sales and thought the company was great. Thought my future was great. My family and I had our house in the market. We're about to upgrade, things were great. And then one day we were told the business was about to go bankrupt. So unbeknownst to a lot of people. And we saw an opportunity, me and a few other employees and we purchased the assets of the business and kept it going.

And we immediately, it was drinking from a fire hose cause none of us had business. So we're like, okay, what, who's going to be in charge of what? So I settled on the sales and marketing part because I was coming out of the sales force. I'm sure I had some experience in that.

Plus, as an employee, I saw being a sales rep, I saw the impact the company had. I saw the brand that it had. When you sit down with somebody at their kitchen table talking about buying a roof and they're like, Oh, we love you guys. You guys are great. You've been around forever. So I knew the brand was excellent. [00:03:00] Which made it really exciting to purchase because I know when you start a business, building that brand is the hardest thing to do, right? No one knows, right? 

We were buying a business that already had clients that already had the phone ringing automatically. So I'm like, that's great. But I also knew there was a lot of room for improvement, right? Which is evidenced by the fact it was going bankrupt.

Yeah. So I knew there was a lot of room for improvement. Especially in the marketing side. On the sales side, definitely in some internal processes and that became our focus. After the first year, one of the owners exited; after the second year a different owner exited; the third year, the last owner exited; and it was me.

Yeah. And then at that time we had gone from $3 to $6 to $9 million. So it was going really well and we were outgrowing our space. We were renting a place right off the highway in Kaukauna because we had to get there. When we bought the business, we had to get out of the building we were in, so we had to find a place.

And it fit [00:04:00] us. We had 20 employees. We had 20 employees and 20 trucks, and we're like, we fit there. But then by the time we left there, we were at almost 60 employees and 40 trucks, right? So we had outgrown our space. 

Brad Ruh: And how many are you at now?

Shannon Alberts: I always use trucks and people as a measurement of growth, which is weird, but if you're from Northeast Wisconsin, you see our trucks, right?

We're currently at about 95 trucks and 125 employees. Wow. Yeah. And that doesn't include our partners. We use some different installation crews for some of our projects, right? So we have more people than just that, but there's 125 on the payroll. Wow. 

Brad Ruh: Wow. That's a big number change from 20.

Shannon Alberts: So it was 2018, and we needed to get out of that space. The city of Appleton had this spot open. So I bought the land and we built a building and now.

Brad Ruh: You got enough pace? 

Shannon Alberts: Ah, there's been times [00:05:00] where where I feel like we're breaking at the seams, but those are always temporary. The business is very seasonal.

Yeah. As you can imagine. Yeah. The sales go in sales cycles. The labor goes in a labor cycle, right? We think of spring and fall are big pushes for sales. People don't tend to think about replacing their roof in the winter, unless there's a big problem, right? And we find actually a lull in the summertime.

Kids are off of school, families are on vacation, so we dip a little bit in the summer too. But spring and fall are big for sales. And then, labor. Labor peaks in the summer because you have long days, the temperature is great. And then it tapers off right around now going into December.

And then depending on how well winter cooperates we stay pretty busy. Would you say, 

Brad Ruh: You hire seasonal workers at all? 

Shannon Alberts: None. 

No? Wow. None. The only seasonal employees that we've dabbled with were college students and they're filling in [00:06:00] more like assistant roles, definitely no field workers really but like admin roles.

Okay. Yeah. Yeah. Usually it's an employee who has a kid who's back from college and they want to find something for him to do. And I'm like, ah, we'll find something for him to do that works. 

Brad Ruh: So what are some of the biggest changes you would say you've made? Obviously the phone kept ringing and you kept the place in business. But what were some of those obstacles or things that you really changed that weren't in place before, that you attribute really to your success. Like one or two of those big things that, you know, in a decade that happened. 

Shannon Alberts: The tangible ones are easy. It was more of the intangible ones for me. For me personally, I got to the point where I knew I wasn't the smartest person in the room.

I knew there were things I needed help with, and I needed to just stay humble and stay open and always surround myself with people who were experts. So [00:07:00] even when I was the last person in charge, I still kept people around me and keep close relationships. Like when I first bought the business, I had no idea what a P & L was. I had no idea what a balance sheet was, literally. 

But then, after spending hours and days and years with our CPA, our banker, our corporate attorney, our insurance agent, guys who would just sit down and they would explain it all to me over and over. I still talk to my banker every month. I still talk to my CPA every month. And I always encourage them to hold me accountable.

I'm like, tell me what ask me questions. And I remember they used to ask me questions that I had no idea. And then I'd have to find out. And then I would say, Ooh, this is what leads to that. And now they ask me questions and they're softballs, because I got it now.

So I really feel like I got like a business degree really, but like trial by fire as being on the front line. 

Brad Ruh: As my dad would say, that's the School of Hard Knocks degree.

Shannon Alberts: That's exactly what it was. Yeah, absolutely. [00:08:00] So that was something that I had to keep in the forefront and I still do now. I don't ever think that I got it all figured out.

So I'm, I have a lot of people that I surround myself with that I ask to help hold me accountable. Perfect. Yeah. The tangible ones. We went from $9 million to $15 million by adding a proven sales process. By saying we got, three, four, six reps out in the field and they're all doing their own thing and they're fine and we're being successful, but we don't have a, we don't have a process.

So we spent a couple of years really cementing and training and enforcing a sales process, which actually resulted in some turnover of some sales reps, right? Because they're like why are you telling me I got to do this different? I'm like, because I have to teach other people how to do this.

Brad Ruh: And I can't teach them either way, and then their way, and then their way, yeah. 

Shannon Alberts: Exactly. So you get it. So the proven repeatable sales process was a big one. That was awesome. And then, are you familiar [00:09:00] with EOS? Okay. It's based off the Traction book. Oh, yeah. Yeah. Yeah, 

yeah. 

It's Gino Wickman. Gino Wickman. Yeah. And once I added that about five years ago, that was big because I knew that I needed the business to not depend on me. Because I was wearing a lot of hats, especially early on. I remember, I distinctly remember every single hat that I've taken off. 

I remember saying, okay, I can't be in charge of marketing anymore. I need a marketing person. And that's hard. I can't be in charge of I. T. I can't be in charge of all the things that I was the most qualified to do based on the people in the room. And sometimes that means we had to go find somebody to do that thing, right? And then I just built a leadership team and now the draws on my time are a lot less.

My stress is a ton less now. Yeah, it means I have to means I have to pay them. It means I have to reward them, right? It means I have to coach them. [00:10:00] But when you find the right people, right? It makes all that easy. I remember that one of the things that, that really spearheaded that thought for me was - I was looking at a business acquisition for another roofing company from the area.

Brad Ruh: Have you had any acquisitions? 

Shannon Alberts: Some small ones. Okay. But I was looking at that one, and I remember looking at it. I was looking at it with my business advisor. Oh, actually, CPA, lawyer, attorney, all those people that helped me. I also I have made a really close friend to the business professor at Lawrence University.

Oh, nice. Yeah. And I pay him to meet with me. I pay him to meet with different members of my team, depending on what I want them to learn. And I remember looking at this, at the P & L on the balance sheet from another business for the first time. Looking at it and being able to see issues that I would have not ever been able to see before.

Yeah. And then I remember talking with him about it. And he said the owner's leaving, his wife is leaving, his [00:11:00] son is leaving. So you're losing all the brainpower behind that business. So once it leaves, what's it worth? Yeah. It's worth a few trucks. It's worth a little book of business, a brand that's not even close to ours.

So what are you buying? Yeah. Yeah. 

Brad Ruh: Phone number. 

Shannon Alberts: Nothing. Exactly. And it wasn't as cool as 920-ROOFING. Yeah. And then I realized I'm going to be what limits the value of the business. So I started intentionally making myself as irrelevant as possible. It sounds weird to say, but that's what I did.

Brad Ruh: It reminds me of the book Replaceable Founder. 

Shannon Alberts: Yeah. Yeah. I had to make it and I have now so I can leave. Yep. And now I get to travel and I'm really fortunate and I still work with my team. I get my updates and if it's on fire, they call me and if they see that it's an area of my expertise, they'll absolutely loop me in.

Who is the guy from Virgin? Oh, Russell Brand, Richard Branson. [00:12:00] Yeah. A bunch of his quotes have always rung true for me, especially when I was early, like when I first bought the business, I got real, like I wasn't a big reader. I became a big reader. Yeah. Read a bunch of really good books that really helped me.

And his was awesome. And a bunch of his quotes stuck with me. And one of them was, and I quote this probably once a month with somebody in this building, I say, or he said, "I never fired anybody for making a bad decision, but I fired a lot of people for not making decisions." So I really used that to empower my team.

And I say, if you can't, if you don't have time to bounce it off me, that's fine. Make a decision. You're in this position because I trust you. I feel like these are conversations I just had over and over again for the last five years. And over time, 

Brad Ruh: you're building this culture of understanding you own it and you own the, you own your role.

Shannon Alberts: Yeah. I started to powering your team. I started to do this gesture with people where I was like, handing them the car keys. Oh yeah. Good. They come to me. They'd be like here's the problem. And we could do this or this. And I'm like, you're asking me, but this is your area. Yeah. [00:13:00] So you do what you got to do. Yeah. And we'll see what happens. And if it flops, we'll talk about it. We'll all learn and we'll go somewhere else. As long as somebody's not falling off a roof or whatever, we're fine. Yeah. No trucks are on fire. Exactly. So yeah, so EOS was a big one because it gave me the ability to build a framework or a structure for my business.

And now I can leave for one, two weeks at a time. I've left this building alone for a month at a time. And it's totally still standing. It's totally fine. And honestly, it's probably better, right? They know that I'm there like they like it when I'm here. They like it when my doors open and I'm sitting at my desk and they can come in and be like, hey. They also like it when I'm not here because they know that they're empowered.

They know I'm always reachable if they need me. And I've really built a really great team. There's people on our team that were in the same position I was. They weren't qualified to hold the role that they're in now, but now they are because they did the same thing that I did, right?

Yeah, it was what'd you call it? [00:14:00] Trial by fire. Yeah, what'd you say? School of Hard Knocks. School of Hard Knocks. I've put a lot of people in this building through the School of Hard Knocks. That's good. And they're great. 

Brad Ruh: Great teacher. Yeah. 

So what does the next, call it five, ten years look like for you?

Shannon Alberts: I hate that question. 

Brad Ruh: I know you would. But you probably thought about it. 

Shannon Alberts: I think about it when I run out of other things to think about, that's what I think about. On a professional level here, that's the crazy part because I started by telling you, I started to invest in this business differently when I thought about me holding back its value.

If it's worth X with me here, but I leave and it's worth half X, I'm the problem. Yep. Yep. So the funny thing is making those decisions has built a really good business, but it's also providing me an incredible amount of joy. And I can't even imagine selling it like I'm not going to. So that's the weird part.

And as you can imagine, I'm approached quite a bit. And I'm not, I haven't once entertained more than a two minute conversation with anybody who's wanted to talk about investing or [00:15:00] acquiring or purchasing Security Luebke Roofing because it's running so well. I'm 46 years old. 

Brad Ruh: I was going to say, you're not, not even 50 yet.

Shannon Alberts: Yeah. And I'm not so old that I'm annoying the people who are here. Yeah. I'm fine. They're not like, Oh, crazy dad's back. No, it's fine. Would he retire yet? No, I don't think we're there at all. And I don't see that for, I don't see far enough down to see where that is.

So I think the next five years is just to continue to do this.

I told you I was shooting some video this morning and it was about our charitable giving. So it's just on the top of my mind. But for the first time ever, we were able to give back over $400,000 this year to our community.

Brad Ruh: Where does where is some of that going? Like what are you impacting in the community that's been important to you? 

Shannon Alberts: I categorize it by very small and intimate stuff. And then very local, it's like in the Bible, it talks about your Bethlehem and then Jerusalem and then to the ends of the earth.

Yeah. So I think about it; I want to make sure that I'm doing stuff that's small and impactful, [00:16:00] but then go a little bit bigger. Like what can we do to help Appleton? What can we do to help Green Bay? And then what can we do to help? Go all the way to the end. What can we do to help make the world better?

And this year, we gave away a bunch of free roofs because you meet somebody we did a couple for some veterans, we do a Habitat for Humanity, stuff like that, where you're impacting the life of a family. Yeah. That's awesome. Yeah. We've also been huge supporters of the Hope Clinic, which is a hospital in Appleton for the under and uninsured. So that's been great. We've been doing that for six or eight years now and they see thousands of patients that they wouldn't be able to without our support. So now I'm getting a little bit bigger right now. And then this year we did a significant contribution to Froedtert for breast cancer research.

Wow. Because I did not understand how many of our employees were actually affected by [00:17:00] breast cancer. It's amazing how many. So I wanted to do some sort of a charitable - I wanted to do a big cancer push this year. I wanted to do something to give back to improve something big, something bigger than just Northeast Wisconsin.

And after after talking with a bunch of our employees, breast cancer was right up there. Like employees, spouses of employees, parents, brothers and sisters, aunts, uncles, almost everybody has somebody. So that became our passion. We knocked that out of the park this year. So that was really fun and it's rewarding.

Brad Ruh: So yeah, that's excellent. Growth for the future, right? No, no plans on winding down. 

Shannon Alberts: No, that funny thing is we talked, we just had our company meeting. We do an annual company meeting. It's when people get their Christmas stuff and all that. We do a year in review. I've always been very transparent as an owner.

We have a, I have a roofer who has worked here for eight months. I honestly didn't know his name.[00:18:00] And I hate to say that, but we're to that point where you have to work here for a little bit or something really bad have to happen for me to know who you are, right? But he came up to me after that meeting and he shook my hand and he said, I have worked for other roofing companies. And I just want you to know, none of them have ever been this generous. None of them have been this transparent. None of them have made me feel this appreciated as a guy who's out there putting shingles on a roof.

That made my, that, that was it for me. I got goosebumps right now. You got just from that. So I feel like that always, that's always reaffirming that I'm, so I want to continue to do that.

But it's in that meeting where we talk about what was our goal this year? How did we do? What's our goal next year? And it's funny because we have had steady growth every year, somewhere between 15 and 30 percent every year. 

And there's been employees who have been like, you should stop growing, right? We're getting too big. Stop trying to grow. And the story [00:19:00] always is we're not trying to grow.

We don't ever sit down, write our budget, make our plan and say we have to add 10 percent this year. We never. We keep sharpening everything up. And before you know it, the car is going faster and faster and faster. Yeah. And we're not doing it on purpose. But it starts with having a good brand and doing good marketing. Oh my gosh, the phone's ringing. Okay. Now we have to sell really effectively. Wow. We're selling really effectively. Look how much work we have. Great. We need more trucks and more people. Now we need more training. Now we need overhead. Now we need all these other processes. Yep. Oh my gosh, we're doing a really good job.

Guess what that does. It makes the phone ring more. Yeah. So it's not intentional. We're not intentionally not, but we're also not intentionally doing it, which I think is what's cool. And I can't imagine not being here to watch what the next five years look looks like.

 We have some exciting. Yeah. We have some other things we want to get better at, but if we're sitting here Five years from now. And we have 10 percent more employees, which[00:20:00] I always get excited about that because those are families, right? Those are people who's yeah, those are right.

Yeah. I like to think that I do a pretty good job as a boss, so I want everybody to work for me because I want you to have a great, I want you to feel appreciated. I want you to have life changing wages, right? I want you to be excited to come to work and a little bit sore when you get home at night.

 I think that's at least for five more years, right? Yeah. But then I also don't ever see me selling this. to anybody who's not in this building. Yeah. 

Brad Ruh: It protects the legacy of the brand. 

Shannon Alberts: Absolutely. Yeah. Even if it results in me making less, I'm fine. Yeah. I'd rather it, I'd rather it transitioned somebody who gets this culture.

Cause I know what happens when you, you asked if I bought other, if I had any other mergers. Yeah. They were small. But I can't imagine somebody buying it and then being like, okay, here's how we're going to do things now. I believe that would be a huge mutiny. Yeah. Change everything up.

Yeah. 

Brad Ruh: So what would you in a few last minutes here, what would you say to [00:21:00] younger, or, I would say younger entrepreneurs maybe don't have 20 years in, but maybe are in their 5th through 10th year into the business that they're, probably hit on a few of them already. But maybe just reiterate some of the lessons that you learned and that you could pass on to a younger Shannon if you could go back in time now.

Shannon Alberts: Oh my gosh, there's a lot. I really enjoy talking to business owners who struggle with having partners. I remember how much the world changed when I became the majority owner.

And then shortly thereafter, the only owner. I meet businesses who are like, Oh, I'm 50/50 with my brother and we're doing, and I'm like, Oh, that sounds like a nightmare, right? Because you have to get along forever. Yeah. And you don't. I'm in charge of sales. He's in charge of operations.

I'm like, Oh, you guys have to be fighting constantly. Yeah. So I really love the owner business dynamic. And I, I thought about doing something outside of here and getting into some business development. 

That could be in the works in the next five years [00:22:00] as my time as my time constraints here are less than less but I still have a passion. If you haven't figured it out in the last 20 minutes about this stuff, I would love to, I would maybe love to just get into maybe some freelance and just help a few people here and there; help them navigate through whatever their problem. 

I love meeting somebody for the first time. This just happened to me in the Atlanta airport. Sat down with a guy, business owner. After we exchanged pleasantries, I just said, So what's driving you crazy right now? What's your problem right now? And I don't have all the answers, but I love talking about it. And I have a handful of answers. Or at least I have a handful of suggestions. So that's fun. 

What was the question you asked me? 

Brad Ruh: Entrepreneurs. What advice would you give a young Shannon or other folks who are five or six years?

Shannon Alberts: Stay humble. Appreciate all the help that you get. Listen more than you talk.

Oh that took me a long time to learn. That's probably it. I meet very young and confident and cocky people who have tasted a little bit of [00:23:00] success.

Calming that down a little bit can lead to so much more, I think, right? I know a guy who just sold his roofing business right here in our backyard. And I know the work he put into it, and I know he sold it, and I know he's happy about what he made on it, and it's great. His family's going to be fine.

He could have done so much better. I don't know. I don't know how that translates, but No it's good. I think staying humble is easy. Because you meet a lot of business owners who especially -- maybe it's just construction -- but they get real puffy, right? They're like, look what I did.

I'm like, you didn't do shit. All these people did. I say, I built a million 

dollars, 2 million dollars. 

Yeah, exactly. Yeah. Okay. A lot of the Richard Branson stuff, right? Like mind the small expenses. I remember going through those phases where I was like, where is everything going?

Yeah. I don't know. You're going to have me thinking about that question long after you leave here though. 

Brad Ruh: That's okay. 

That's okay. I think what you said though, and it's been echoed by other business owners is surround yourself with people who are smarter than you. [00:24:00] Absolutely. And listen to them.

Yep. And not be afraid to keep learning. And the other element that you added was lean into the business. Not focus so much on growth, but focus on the things that you can get right. Like you said, like changing the sales process and having other people do things that you weren't particularly the best at, so that they could be the best at, and you can be the best at what you can be best at.

If that makes sense. 

Shannon Alberts: I'm not a baseball fan, but if you build it, they will come, I think is a baseball reference, isn't it? Yeah. Yeah. Field of Dreams. Field of Dreams. So I think that, don't worry about that. Don't say, Oh, I want a 10 X. That's not the goal. The goal is how do we fix these things?

That's why I always say, when I meet somebody what's driving you crazy? Beause there's usually one thing that they can't get over. And then when you do that, a bunch of things happen. And then before you know it, you're there. Yeah. 

Oh, one of the last books I read was The Gap and the Gain.

Yeah. Yeah. That was a good one. We focus on how we didn't get there, but you don't realize that you're this much closer. 

Brad Ruh: All the gain you made behind you. Yeah. That was [00:25:00] good. Love to share you, love to share audible list with you of all the books because you've read a lot of similar ones. So that's awesome.

So Shannon, any last parting words for our YouTube viewers or podcast listeners today? 

Shannon Alberts: I love talking about this stuff. As you saw, if somebody is just hey, we'd like to talk to you about this, I'm always game. 

Brad Ruh: It was good to hear your story, Shannon, and congrats to really turning Security Luebke Roofing into an awesome place to sounds like to work and to also impact our community in a positive way. 

That wraps up today's episode of From Garage to Growth: A Small Business Success Story. Appreciate you all and tune in next time.

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This material is for general informational purposes only and was produced by Action Financial Strategies, LLC.  Life insurance is subject to underwriting. No coverage exists unless a policy is issued and the required premium is paid. Neither Action Financial Strategies nor NYLIFE Securities LLC or its affiliates provide tax, legal, or accounting advice. For advice on such matters, consult your own professional counsel.

Brian Ruh is a Member Agent of the Nautilus Group®, a Service of New York Life Insurance Company.  Brian Ruh CA insurance license #OB66341.  Brian and Bradley Ruh are collectively Registered Representatives of and offer securities products and services through NYLIFE Securities LLC. Member FINRA/SIPC, a Licensed Insurance Agency 999 Fourier Drive, Suite 300, Madison, WI 53717. (608)831-4416.  Brian and Bradley Ruh are also collectively registered as Investment Adviser Representatives with Eagle Strategies LLC, a Registered Investment Adviser.  Action Financial Strategies, Fox Cities Embroidery, and NVR Branding are not owned or operated by NYLIFE Securities or its affiliates.