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Summary of Qualifications
Over 10 years supervisory experience working for a daily newspaper.
Four years background in the administrative field.
Excellent organization, communication and research skills.
Strong creative writing skills.
Exemplary interpersonal skills.
Ability to work under constant deadline pressure.
Capable of adapting quickly to new challenges.
98 wpm typing speed.
Proficient in Internet and both Microsoft and Macintosh software applications.
Working knowledge of AP style. Windows and iMac proficient. Internet Social media friendly.
Proficient in MS Word, PowerPoint, Excel, Access, Outlook, WordPress, PhotoShop, Social media tools including GoogleWave and Internet browsers IE, Chrome, Firefox and Safari.
Professional Experience

XXXXXXXX XXXXX XXXXX (Ch 17), XXXXXXX, XX August 2007-July 2008
Film Production Assistant, Administrative Assistant
Worked closely with the producer, director and production team of two weekly television shows: RTL (an advice show similar to Dr Phil) and Kung Fu Theater (a martial arts show).
Liaised with writers, members of the public and facility arrangements in tandem with the production managers.
Checked copyright and permission issues; Ensuring royalties are paid for additional images, music or footage used.
Typed up camera scripts and shot cards; Proofread scripts for both shows to ensure no grammatical errors.
Assisted in producing timing schedules, shot lists and logs for post-production.
Basic administrative tasks, such as filing, copying, faxing, emailing clients and posting correspondence.
Booked catering, accommodation, equipment and flights for performers and crew.

XXXXX XXXXXX XXXX, XXXXXXX October 1997-July 2007
Reporter
Wrote 500 to 1,500-word local and international news features six days a week.
Maintained 24-hour availability for news coverage.
Trained, supervised and edited local and international news stories written by six junior reporters and 12 senior reporters.
Made travel arrangements and picked assignments for photographers and junior reporters.
Handpicked to cover the Gulf War in late 2002 and was an embedded journalist with the US Navy, Marines and Coast Guard in Iraq and Kuwait from January 2003 until July 2007.
Persistence and organizational skills led me to score interviews with high profile officials.
Provided backup support for Editor-in-Chief
Managed and maintained the Wednesday entertainment pull-out magazine, with a circulation of over 10,000.
Interviewed prospective new reporters and assisted in training junior reporters.

Housing & Works Ministry, XXXXXX July 1996-September 1997
Executive Assistant to the Special Projects Dept Head
Ensured that department head was briefed every morning about his schedule.
Provided ongoing support for his office and meetings throughout the day.
Office management, word processing, filing, spreadsheet and billing.
Planned and executed bimonthly conferences.
Required thorough knowledge of all office equipment and systems.
Managed the training of new secretaries and receptionists to the department.
Made travel arrangements for the department head and other managers.
In charge of writing Press releases for the local media

XXXXXXXX International, XXXXXXXX July 1994-July 1996
Receptionist/Executive Secretary
As receptionist, referred employees’ phone calls to respective parties.
Coordinated travel plans of managing director.
Performed dictation, data entry, word processing, filing and staff passport renewals, issuance of travel visas and residency permits.
Upon promotion as executive secretary, I was put in charge of training of new secretaries to the firm to use Windows MS Office

Freelance Work
XXXXXXX Street Press December 2009-Present
Researcher at the Library of Congress, Washington DC

XXXX News April 2009-Present
Reporter/Correspondent , Washington DC

Global Voi ces Online & Voices Wit hou t Votes February 2008-January 2009
Writer and Editor, XXXXXX, TX

XXX XXX International – Middle East News June 2002-June 2003
Reporter/Correspondent, XXXXXX

Education & Training
Pitman Institute of Private Education: Business Management and Secretarial Studies
Bahrain University: Islamic Legal Studies Program, Islamic Law
University of Copenhagen, Denmark: Film & Media Studies certificate
Gulf Daily News London, UK, Journalism Internship

Civil Service
Newseum Volunteer, Washington DC – December 2009-present
Greater DC Cares, Servathon, Washington DC – June 2009
ACT for Alexandria, Virgin

 By David Roberts

 I have to apologize as there are some lines here that would cause an entirely separate article, and yet are not used by 90% of the companies using Quickbooks as their accounting software. I am sorry that these definitions are so brief but should you need clarification please don’t hesitate to email me.

 •I. K-1 Tax Lines

 The K-1 tax form is a little bit like a mutt form on the tax return. Mainly it concerns the division of profits and expenses in a partnership, trust or corporation so if your company is not a partnership or corporation these particular tax lines won’t apply to you. Some people receive a K-1 because they are part of a group of people who own a trust or portfolio that generates income through the year. That income is split up into the designated percentages amongst those in that group. One example of this would be the trust left to a group of siblings that generates income through the year, the eldest receiving 60% and the one or more siblings receiving an equal share of the remaining portion. Each sibling would receive a 1065B which would then be used to fill in the K-1 form.

Schedule K

•1. Rentals Income – Used when a partnership or corporation earns income from rental property.

•2. Rentals Expenses – Self explanatory but make sure you can break down what your actual expenses are versus what you think you are spending. Ads, Management fees, mileage to go collect rent or inspect problems with the home, all play a part in reducing your income and tax liability.

•3. Portfolio – Interest – CD’s – when a CD is part of an investment it earns a special place on the K1 form apart from interest from the US Treasury which is the next category.

•4. Portfolio – Interest – U.S. Treasury (bonds) etc. Many of these bonds are non-taxable income and many of these non-taxable bonds pay decent interest rates.

•5. Portfolio – Dividends – What would normally be on a 1099 DIV form in the case of a partnership, corporation or trust that owns stock will go on the K1.

•6. Portfolio – Royalties – Income received from copyrights, patents, oil, gas or mineral properties. Check your portfolio to see if your mutual funds are being invested in these type of companies.

•7. Other Income – the all-purpose IRS junk category. Other. If you can’t fit it into one of the other categories, put it here.

Deductions -

•1. Charitable – yes, partnerships, corporations and trusts can donate to worthy causes and receive the same benefits of writing off these donations to offset income and to foster goodwill in their communities.

•2. Other – If you can’t fit a deduction anywhere else, put it here.

Investment Interest

•1. Foreign Tax – Some mutual funds invest globally and thus you end up paying some foreign taxes. Sometimes these foreign taxes are deductible, that is a completely different article I haven’t written as of yet.

•2. Reduction in Available Taxes – another category put on your 1099DIV at the end of the year. Most companies will not use this category, I have been doing this for 9 years and have yet to service a client that uses this category.

•II. Balance Sheet Tax Lines

While a lot of the lines that have been covered can easily go into this income or that expense category, the balance sheet covers the accounts that would be considered assets, liabilities or equity.

•1. Cash – this would be your bank accounts, your cash on hand or petty cash accounts. It would include any account that is immediately available as liquid assets.

•2. Accounts Receivable – If you accept payment on credit terms, all amounts that you are waiting to be paid would be classified as A/R. There are companies out there now who will pay cash for your receivables, which in cases of extreme cash flow restrictions would be an option. The percentage you get however will be significantly reduced and isn’t an option for a lot of smaller business owners.

•3. Allowance for Bad Debts – This is the method I discussed earlier about figuring in advance that .5 – 2% of your A/R will never pay and being able to claim that as such against your A/R.

•4. US Government Obligations – Rare to be used, but if you have back taxes or debts owed to the government on a payment plan or regular payments, use this box.

•5. Tax Exempt Sec. – If the company owns any bonds or tax exempt securities, these are assets that pay out based on the ‘loan’ made to the payor.

•6. Other Current Assets – These are assets that can be easily and quickly converted to cash within a year’s time, CD’s, Bonds, etc.

•7. Loans to Shareholders – Just as it is feasible for a shareholder in a corporation to loan money to the company, it is also feasible for the shareholder(s) to borrow money from the company. Keep in mind that this kind of loan is strictly regulated and is one of the reasons that the Enron executives were more closely scrutinized and prosecuted, because the loans were below market value for excessive amounts that could never have been repaid.

•8. Mortgage Real Estate Loans – If your business involves the collection of loan amounts for real estate purchases, this would be the account to put those payments into.

•9. Other Investments – Are there any other investing activities that your company participates in that generates income either directly or through depreciation or amortization of assets?

•10. Buildings – Your building will be included on the balance sheet as being a positive addition to your assets and their value, the loan for the purchase of the buildings however will be on the liability side. There should be a separate fixed asset account showing the original cost of the building.

•11. Accumulated Depreciation – the yearly amount deducted from the VALUE (not the COST) of the building, vehicle, etc. Accumulated means all the previous year’s accumulated deductions for this asset. This amount if added correctly will appear on the chart of accounts as a negative figure.

•12. Land – Land does not depreciate, however the cost of the land is an asset and should be included in the accounting.

•13. Accumulated Amortization -

•14. Other Assets – Assets that cannot be put into any of these categories. Intangible assets, like goodwill, etc.

Balance Sheet Liabilities

•1. Accounts Payable – These are the accounts you owe that are on credit. This is for products, services or merchandise you purchased on credit.

•2. Short Term Mortgages Payable – In a time of extreme cash flow need, sometimes a business owner will take out a short term mortgage with collateral. Short term means it should be paid within 12 months.

•3. Other Current Liabilities – All liabilities that will be paid off within 12 months.

•4. Loans from Shareholders – When the company is strapped for cash and the owners/shareholders are not the money is put here so that when it is taken out it is done so as a repayment on the loan from the shareholders, with interest, and is not taxable, apart from the interest gained personally to the shareholder.

•5. Long Term Mortgages/Notes – Mortgages on property, notes payable to companies or individuals that don’t expect payment within a years’ time.

•6. Other Liabilities – All liabilities not fitting in other categories go here.

•7. Capital Stock – The number of shares authorized for issuance by a company’s charter, including both common and preferred stock. Generally the value assigned to each share is $1 but that is up to the individual business owner.

•8. Paid In Capital – capital received from investors for stock, also called contributed capital.

•9. Treasury Stock – stock reacquired by a corporation to be retired or resold to the public. Not to be considered when calculating an earnings per share ratio, dividends or for voting purposes.

Numbers 7,8 and 9 are usually meant for companies with the intent to sell their stock or go public. For these categories I would suggest getting guidance from a CPA before attempting to undergo that process yourself.

M-1

The M-1 is a form used for corporations with income or assets over $250,000. It is a comparison to the beginning years balance sheet to the end of year’s balance sheet. The use of Quickbooks makes this preparation easier as the information flows easily from the Quickbooks file to many different types of tax preparation software. (Lacerte, ProSeries, etc) The cost of these tax preparation software is usually prohibitive for a company that doesn’t specialize in tax preparation, so seek out a preparer that uses one of these two systems.

1. Net Income Per Books – the income minus expenses on books flows through to here.

2. Depreciation Per Books – ditto.

3. Expenses on Books not on Return – consult a tax professional before putting any of your accounts into this category!

4. Income on Books not on Return – again, consult a tax professional before using either of these categories.

8825A-E

If your corporation or partnership owns one or more rental real estate properties, the income and expenses are assigned to one of these accounts. The A, B, C etc are for separate rental properties so you can keep track of up to 5 different properties.

Gross Rents – how much rental income did you receive for this property. Advertising – how much did it cost you to advertise this property as being for rent? Auto and Travel – how many times did you travel to the property for maintenance, collection of rent, etc. Cleaning and Maintenance – tenants can sometimes make a mess, how much did the carpet cleaning, painting, etc cost you? Commissions – did you hire someone to help you rent the place? Pay them and deduct it here. Insurance – this would be for property and casualty insurance on the property in case you get sued or someone hurts themselves while living on or exploring your property. Legal and Professional Fees – did you have an attorney draw up the rental paperwork? Interest Expense – generally reported on the 1098 of the property. Repairs – outside of regular cleaning, was anything damaged that needed repairs? Taxes – Real estate taxes, county taxes, etc Utilities – Are you paying utilities to keep up appearances while you are trying to rent the property? Are you paying utilities for the tenant? Wages – do you have someone on staff who is your “property manager”? Split up their wages amongst the properties for accurate bookkeeping! (but pay them with one check. Misc. Expenses – pest control, security, etc would all go here.

Hopefully this article has helped you further your Quickbooks education on tax lines. Remember the old adage, “Garbage in, Garbage Out!” Put in correctly, your reports will be more accurate, and decidedly more helpful to you and your accountant.

THEY ALWAYS SLIP

It’s just accepted in the software business that projects will slip, particularly when the end result is an actual commercial product. The businesses I’ve been involved in have tried everything. When I’ve had direct responsibility, we’ve taken every approach imaginable. We’ve tried an approach of “No upfront planning”-starting coding as soon as possible. We’ve tried “extensive and laborious upfront planning”-with a detailed spec, and a prototype, completed prior to initiating production coding. I’ve seen many projects that tried using intermediate steps, falling between the two extreme approaches above. We’ve tried to start projects by purchasing as many “pre-written” modules as possible, used various languages and platforms, hired dedicated debugging personnel, tried code-generators, assembled both small teams & large teams, you name it—we’ve tried it. Project schedules have been written with the utmost conservatism, at the insistence of senior management. No matter. Across a number of different companies, EVERY project has slipped out beyond the wildest nightmares or everyone involved.

ONE LINE OF CODE, TWO WEEK DELAY

Once I asked our lead programmer to change ONE LINE OF CODE in a well-established product. He estimated it would take just a few seconds to make the change, and a few hours to test it. The change would be final by the end of the day, at the latest. Two weeks later I was still waiting for a solid product.

Now, don’t misunderstand. I’m not writing this to bash software developers. While not every developer I’ve worked with over the years has been a world-beater, I’ve had the fortune to work with quite a number whom I consider to be outstanding. Many have been extremely bright, dedicated and hard working. But no matter how much thought, time and effort went into it, our projects always slipped. A lot. We usually ended up with a commercially successful product, but how much better we could have done, had we figured out a way to bring the product to market on time? The only saving grace was the competition had the same problem.

MORE ART THAN SCIENCE

The reason, I believe, is that writing software remains much more of an art than a science. This statement is a bit surprising, until you look a little deeper. There is certainly much methodology available to guide a team to use sound, time-tested practices in developing software. However, a software program is really just a document written in a foreign language. That’s why C++ and Java are called Programming Languages. It’s also interesting that many programmers who aren’t classically trained in computer science come from an English, Music, or other language background. Just like in writing a novel you are guided by syntax, grammer and writing rules, writing a software program is very similar. In writing a novel you are essentially creating a unique work that has never been done quite the same way before. Also true for a software program. If you knew exactly how the writing of a novel or software program would go before you began, there would be no need to write it—it would have already been done. While there are plenty of rules (representing the science) to writing good software, at the end of the day it’s a unique, written creation (the art).

COMPLEXITY OVERWHELMS EXPERIENCE

Another key reason why conquering the software development process has appeared to be impossible, is the vastly increased complexity associated with software projects today. Let’s face it, the average piece of software today does a lot more, and is quite a larger in terms of the number of lines of code, than at the dawn of the PC era. The creation of graphical user interfaces really started the explosion in the size of software code. So much more code is needed, to bring the user-friendly products of today to life. And what enabled this, of course, was the dawn of the modern operating systems, especially the overcoming of the 640K limit that the original DOS operating system required PC programs to run in. Windows and other modern operating systems almost eliminated the need to write software efficiently, at least from a code size perspective. Today the embedded systems world is pretty much the last bastion where writing code efficiently lives on—it’s pretty much a lost art to most of the software world. It’s interesting to speculate—if we were still writing in the 640K box, would software development have evolved to a more predictable science today? Maybe, but the world would be a less productive as a result.

WHAT TO DO FROM A BUSINESS PERSPECTIVE?

As you can tell from this discussion, I don’t have a great set of answers on how to bring software to market on time. It’s one of the great frustrations of my career. I still strongly believe that getting the best people you can get will make the problem better, even if it can’t be solved completely. I also believe in keeping development teams small, with the minimum of structure necessary to run the project. It’s also wise, in my opinion, to structure your product releases to be more frequent, while adding fewer new features per release. This should at least minimize the pain of each release slipping, since the slip time of each release should be less. And knowing what you’re going to be coding, developing a spec document and sticking to it (no feature creep!) is also sound practice, although I’ve found it to be no panacea. Beyond that, I’m at a loss. Maybe one of you has a strong opinion on how to bring projects out on time? If so, post a comment—this is a discussion worth having.

Read more on TechNewsWorld.com

And why is this so? It seems that in such a typically high tech, yet now familiar activity, we would have long ago figured it out. You would think that the process of software development would, by now, amount to simply turning a crank—yet it seems it hasn’t advanced much since the dawn of the PC age.

I don’t mean to be overly dramatic here. But I have been in the high tech and software industries since 1983, and I have never been involved with—or even personally known of a software project—that came in on time and under budget. Never. Not even ONCE. That’s pretty incredible. Now, I realize that there are almost certainly examples of on-schedule projects out there, but they are in the overwhelming minority of all software that is developed.

THEY ALWAYS SLIP

It’s just accepted in the software business that projects will slip, particularly when the end result is an actual commercial product. The businesses I’ve been involved in have tried everything. We’ve tried an approach of “No upfront planning”-starting coding as soon as possible. We’ve tried “extensive and laborious upfront planning”-with a detailed spec, and a prototype, completed prior to initiating production coding. I’ve seen many projects that tried using intermediate steps, falling between the two extreme approaches above. We’ve tried to start projects by purchasing as many “pre-written” modules as possible, used various languages and platforms, hired dedicated debugging personnel, tried code-generators, assembled both small teams & large teams, you name it—we’ve tried it. Project schedules have been written with the utmost conservatism, at the insistence of senior management. No matter. Across a number of different companies, EVERY project has slipped out beyond the wildest nightmares or everyone involved.

ONE LINE OF CODE, TWO WEEK DELAY

Once I asked our lead programmer to change ONE LINE OF CODE in a well-established product. He estimated it would take just a few seconds to make the change, and a few hours to test it. The change would be final by the end of the day, at the latest. Two weeks later I was still waiting for a solid product.

Now, don’t misunderstand. I’m not writing this to bash software developers. While not every developer I’ve worked with over the years has been a world-beater, I’ve had the fortune to work with quite a number whom I consider to be outstanding. But no matter how much thought, time and effort went into it, our projects always slipped. A lot. We usually ended up with a commercially successful product, but how much better we could have done, had we figured out a way to bring the product to market on time? The only saving grace was the competition had the same problem.

MORE ART THAN SCIENCE

The reason, I believe, is that writing software remains much more of an art than a science. This statement is a bit surprising, until you look a little deeper. There is certainly much methodology available to guide a team to use sound, time-tested practices in developing software. However, a software program is really just a document written in a foreign language. That’s why C++ and Java are called Programming Languages. In writing a novel you are essentially creating a unique work that has never been done quite the same way before. Also true for a software program. If you knew exactly how the writing of a novel or software program would go before you began, there would be no need to write it—it would have already been done. While there are plenty of rules (representing the science) to writing good software, at the end of the day it’s a unique, written creation (the art).

COMPLEXITY OVERWHELMS EXPERIENCE

Another key reason why conquering the software development process has appeared to be impossible, is the vastly increased complexity associated with software projects today. Let’s face it, the average piece of software today does a lot more, and is quite a larger in terms of the number of lines of code, than at the dawn of the PC era. The creation of graphical user interfaces really started the explosion in the size of software code. So much more code is needed, to bring the user-friendly products of today to life. And what enabled this, of course, was the dawn of the modern operating systems, especially the overcoming of the 640K limit that the original DOS operating system required PC programs to run in. Windows and other modern operating systems almost eliminated the need to write software efficiently, at least from a code size perspective. It’s interesting to speculate—if we were still writing in the 640K box, would software development have evolved to a more predictable science today? Maybe, but the world would be a less productive as a result.

WHAT TO DO FROM A BUSINESS PERSPECTIVE?

As you can tell from this discussion, I don’t have a great set of answers on how to bring software to market on time. It’s one of the great frustrations of my career. I still strongly believe that getting the best people you can get will make the problem better, even if it can’t be solved completely. I also believe in keeping development teams small, with the minimum of structure necessary to run the project. It’s also wise, in my opinion, to structure your product releases to be more frequent, while adding fewer new features per release. This should at least minimize the pain of each release slipping, since the slip time of each release should be less. And knowing what you’re going to be coding, developing a spec document and sticking to it (no feature creep!) is also sound practice, although I’ve found it to be no panacea. Beyond that, I’m at a loss. Maybe one of you has a strong opinion on how to bring projects out on time? If so, post a comment—this is a discussion worth having.
Monitoring the progress of a software project can be like peering into the darkness of a seemingly bottomless pit.

And why is this so? It seems that in such a typically high tech, yet now familiar activity, we would have long ago figured it out. You would think that the process of software development would, by now, amount to simply turning a crank—yet it seems it hasn’t advanced much since the dawn of the PC age.

I don’t mean to be overly dramatic here. But I have been in the high tech and software industries since 1983, and I have never been involved with—or even personally known of a software project—that came in on time and under budget. Never. Not even ONCE. That’s pretty incredible. Now, I realize that there are almost certainly examples of on-schedule projects out there, but they are in the overwhelming minority of all software that is developed.

I have to digress a bit to property cover the next aspect of Small Business Wealth Creation. I want to show you the detrimental effects of loan amortization, how lenders benefit from it, and give you a strategy to “turn the tables” on your lender.

One of the greatest financial inventions is “compound interest.” Albert Einstein is said to have called compound interest: “The eighth wonder of the world! Those who understand it profit from those who do not.” I can not verify the source of the quote, but whoever it said it was dead right. Let’s examine amortization and how you can turn the tables on your lenders.

When the “Lowest Rate” Is More Expensive

You see, amortized loans were created by bankers and are structured so that the payments made in the early years (according to the amortization schedule) go primarily to pay interest. In the first year of a 25 or 30 year amortizing loan, approximately 3% of the monthly payment goes toward reducing the principal balance, depending upon interest rate. So for the first several years, your payments do nothing but go to your lender’s bottom line.

Thus, the typical repayment of a commercial mortgage with a 10 year call is only something like 20% to 23% of the original loan amount even though a 33% to 40% of the loan’s term has passed. So to emphasize the point, this means that the majority of that money you made in payments went into the lender’s pocket and you still have to pay back a large portion of the loan!

If you have ever taken the time to look at either an amortization schedule or a Reg “Z” Truth In Lending Disclosure, it is frightening just how much you end up paying the lender for the privilege of using his money. This is the “earning” power of amortization from the lender’s standpoint.

However, if you can pay one extra dollar in principal in the first month of a 25 year fully amortized loan at 7%, you save $141.49 in interest costs over the life of that loan! This can be verified using a simple present value calculation. (No wonder banks have their names at the top of the largest building in all of the major cities across the U.S.) So when evaluating the true cost of a loan, you need to look past the “rate” to amortization, points, and other fees. This concept is called “Total Loan Cost” and is the theory behind those Good Faith Estimates and Reg “Z” disclosures that you get when you borrow money on your home. However, typical of government intervention, almost no one short of a Ph.D. can understand the forms.

Using Debt To Save Money On Debt

There have been some recent advances in money management software that will allow you to “break the bank” when it comes to amortization. With proper money management, you can drastically reduce the lifetime cost of your loan with almost no impact on your current standard of living.

The traditional approach to reducing the overall cost of a loan is to add an additional payment per year (OK) or to add principal to the monthly payment (Better). This usually results in reducing the term of a loan by 25% to 33% depending upon the interest rate. The problems with these methods include:

1. The need for discipline in consistently paying more per year or per month.

2. Interest cost reduction is maximized in the early years of amortization, thus the gradual approach doesn’t take advantage of this aspect.

There is a company called United First Financial that offers a sophisticated web-based amortization management software program that is combined with a credit line to take extreme advantage of the amortization disparity of the early years. (In the interest of Full Disclosure, Excelsion Mortgage does represent the UFirst Money Management Account software for its clients). The program uses the credit line as a “reverse checking account” to allow you to make greater principal reductions in the early years of a real estate loan’s life without affecting your lifestyle.

The results are astounding in that most loans are paid off around years 7 to 11!

The principle is simple: The credit line is used to pay ALL of your bills, instead of your checking account. Income pays down the line, bills increase it. The software manages the timing of payments and income to increase principal reductions on the mortgage while minimizing interest expense on the LOC (line of credit). Since you can never have a negative balance on the LOC, the software tells you when it is safe to made additional payments to the mortgage based upon your spending pattern.

You can use a home equity line of credit, a business line of credit, or even a sophisticated credit card like those offered by American Express. As long as the credit line offers check writing capability with no extra fees, it will work with the Money Management Account software. You can see an example of how this program works on a $2,000,000 loan used in conjunction with a $150,000 LOC at our sister site: www.ExcelsionMortgage.com/MMA.

Now you no longer need to be the victim of Bank-orchestrated larceny! If you combine a fully amortizing loan with flexible pre-payment terms, sophisticated money management software, and a low-cost line of credit, you can be commercial loan debt free in a very short time, saving you literally hundreds of thousands to millions of dollars in interest expense. That money goes into your pocket, not the bank shareholder’s pockets. The pieces of the Small Business Wealth Creation Program are coming together. In the next article, I’ll discuss the steps that you can take to put this program together quickly and effectively.