Privately Protecting Safety, Security, and Sane Policies – with Kent Stark [Ep. 58]

Linda J Hansen: Thank you for joining us.  My guest today is Kent Stark.  He is the president of Starkcorp Incorporated.  They offer comprehensive, efficient and cost-effective protective and investigative services.  Their core competencies include unarmed and armed security, executive protection, risk management solutions, private detective work, fire and fireline services and EMS fireline medical services.  I’m sure he offers more than that, but that’s the core competencies, and I look forward to hearing more about this fascinating business from our guest, Kent Stark.

Your company is located in Worland, Wyoming, correct?

Kent Stark: Yes, ma’am.

Linda: Yes, but you work in several states and I got to know you first in Wisconsin because you lived in Prairie du Chien, WI.  That’s where your family’s from and we first got to know each other there.  Since that time, walk us through a little bit of history in terms of what you’ve done before you started Starkcorp and what led you to start a security firm?

Kent: So when I was living in Prairie du Chien, WI, I had the opportunity to be involved in the gun business, and of course, our family has been involved in the gun business since the ‘40’s in Prairie du Chien.  While I was involved in that business, I got to meet some interesting individuals that would talk to me about private security work.  I engaged in building and assembling several weapons for these individuals that did private contracts both overseas and inside the continental United States. They talked to me about whether or not I should get involved in that area.  It was at that point when I started to work some of the contracts that were available in the continental United States, mostly what we call static security which is in armed or unarmed capacity either watching a parking lot or corporate shutdowns or I did quite a bit of employee termination in cases where we just made sure an employee didn’t come back after they were terminated and cause an issue at the corporation.   That’s kind of where I got started and I spent approximately eight years out in the front lines kind of doing that security work.  

I ended up meeting somebody in St. Louis, MO, and got married and so that’s why I ended up down there.  When I was married to her, I had the opportunity to get involved in EMS.  So I went to a college down in—it was actually in the Illinois side of the river there, called Godfrey, IL. And I earned my certification to be an EMT.  It was then when I realized that it was not going to be easy for me at my age to get on a fire department, so I discussed with a few people out in Wyoming about fighting wildfires and they said there was no age limit.  So onward to Wyoming I went and started fighting fires and doing EMS work for the US Forest service on wildfire for several different agencies.  Once I got out there, then I realized that there was a big deficit as far as resources so I decided to get involved in the government end of it with my company.  So I started out with fighting wildfire and doing EMS and then took the experience I had over those eight years in security and kind of integrated that into it as well.

Linda: It’s amazing.  I have mostly interviewed people in manufacturing or hospitality industry.  You are the first person that I’ve interviewed in the security or protective services industry and it’s an honor to do so and I thank you for being willing to share your story.  There’s so much more to it.  When we see these wildfires, we don’t think about all the people who are called in from all over the country in all different backgrounds really to fight the fires or these natural disasters and things.  I notice from your website, you also served during hurricanes or other natural disasters.  Can you share a little bit about that?

Kent: Yeah, my company has many subcontracts with companies that do work for areas that are affected by the disasters.  Mainly what we do is security work for construction sites.  They have to strip all of the flooded drywall and all that stuff out of the buildings and then it has to be replaced.  The issue with it is the looting because there is no real law enforcement or any kind of protective service during a hurricane or after a hurricane during the flooding.  People tend to go into department stores and things like that—grocery stores and steal.  So they hire companies like mine to come in and provide armed security in these areas which is what drew us so much to the Texas security license and we’ve also engaged in a Florida security license.  We haven’t received it yet, but we’re in process of getting all that done and that’s because I only believe in doing work as a licensed company.  When a hurricane hits, I’m just one of the companies on the roster for these other companies that they call in.  My agents come in and take care of it.

Linda: That’s great.  You also do personal security, like executive or dignitary security.  Correct?

Kent: Mainly I do executive protection for high-net-worth clients.  We don’t really have a limit on what (Chuckles) they have to be worth or whatever.  Just anybody that feels that they need some kind of added security, which can be anywhere from one car with a driver to we’ve done as many as five cars with five to ten agents supporting a client and their family.

Linda: I saw some pictures on your website and it reminded me of the days when I had Secret Service protection (chuckles).   Yeah, it’s great.  That’s wonderful that you can offer that.  As people think about different times that they may need security or maybe they want to get into this industry, what would you say are some perfect examples of one personal security or high-net-worth security like where they would need that security?  But also you mentioned looting with businesses and things.  What are some other examples that you can give of the services you provide?

Kent: So generally we do work because we’re in Wyoming.  Jackson, Wyoming, is a big area where high-net-worth clients and people like that want protection.  The other one is Aspen, Colorado.  Those are the main areas that we do the EP work.  We also have several companies that use us for smaller detail stuff like news crew.  Because of the climate, none of these news crews have their name on anything anymore.  They’ll show up and it’ll just be a white van and there will be no markings on it and nobody will even have any shirts with any kind of identification as to what news crew they’re on.  That’s an interesting part of it, too.  That is also considered executive protection.  

Just to kind of line out what that means, executive protection is anytime you are protecting a person, not property, in plain clothes, concealed and carried.  So anybody that’s in a uniform is not considered executive protection.  If they have a uniform or a visible firearm, that is what they call static security.  That’s the big difference in licensing goes a long ways with that, too. Because like, for instance, in Texas, it’s quite a bit more hoops to jump through in Texas to get what’s called a PPO license which I have, which you’re considered a Personal Protection Officer or Level 4.  Other states it’s different, like Florida, you have to have PI license in order to do executive protection. So different states have different rules and laws that surround that, and unfortunately not everybody follows them but our company, I won’t do a project for anybody that I’m not licensed to do.

Linda: That’s admirable and we salute that.  Along those lines you mentioned some of the licenses you have to have and I know we have talked about the differences between the states.  One of the reasons that you left Wisconsin and really founded your business in Wyoming is because of some of the state rules, regulations and laws.  Could you explain a little more about that to our listeners?

Kent: My experience in Wisconsin is that most of the outer city communities were pretty pro-Second Amendment.  A lot of my customers in the gun business were those people.  Once you got into any kind of a city, they didn’t respond to you with any care for your rights.  They pretty much were under the impression that if you had a gun, you were bad or whatever, irregardless if you went through the training for CCW or not.  Milwaukee has a pretty good negative opinion of CCW within the city but you get to the outskirts of Milwaukee and Milwaukee County and, at that time, Sheriff Clark was very supportive of the Second Amendment. So it was a very interesting duality and it was one that I just wasn’t comfortable with being a part of anymore.  As far as licensing and being able to work in the state of Wisconsin, you know they’re not very open to companies coming in and doing any capacity of security.  That was another thing for me was that Wyoming had a very open situation as far as working with law enforcement and being able to provide a version of security without a lot of red tape and a lot of taxing.  I kind of researched it and that’s why I picked Wyoming.

Linda: That’s great.  You had mentioned CCW and just for our listeners, could you explain what that acronym is?

Kent: CCW is how they describe the licensure in Wisconsin for a conceal and carry permit.  They call it different things in different states, but it’s all the same.

Linda: Right.  Understood.  I just wanted to make sure that no one was out there wondering, “What’s a CCW?”  

You mentioned the tax policies as well.  Wisconsin, we know, has not always been tax friendly to businesses; sometimes yes, sometimes no.  But what did you see as an improvement when you moved to Wyoming and what would you recommend to policy leaders and legislators as they think about tax policies for businesses such as yours?

Kent: Pretty much any business that I’ve been involved in in the State of Wisconsin…You know Wisconsin, the Department of Revenue,  they’re very, very unforgiving to any kind of a business.  They don’t really care what you do; they don’t care how many employees you have.  They don’t care about anything.  It’s just about their money.  Wyoming is not that way.  Wyoming is very supportive to its people and what they do.  Cattle ranching and the oil business is humongous in Wyoming and anything that has anything to do with that is something that they promote.  For example, companies that fight wildfires support ranchers because when a wildfire comes through and destroys a rancher’s crops and he can’t feed his cattle, they depend a lot on organizations that help fight wildfires.  So Wyoming is very adamant about supporting companies that do stuff like that.  Pretty much all companies, but you know this is the company that I’m in or the business I’m in so it’s the portion that I notice.  And one of the things that I’ve been working with some of the lawmakers in Wyoming about is coming up with a way of helping Wyoming businesses get more contracts from the government because that in turn will create more jobs for Wyoming residents, rather than residents from outside of Wyoming.  So if there is a government contract in the state of Wyoming, and you’re a Wyoming company, then you get a 10% lead way.  So in other words, you could bid that work 10% higher than an out-of-state company and still get it and that’s to promote Wyoming businesses and promote Wyoming employment for their people.

Linda: That’s a great idea. And one, I think that’s a great idea to help the state businesses and it can obviously help increase the business climate and activity in any state but also, you provide a great example for other employers.  You said that you are working with legislators, so this is something.  I think people don’t like to mix business and politics, but politics affects business every single day and unless business owners get involved to help create the policies that will help improve the business climate and help businesses to grow then we get stuck with policies that overtax, over regulate, and really tie us down into non-profitable businesses.  So thank you for being an example in that way, that you actually get involved in the process.

Kent: The other thing is that we can’t really afford in this industry to have an opinion either way about politicians.

Linda: Understood.

Kent: For example, to the election, I had agents working both Biden locations and Trump locations and so for me it’s not about one particular party or another.  There are things that you can work with people on either side of the aisle to get things done that are good for Americans so I think that it’s important that a business be open to that.

Linda: Very good point.  Very good point.  Because it’s really, as I’ve often said in my podcasts and in my books, it’s not really about the person or the party, it’s about the policy and if we have good policy that helps businesses to grow, helps employers to be able to employ people and increase their wages and things, you’ll have a growing economy.  It will take care of itself.  The tax policy, like you mentioned, the taxes were better and you moved out of Wisconsin because there was a better tax policy environment within Wyoming and the regulatory environment was different in terms of the concealed carry.  Everything was more conducive to your business.  

So I know you operate in several states.  What are the states where you are already licensed to operate?

Kent: So I’m licensed in Texas.  There are six states that allow you to operate without a license: Wyoming, Colorado, Idaho, Mississippi, Kentucky to name a few. And then during a state of emergency if you’re licensed in any state, during a state of emergency, most states will let you work in their state as long as you have a security license somewhere.  That’s why we have the Texas and we’re working on the Florida and Montana and just trying to each year acquire more licenses.  We also set up corporate filings in every state we work in.  A lot of companies don’t do that; they just work there and hope they don’t get caught.  Whenever I work somewhere I do get a license, a state license for either a corporate filing or a fictitious name or whatever that they require for you to work in that state. 

Linda: What do you mean by a fictitious name so people don’t think you’re doing dishonest? Like a DBA?

Kent: You file so that you’re not operating under another name somebody else is operating under.

Linda: Right.

Kent: You file with that state.  You know, “This is who we are and this is the name we operate under.”

Linda: Right.  Like a DBA. Yeah. Yeah.  Very good.  Ok, and as you think about employing, how many employees do you have?

Kent: Year round, I have somewhere around five that are always on the payroll.  And then I have contract employees and I also have 1099 employees.  1099 is a subcontractor that pay their own taxes and whatever. And then we also—what I met by contract employee is they’re still a W-2 employee.  They only get paid when we have a project.

Linda: Right.  Now I understand that you have some training classes coming up.  You offer training, too, for people who want to get into this industry or to work for you.  Can you explain about the upcoming training classes and when the deadline would be to sign up?

Kent: We have two that we’re running this year.  In May we have a fire school that we’re going to run and help the people that are going to come work for us on fire to get certified and then April 17-23 we’re running a protective skills seminar here in Cody, Wyoming, and essentially what that is is that is going to help people renew their perishable skills—so driving skills, shooting skills, things like that that you lose the integrity of that over a year or two years or five years, and so we do this training to help people in the industry keep on top of the most recent stuff that’s going on and mainly that’s because I only want people involved in my organization that are trained.

Linda: Very good.  When you want to recommend to people who are looking for jobs in this industry, I think that’s a good point.  You only want to be working with people who have the ethical standards that you do, that seek the licensing you do and that seek the level of training and competency that you do and that’s true in any organization of course, but this is incredibly important.  So if you’re looking at people that you’d like to have enter the industry, so not only just to come and be updated on their skills, maybe be recertified or whatever, but maybe there’s somebody that’s never worked in this industry.  What type of person are you looking for and what can they expect?

Kent: You know the main kind of person that we look for is somebody that wants to promote themselves in the industry, that wants to be a solid and hardworking individual and somebody that is going to take care of the client, that’s going to put the client’s needs ahead of their own. And also generally I prefer people that have already had some kind of training.  There are dozens of security schools across the country for anywhere from 500 to 1000 bucks that can get your feet wet into some kind of training. And that’s what I encourage everybody to do.  Most of my projects—if you do not have a nationally recognized driving course and a nationally recognized EP course, I won’t put them on a project.

Linda: Very good.  What about veterans?  I know that you are a veteran.  You served in the navy, correct?

Kent: Yeah, I hire veterans.  I can’t say that I only hire veterans but generally my employees consist of either veterans or former law enforcement.

Linda: Absolutely.  They have the experience and the understanding of what’s needed.

Kent: They already have that training.

Linda: They have that mindset and a lot of the training and arms training, too.  They are not afraid of a gun.  I think it’s great to feature you because I think especially in this climate politically and the time we are in history really.  There is so much anti-gun sentiment, so much anti-Second Amendment sentiment and we really have to stand and protect our Second Amendment.  I heard it said that the Founding Fathers had the First Amendment but then they came up with the Second Amendment in case the first one didn’t go so well. (Laughing)

Kent: We always say that the Second Amendment protects the First.

Linda: Yeah.  Well and but people need to realize that guns can be used for good.  If guns are illegal, only criminals and the government have guns.  The bad guys will still have them, it’s just good guys won’t.  I’d rather have a good guy with a gun protecting me than having no protection with a bad guy and a gun.  Thank you for what you do because it’s important and it’s also important to help people realize that guns are a part of a safe society.

Kent: Yeah and out in Wyoming, everybody has guns.

Linda: And they’re usually in the back of the pickup truck, right?

Kent: Everywhere.  Yeah.  Everywhere.  It’s just—it’s so interesting and amazing here that the level of acceptance of gun ownership in Wyoming is I would say ten times of what it is in Wisconsin. [Crosstalk]

Linda: I imagine your gun crime rate is quite low as well.

Kent: Yeah.  I don’t do a lot of security work in Wyoming; it’s mostly in Colorado or other states.  It’s just that there isn’t, there just isn’t the need for it here. And I’m not saying there isn’t crime; I’m just saying that most of the crime here can be handled by law enforcement.  There isn’t a lot of security presence, more fire.

Linda: And those natural disasters and things, it brings out a whole realm of security needs not only with those, but I’m sure special events, like you mentioned being detailed to some of the Biden or Trump media campaigns, things like that, especially if there’s a climate in the country that is somewhat toxic, you want to be able to make sure you can keep an environment safe and keep the people all safe and protected.  So that’s great.  

Before we forget and I know we’ll do this at the end as well, but I want to make sure if people were interested in your training courses that you mentioned, could you please give your website?

Kent: The website is starkcorpinc.com and you click on the contact link and we’ll get you set up.

Linda: That’d be great.  When you work with elected officials, you mentioned that you were doing that, what do they find most helpful from you?

Kent: Well, I think the most helpful thing is being willing to work with Secret Service.  Most of the high-value politicians have Secret Service so it’s basically just a matter of cooperating and doing whatever they want me to do as long as it’s in the benefit of your client which can be a little interesting if you’re protecting a news crew.  But it’s just that you have to follow that.

Linda: What about legislatively? When you’re thinking about creating policy or legislation that helps your industry or citizens within these states?

Kent: The thing that’s important for me when working with legislators is understanding what’s good for the people. What’s not just going to benefit my business, or what’s going to benefit an industry, but what’s going to benefit the people, the working class people of a city, state, or community?  And that’s sometimes hard because you get caught in ego about our own thing, you know. Although I’m a firm believer that infrastructure of a company will promote the individual because if a company is strong, that means those people have jobs and so that’s kind of how I feel about it.

Linda: Right.  Well if a company is strong and providing jobs, that really helps provide for the community as well.  That’s exactly what needs to happen so that the tax base can be funded and communities can grow and prosper.  I mean there’s so many people who try to overtax, over regulate businesses so that their hands are tied and it’s hard to make a profit and then we wonder how come we don’t have jobs or we don’t have higher tax revenues and then they want to raise taxes on businesses that are already struggling and people who are already struggling because they were already strangled by taxes so it’s a never ending circle.  Thank you for being involved in the legislative process, being a voice out there for good policy but also for setting that example for other business leaders and for your employees.  When you talk to your employees about policy, or we talked before that you can’t really take a side right or left or a political party, but how do you talk to them about policy?

Kent: I respect their opinion.

Linda: Great point.

Kent:  I don’t get into a lot of it.  They feel.  They’re entitled to that feeling about whatever the situation is as far as political policy goes.  As far as corporate policy goes, I have paperwork and they have to sign it so that they understand that this is how we do things.  I feel that that keeps people on the straight and narrow, but the other thing that I’ve always been told is, “If you want to be respected, you need to give it.”   So if you show other people respect, it’s going to come back on you.  So that’s why I don’t get into a lot of opinions about politics this way or that way.

Linda: Right, but you can explain to them about tax policy or something that’s impacting your business like why you can’t give them a raise or why you can’t expand into “X” state because the policies aren’t helpful.

Kent: Yeah, that’s an issue.  I have people that say, “Oh, you should get a license in California and I’m like, “No.” (Laughing)  And then …

Linda: And why not?  Explain why not.  Why would you not get a license in California?

Kent: My experience at different times with California is their regulation and basically how they watch over you about everything is just a little bit more than I’m willing to withstand.  As far as their license goes for a company, I’m not really opposed to what they want.  But as far as their training protocols for guards, you can basically get a California unarmed guard card over the internet, but if you want to get an armed guard card, you have to go to California and go through all this training.  Again, I’m not opposed to training, but I think that there’s a point where you’re making it too difficult for people to earn a living.  I think if somebody proves that they don’t have a felony background and if they can pass a background check to purchase a firearm, I think that that should be about as regulated as you need to get.  And some states just go quite a bit further with it than that.  

One of the things that a lot of us in the industry really would like to see is some sort of reciprocity with states.  In other words if you are licensed in a particular state, that should allow you to work in any other state and the way to do that is to come up with some sort of regulation federally that this is the minimum requirements that you have to have in order to get a license in any state.  And that way you would have reciprocity so if you did have a contract in California you could actually send your people instead of having to sub it out to another company.  But we haven’t done that yet.  Some states don’t have a license at all.  Some states do have a license.  Some states it’s just a count.  So if you work in Denver you have to have a license, but the rest of Colorado you don’t.  That gets to be a little confusing but that’s what a lot of us in the industry would like to see is some sort of reciprocity federally so that the states could work together.

Linda: Right.  That’s almost a Catch-22 because you start to get the federal government involved and it can become a huge issue with too much control from the federal level, but if there are reasonable laws at the federal level that allows for this reciprocity, it really helps you all do business and really support people in every state.  You mentioned at the beginning of our interview, how you can work in various states because you were licensed in say Texas and so what you’re hoping to see is and others in your industry are hoping to see is that there could be a reciprocal agreements throughout all fifty states. Correct?

Kent: At least the lower 48.

Linda: Yeah. (Chuckles) Well, that’s a great idea because that allows for a faster response time, too, for emergencies, I would think.  Right?

Kent: Yeah and it would open up during an emergency to more resources, kind of like fire.  There isn’t a Wisconsin fire certification or a Wyoming fire certification.  If you’re certified to be an engine boss nationally, you can work anywhere in the nation.

Linda: Right.  I would think that would be helpful.  You could be dispatched quickly to an emergency.  I think it would get rid of a lot of red tape and bureaucracy.

Kent: Right.

Linda: That would be the goal.

Kent: Also it would help with the rates.  Like right now the rates get inflated because a company knows that they’ve got to sub that job out to somebody else so in order for two companies, or three, or four, or five companies to make money on it, how high does that rate have to be.  But if you have reciprocity you would actually make the rates go down because people would know that they wouldn’t have to sub it out to four companies in order to get somebody on a location.

Linda: That a great point and that’s a good example of how bureaucracy and misdirected regulatory and compliance actions can actually end up costing tax payers and private citizens so much unnecessary money.  We can stream line that.

Kent: An agent still makes 20 an hour.  It’s not like they’re getting paid because the rate is 50 or 75 or 100.  It doesn’t mean that it actually the person doing the work gets more money.  It just means there are more hands in the pie.  I guess I’m not complaining here, I’m just saying that in general it would be better off for everybody if there was some sort of…and the government has no problem sticking their nose in everything else.  I mean you literally can’t get a speeding ticket in multiple states and you’ll lose your license and then you can’t get a state, a state driver’s license in another state if you’ve lost it in a different state.  So they’re already doing it.  

Linda: Are there, like a lot of industries have say, associations or lobbying industries or things or lobbying groups that help present these types of ideas to Capitol Hill.  What is available for the security industry?

Kent: The big one is ASIS and they actually do the certification for practitioners that have been in the industry. I think it’s three years or more and they will give you this certification which allows people to know that when you hire this person or this person’s company, they are experienced. So they are a good organization.  There’s also another organization of protectors that does a big seminar in Las Vegas every year where they provide a bunch of training and stuff.  There are companies like that that are doing that.  I’m not really sure how much lobbying they are doing because I’m not involved in that end of it, but I do know that they spend quite a bit of energy making sure that there are qualified practitioners in the industry.

Linda: Well, that’s a good thing and lobbying can be good or bad.  We hear the term “lobbyist” and some of cringe.  I often think about lobbying, too, as educating.  So if they have representatives on Capitol Hill and they are educating legislators about the need for something like the reciprocal agreements that you mentioned, that can be a very good thing. But, uh, yeah, so that’s great.  

Ok.  Well our time is basically coming to a close but I really appreciate this and have you given more thought, I know that we talked before the interview but anything else that you can think of policy related that you would recommend to elected officials or to employers who need to pay attention to policy and educate their employees?

Kent: You know, I’ve been in the entry-level side of this.  I’ve been in the middle.  I’ve been where I’m at and there are companies who are way above where I’m even at.  So there’s a lot of stages or steps in this industry, but I just encourage everybody to be continually working on improvement—self-improvement and improvement of your agents and improvement of your organization and creating infrastructure.  I spend quite a bit of money every year buying more equipment, buying a building, buying better equipment for …  This year I spent, I spent almost $20,000 for my fire fighters buying them new packs and new helmets and stuff like that so they had quality gear for themselves on fire.  That’s the thing there that I see when you get some longevity out of companies is because they spend a lot of time and money on infrastructure and in the long run that’s good for your employees and good for your clients, and so on.  It can be very challenging in all industries building a business, but taking that and having a little bit of drive in yourself and in your company to invest money back into your company.  It’s very important. And I feel like that’s what some of the tax breaks are about.  If you receive tax breaks from the government, that’s why they’re doing that, because they want you to take that money and reinvest it back into the infrastructure or paying an employee that you normally wouldn’t have been able to pay for six more months or something like that.

Linda: Exactly.

Kent: We need to be mindful of that, of what’s good, what’s good for your company and not necessarily what’s good for yourself as an individual.  I watched this video and this guy’s name was Simon Sinek.  And the name of this video was, “Why Leaders Eat Last?” And the video was profound.  It’s just amazing the things he says. But one of the big things that really hit me was the reason why people allow their leaders to make so much money is not because of money but because of safety. Back in the old days of kings and queens, they allowed kings and queens to do what they did because they provided safety. And that’s one of the things that we have to remember about running a company is that our job as a CEO is to serve our employees.  Our job is to create an environment that is safe for them which infrastructure does that because it always them to have a job for twenty years rather than two. You know, that’s one of the things that I do.  I watch self-help in videos from people that have ideas about how to be a better business, how to be better leaders, how to be a better person because I feel like there is never anything out there that you can’t learn more about.

Linda: That’s a really good point and Why Leaders Eat Last?   I mean, it’s so true so often the business owners are the ones who eat last or basically get paid last because they’re watching and wanting to make sure that they can pay the payroll of everyone else and they typically take it last and if there’s increased taxes, increased expenses, things that happen that you can’t expect it usually comes out of the owner’s paycheck instead of the employees, so it’s great. But that’s servant leadership really.  You’re talking about serving your employees, serving your community and that’s really a good quality so we all need to be those constant learners.  I think that’s a great example, too.  So thank you for sharing that.  The selfless leader that runs a company and cares about their employees and the people that they serve and you want to do it with ethics and good quality service.  I mean, that’s great.  That’s what America is built on really.

Kent: Yes.

Linda: Well, thank you.  Is there anything else you’d like to add?

Kent: No.  It’s good speaking to you again.

Linda: You, too. And please share your website again if people want to get a hold of you, and then the deadlines for those training courses incase they’re hearing this before the deadline

Kent: The website is starkcorpinc.com.  We are—it’s April 17th to the 23rd.  It’s first come, first served.  Once I get all ten spots filled, then the enrollment will be closed.  

Linda: Ok, well for anybody interested, please go to starkcorpinc.com and check that out, but also if you’re just interested in a security need, please contact Kent.  I know that he would really appreciate hearing from you.  But thank you, Kent, for giving us a little insight into a business that we don’t see on every street corner.  It’s not like a restaurant, a hotel, or a manufacturing facility.  It’s very unique but very necessary and I thank you for sharing about your business and your own experience.

Kent: Thank you.

Linda: Thank you.