The Right to Repair a Nation – Workplace Education with Purpose - with Eric M. Johnson – [Ep. 274]

Linda J. Hansen:  Welcome. Thank you for tuning in to this episode of the Prosperity 101 Breakroom Economics® Podcast. My name is Linda J. Hansen, your host and the author of Prosperity 101, Job Security Through Business Prosperity, the Essential Guide to Understanding How Policy Affects Your Paycheck® and the creator of the Breakroom Economics® Online course. The book, the course, and the entire podcast library can be found on prosperity101.com. 

I seek to connect boardroom to breakroom and policy to paycheck. By empowering and encouraging employers to educate employees about the public policy issues that affect their jobs. My goal is to help people understand the foundations of prosperity, the policies of prosperity, and how to protect their prosperity by becoming informed, involved, and impactful®.

I believe this will lead to greater employee loyalty, engagement, and retention, and to an increased awareness of the blessings and responsibilities of living in a free society. Listen each week to hear from exciting guests and be sure to visit prosperity101.com.

Thank you so very much for joining with us today. It is always a pleasure to think of everyone in the audience, whether you're listening to the audio version or you're watching the video that we now have on Rumble and YouTube. But we thank you so much that you are a part of this audience and you care enough about the issues in America that you are taking time to tune in.

So today I have someone that has information that matters to you. Likely you drive a car, even if you don't have a license, you ride in a car or a vehicle, or you might be a farmer and you have farm equipment. It's such an important issue.

We have covered it before on the podcast, but I do have a repeat guest to discuss the right to repair legislation in the US House and Senate. But before I introduce my guest, I do want to say thank you so much to the Prosperity Partners who help us keep this podcast on the air. I just want to pause and say thank you.

When you have sent money in, I know you're making a choice. So thank you so much for little amounts or bigger amounts. It doesn't matter.

The fact that you're engaged with this effort and you support this work means the world to me. And if you'd like to become a Prosperity Partner, please go to the website, prosperity101.com and hit the Prosperity Partner link. Also, I'd like to just give a little tease that we have something coming up soon.

I'll be releasing a new opportunity for employers and those who support our efforts, either by monetary support or even just support to share what we do with others. So keep watching this space because in the next week or two, I'll have a pretty big announcement. So keep watching this space.

And all this is made possible not only through our Prosperity Partners, but also our Strategic Partners, those who help us to spread the freedom message, the businesses and organizations that are aligned in the freedom message. So please go to our website, go to the show notes and support those businesses and organizations that are like-minded and really want to help America be strong and free so we can help the world be strong and free. So with all of that being said, I'll go back to my guest, who is a repeat guest and someone who I value so highly, Eric Johnson.

Eric is with Arnold Motor Supply in Spencer, Iowa. He has been on the podcast before. And in my mind, Eric is one of the just greatest examples of someone who really wants to pour into the workforce, who wants to help employees understand the connection between policy and paycheck, and also wants to help employees understand that he cares about them.

It's more than a job to him. And so, Eric, I thank you. I know you view your job as a calling, a calling from God. You view it as a ministry in so many ways, and it shows. And I just want to thank you for that, but also thank you for joining me again on the podcast. Welcome.

Eric Johnson: Wow. That's quite the introduction. Thanks, Linda. I appreciate it. I enjoy the opportunity to chat about some of the issues.

Linda J. Hansen: Yeah. You have been a great inspiration to me in so many ways. But before we get into some of the issues and things, you're sitting in your office there at Arnold Motor Supply.

For those who may be listening who didn't hear the first episode, could you explain a little bit about the history of Arnold Motor Supply and how you ended up being in that chair?

Eric Johnson: Certainly. Yeah, I'd love to. One of my favorite things is to talk about this company. So we are 98 years old currently. In fact, I just had a meeting this morning as we're getting ready for our centennial celebration, which will be coming up here in 2027. So the business was started here in Spencer in 1927.

We've grown to we now have basically 80 locations across the Upper Midwest from West Central Nebraska all the way through into Illinois, a couple locations in Minnesota, one in Missouri. So we have about a thousand employees across all of that and really work much in the commercial vehicle, passenger vehicle and off-road construction, ag space, providing parts, tools, equipment, whatever it is to keep everything running and on the road. That's what we do.

Linda J. Hansen: That's what you do. And you have retail stores and online purchasing and of course, wholesale, correct?

Eric Johnson: Yes. Yep. Yep. All of the above. Yes.

Linda J. Hansen: All of the above. And so we will give the website at the end. So listeners, you can go and learn how to be a customer of Arnold Motor Supply, but it's a great place. It's a great place to work. It's a great operation. And Eric has been at the helm for how long?

Eric Johnson: Roughly just about six years. It'll be six years coming up here this winter.

Linda J. Hansen: And I'm going to ask you one more question about that before we go into policy. What would you say is your biggest challenge in that role?

Eric Johnson: Well, anytime that you have a thousand employees, that number in and of itself comes with challenges. So, basically I take seriously the responsibility to make decisions that help them be successful, help them. That's where their livelihood is coming from. We're also a partnership.

So we are owned by essentially 300 people. So a lot of people, a significant portion of their life savings is invested in this company. So, I'd say the biggest challenge is navigating the responsibility to all those people and to lead in a way that puts them first in the sense of making sure that their investment is successful and making sure that their career and employment is successful.

Linda J. Hansen: Well, I know from firsthand experience, seeing you in action with employees and hearing other things, you really are committed to that. Making your employees successful and helping them to realize that this is a company that cares about them. 

That's one of the things I really try to promote is like when you let your employees know how much you care, they care about what you know and they'll be more receptive to anything you try to share with them, whether it's about public policy or whether it's about community involvement or especially for faith-based employers, you know, maybe even your faith. I know that you have been able to share at times as well. So it opens up such communication when your heart is to protect and care and give and provide and be transparent, to be transparent.

Eric Johnson: I can't take a lot of credit because this company, again, goes back a hundred years and our founder really established this culture. So my job is to not break it. I'm here to fill in his shoes to the best that I can and maintain what he began.

It's certainly a lot easier to have a culture like that in an organization where you've been fostering that environment for a hundred years. So, yeah, I'm pretty fortunate in that regard.

Linda J. Hansen: Yeah. Well, and he always said you build a business with people.

Eric Johnson: That's right. That's the secret.

Linda J. Hansen: Yeah.

Eric Johnson: That is his single most famous saying is you build a business with people.

Linda J. Hansen: With people, right. Now, you said you were filling his shoes or working to fill his shoes. But I will just give a little tidbit of trivia for the audience that this past year on Halloween, I guess the staff decided that Eric should dress up as the company founder.

So, if you want to find that, it was posted it on LinkedIn and it was great. So you should take a look at that. And I just think that's wonderful.

Eric Johnson: Yeah, I'm usually not a big Halloween costume guy, but compared to the Dalmatians that I had running up and down the hall of accounting here, I was pretty tame. But yeah, somehow I let them convince me to be E.P. Arnold for Halloween.

Linda J. Hansen: Yeah, I think that was just great. So it shows that's the type of atmosphere you want in a workplace where it's a family, it's a team, a team environment. And that's so important.

And when you were on before the previous episode, we talked about that importance of building a team environment, about sharing about the policies that affect the paychecks in your workplace. And we talked about one specific legislation that truly affects your industry and your business. It's called the Right to Repair Act.

And for those who did not hear that previous interview or are unaware of this legislation and the long fight that the automotive industry, especially the automotive repair industry, has had to get this passed. Could you give them an overview of the right to repair legislation and then where we are in the movement of trying to get this passed?

Eric Johnson: Sure. Yeah. So right to repair, it stems from technological advances that are happening in our space, it is specific to passenger cars. That's what we're really focusing on. You're hearing similar arguments, similar discussion in multiple other industries, but specific to passenger cars, what we've seen happen.

And let's go back in time even to the 1980s as vehicles were starting to become more electronic, less mechanical parts, more electronic parts, more computer modules. We needed a means of diagnosis. And so everyone would be familiar with the fact that in your vehicle, there is a port called the OBD-II port, which is the thing that's under your dash that a technician can plug a scan tool into and read codes out of your vehicle.

So at its basis, we're looking at that ability, which this industry developed and really established as a standard back in the 1980s into the 1990s, which gave all of our technicians that operate in this industry the ability to read those codes, to understand what's going on in the vehicle to help them diagnose and repair whatever needs to be repaired. So flash forward to today, the technologies obviously are far more advanced today. The electronics that are in these vehicle systems are far more advanced than they were.

And the diagnostics really are moving in a direction toward what we call telematics. Telematics simply being the ability to transmit that diagnostic information directly from the vehicle through the internet to the cloud. And what the crux of this right to repair argument as it pertains to vehicles really is who owns, who has access to, who controls the diagnostic information that's being fed from the vehicles.

Our point, our stance in this argument is that the owner of the vehicle or the leasee of the vehicle, the one who is driving the vehicle, should have complete control over all of the diagnostic information that is being generated from that vehicle. Should be able to submit it wherever they want, to who they want, when they want. And vehicle manufacturers are pushing back against that and obviously they have a financial incentive to do so.

I think we're all understanding that we are really living in a data-driven economy today and there's a lot of money at stake in controlling access to data. And so the vehicle manufacturers are adamantly opposed to the idea of losing control of diagnostic data. In my opinion, the arguments that they make why they need control of that are really none of them make sense.

They express a lot of intellectual property concerns. They express a lot of data security concerns. I totally am obviously very supportive of intellectual property rights.

Anyone who is in a free market economy is built on intellectual property rights. So no one would dispute their right to their intellectual property. And no one is also going to dispute the need for secure cyber communication, all of those kind of things.

But at the end of the day, those are not reasons that you or me or the listener who owns a vehicle can't control at no cost to me where that diagnostic data goes. That's the crux of the right to the repair argument as it pertains to passenger vehicles.

Linda J. Hansen: Well, and it's so important, not only the data. We've talked before, you and I have even talked about insurance companies, sometimes some cars have data that shows how much you weigh when you sit in the seat, how fast you drive, how quickly do you brake, do you use your turn signals, all these things, which is so intrusive exactly. But I mean, we can understand why they want that. But then who has that data long-term? Whose data is that? It should belong to the individual.

So that is something. But when we're talking about repair, I know we discussed before in the previous interview about even farmers, the ag industry, they may want to repair their tractors and they may have two others that have all the right parts or something, there may be restrictions on what they can repair. And this is just so damaging to the businesses to especially, think of businesses with fleet vehicles and the limitations on being able to repair the vehicles within their fleet, or maybe even the people who drive those cars within that fleet, if they know how to fix certain things.

And it's just really intrusive, I think, on people's rights, but also indicative of the time when everything is trying to be controlled. So you said, I mean, we've been fighting this fight for a long time in the legislature. And each year it comes up and gets a little farther along, whatever, it seems like this year, there might be some really good traction for it.

So can you explain where this is in terms of the legislation journey? But then also, we want to make sure businesses understand how it affects them, but then what they can do about it.

Eric Johnson: Yeah. So yeah, I think I've been traveling to DC for about eight years to talk about this issue. At the beginning, it was deer in headlights.

Nobody had a clue what we were talking about. It really, the instant reaction that most legislators had was, well, I'm against that because of intellectual property. Once we've been able to kind of tell the story of we're not after source code, we're not after any of the other proprietary things that the vehicle manufacturer correctly and rightly owns.

All we're after is the diagnostic data that's being generated by the vehicle. They've started to understand that this does make sense. And so there has been a shift within, in the legislative space over that period of time that I've been going out there.

So for the last couple of years, we have been able to get a bill introduced. This year, there actually is one in the house. It's HR 1566 and one in the Senate, which is S1379.

So at least, we've made it that far. We are now trying to get it through committee and to the floor for a vote. And so at this point, it kind of comes down to talking to different legislative aides and getting into more of the minutiae of the bill, the language.

What is it about this language that may give you pause to give us a yes vote should it make it out of committee and hit the floor? So a lot of those things are going on just to get a better understanding of, to me, this is a no brainer. It makes total sense.

Why would anyone not support this? But yet they do have legitimate pieces within the language. One of the things that we recently heard was it was a little too loosely written, which gives the administrative state a little bit too much leeway to determine how they're going to enforce it, which makes sense.

I mean, it needs to be crafted in a way that is specific as to what we're doing. So I think there are some just semantics of language that we're working through. But in general, I do think that the legislators are supportive.

So we have done things within our company too. There is one particular legislator who is on the House committee in play here. And we have several locations in that district. So I have asked, company-wide, I have asked people to just go to different websites that our Auto Care Association has set up to help facilitate, make it easy for them to send a message in support.

But I have made specific calls and emails to those locations in the district of the representative who sits on that committee to make sure that our voice is heard. We have hosted the representative in one of our facilities. And I've been in DC to visit their office more times than I can count at this point.

So it's that perpetual, just constant persuasion, and just continue to make your case and make your voice heard. But at the end of the day, we do have the big advantage of, this is a consumer rights issue. And so, it's pretty easy to tell the story about, let's do what's best for the American public as consumers. And it also is a grassroots, while the auto manufacturers have a lot more money than we do, obviously, we can point to all of our employees in local districts that say, all of us are impacted by this legislation. 

Speaking of the vehicle manufacturers, when we were last in Washington, DC, which was in September, we had an industry-wide event, we call it a legislative summit, where among other meetings that were taking place, several hundred of us went to Capitol Hill to discuss with our individual legislators. And while we were there, the vehicle manufacturers had rented trucks with fight right to repair messaging on the trucks to try and get into the heads of legislators.

I take that as a very positive sign that, while we have hundreds of people out there to sit down and talk face-to-face with legislators, they're wasting money on billboard trucks to drive around with messaging. I mean, that smacks of desperation to me. But it's interesting how that whole process works, to actually try to get something done in Washington, DC.

Linda J. Hansen: Right. Well, to actually get something done in Washington, DC is quite an experience. You need like a whole lifetime, I think.

I often say it's like eight layers of a spiderweb. And each point on the spiderweb has to be touched and connected with before you can get the legislation passed. And by the time you get up to the top layer, that's just about the time somebody retires, or there's an election and some new person's in, or all the staff is gone because they took different jobs.

And you're just like, really? Back to square one?

Eric Johnson: Yep. Start over.

Linda J. Hansen: Yeah. And people don't realize because it seems like, why don't we do this common sense thing in government? And, you know...

Eric Johnson: Did you just say common sense in government? I know. Yeah.

Linda J. Hansen: I know it's an oxymoron, but yeah. But this is a great example, too. You brought up the association, and I'm so glad you did, because just for full disclosure with the listeners here, I'm so grateful.

Eric has actually been a client of Prosperity 101®. I'm so thankful that you've been using the course in the workplace, my online course, but also you invited me in to speak to one of your employee meetings. And it was really great to talk to the employees, but also to encourage them.

When you can provide information for your employees that gives them the full spectrum of understanding about this issue and how it affects their paychecks, affects their family, affects their community, affects the business that employs them, then they can make up their own mind. I always tell employers, you don't have to tell them what to think or what to do. Just provide information and help them see what questions they might want to ask before they make a decision.

You were just such a great example of that. When I came and I talked to your employees, as I was starting to say that you can have an association leader, you can have a lobbyist go into offices in DC or at your state legislature. And that can be great. I mean, it can be helpful. Of course, it brings attention to the matter. But if you have a thousand employees from a certain congressional district that are calling the office of their representative, that speaks a lot louder.

And so even 10 people in a congressional district, even 20 people, it's amazing. So, there's always the thing, if you, at the federal level, if you make a phone call or an email, they will view it as at least a thousand people hold your opinion. And at the state level, they view it as at least a hundred people hold your opinion.

So, this is huge. So, the individual has a huge opportunity to really impact policy. And so, it's important that they know which policies affect their paycheck. In your industry, we've got one glaring policy here, right to repair. In some other industries, it's other things. It's other regulatory issues or taxation issues.

And to have an employer, such as yourself, who takes time out to help them understand how this affects the business, what they can do to be a more informed citizen about it, but then what they can do to protect their own paycheck or future. I mean, you're giving them a gift. And this is what I always say with Prosperity 101®. You're showing them you care. This is so important. So, do you have anything to add to that?

Eric Johnson: No, I think as a leader of the organization, I approach this from the mindset of, these are smart people. Every one of them is intelligent. They're very capable people.

And so, I don't bother to try and tell them you have to do this, or you have to vote this way, or you have to tell the legislator this. I present them the facts. And when the side that you're trying to argue is the right side, I mean, when it makes sense and it's what's best for everybody, it's a pretty easy story to tell just to put out the facts and let truth land where truth lands, because that's just an easy way to do it.

I always say, if you see somebody who is just yelling and screaming, and they probably, if they're trying to drown out the opposition, that means they don't have any truth to their argument, and all they can rely on is volume. So, in our case, we just try to get the facts out there, get it into as many hands as we can, and let them trust them to react in the way that makes sense. I give them all the tools.

Do I know what percentage of people actually follow up and contact their legislator? No, I don't. Is it three-fourths? I'm sure it's not. I'm sure most people don't do anything. Maybe it's 50-50.

It's probably less than that, that actually take the time. But to your point, nobody in a lot of issues are actually taking the step to make a call. So, it doesn't take all 1,000 of our employees to reach out to get something accomplished.

Even that, if it's 25 percent, well, that's still 250 people that have contacted on behalf of this issue. So, that's the way to go about it, in my opinion. It takes patience, which sometimes I lack.

Why the whole political thing drives me crazy, I don't have the patience to be a politician. When we get stuff done, we get it done in an hour instead of a year. So, that's just the difference between the pace in which things move on Main Street as opposed to on Pennsylvania Avenue.

Linda J. Hansen: Exactly, exactly. And that's good. But one thing you're doing, though, by sharing this information with them, whether it's the information I have with Prosperity 101®, which again, thank you, we're sharing information just on the basis of our government and how it works, but then different policy issues that affect them and really surround things like a specific legislation right to repair.

So, we have very general information in the course, but then they can see that and apply it within the context of a specific legislation or their business. And I know you've said it helps them to take on a more ownership mentality, which I just love, and that was always a goal for me in sharing this. But whether someone uses my material or just helps educate their workforce on how to make an impact with their elected officials, I mean, this carries over to every issue.

So, whether the employees work for you in the future or they don't, you have truly helped them become better citizens and better leaders. And that's a gift you've given back to the community and to our nation. So, I just salute that and thank you for that and to every employer who's doing the same thing.

I mean, this is how we change America. This is how we reclaim and preserve America.

Eric Johnson: Yeah, no, I agree. And I think, the other thing that's important that we have taken advantage of is a political action committee.

Which, at some level, I'm always a little skeptical of PACS but done in a grassroots way, I do think it's necessary. And so, our industry does have the AutoCare Political Action Committee, which we call ACPAC. So we've also done fundraising campaigns within the company for that, because again it's us against the original equipment manufacturers.

They have way more money than we do, so we have to offset that with just the volume of our voices, the quantity of our voices, but it still does take money. You know, we do have to have people in Washington, D.C. to coordinate all these meetings, to rent the meeting space to get us all there. So there is investment as well. And so as much as I don't necessarily love the idea of political action committees, you do kind of need that.

Linda J. Hansen: Yeah, it is. One last question for you, and it's unrelated to exact policy, but it is totally related to what we're talking about in terms of leadership in the workforce. And I know that you are very dedicated to your walk with Christ and to living out that walk in the workplace.

And what would you say to other employers who truly believe in the Judeo-Christian principles of this nation? They want to honor God in the way that they run their business or the way they treat their employees. And they want to be able to be vocal about that without overstepping bounds, but by showing employees that they care. And what would you recommend to employers who really want to live out their faith and to honor God within the workplace?

Eric Johnson: Well, I would say that when you base your life on the truth, the tenets of scriptures, I frequently say that when you make some of those big decisions based scripturally, a lot of your other decisions that you have to make just kind of flow naturally from that. So how many decisions do I make in a day? I couldn't even begin to tell you.

But yet when you have some of the real big fundamental decisions already made, the rest of them just kind of happen. They just flow from that. And the reality is when you do things the right way, and there is a right way, sometimes in today's world, it's controversial to even say that there is right and wrong. It's your truth and my truth. Well, that's kind of stupid, honestly, because there is such thing as absolute truth. Absolute truth.

And when you follow some of these principles that are just right, the business, the culture is better off. So even people who don't hold that same worldview benefit from it, because we are making decisions based on the way the universe works, the way it was created to work. And so I think at the end of the day, there is overt and there's covert, if you will.

You know, yes, overt. Talk to people about what your belief is and encourage them in that. But there's also the covert in the sense of just lead right. You know, lead according to the principles that are espoused in Scripture, that are laid out for us. And when you do both of those things, the entire organization, your customers, your community, everything is better off because you're doing things in a way that benefits. 

You know, again, as Christians, it's not about us. It's about other people. And so when we live in a way that's beneficial to them, that is business.That's meeting the needs of your customers. That's meeting the needs of your employees. I mean, it just flows from that.

Linda J. Hansen: Right. And choosing to honor Jesus Christ in the workplace really does honor everyone. And whether they're believers or they're not, like you mentioned, just living that way and operating in that manner, that sense of humility and servanthood and truth.

All truth is God's truth. And so, you mentioned absolute truth. There is absolute truth. And when we walk with that, we can really honor other people and elevate the atmosphere in the workplace, the atmosphere for everyone's families, and hopefully the flourishing and the freedom for everybody, both in your company and in the nation.

Eric Johnson: And it really helps you too. Are there people that disagree with my opinions there? Absolutely, there are. But living that way helps me treat them better anyway. I mean, so it's a win-win in that regard.

Linda J. Hansen: Right, right. So that's great. Well, you've been such a great example for an employer. But not only that, Arnold Motor Supply is a great company to do business with. So one last thing, do you have any other closing comments before we give your contact information and let people know how to reach you?

Eric Johnson: You know, the only thing I would say is don't be afraid to get involved in the political thing. You know, when I first went to D.C., it was eight years ago, whenever it was to do this, I didn't have a clue how the process worked. But there were a lot of people who just helped make the connections.

And it's not complicated. I just, here's what I think. Here's how this decision impacts me as a business. And here's how you can, the legislators really truly do want to know. They want to talk to you. They want to hear your voice.

Even if it's somebody who you don't like their policies or you disagree with them, they do really want to know. They want to learn. And so get involved. Don't be afraid of it. Don't be intimidated by, oh, I could never do that. It's really pretty simple.

Linda J. Hansen: It is. And it just becomes something that's intimidating because it's not what we're familiar with.

Eric Johnson: But if the legislators are no different than the rest of us, they're not smarter than we are. They're not, they may talk better in front of a camera than most of us. But as far as the rest of it, they're just just like us.

Linda J. Hansen: Right. And they can't know everything. So they ask to help them understand. I mean, they really do. They can't.

Eric Johnson: Yeah, they're usually very appreciative. 

Linda J. Hansen: I've been able over the years to really alert legislators to so many things or things that are in bills that they had no idea. And they said, oh, I mean, they don't have time to go through everything. Think of what they're going through.

They go, you're talking about decisions every day that you make or I make in a day. I mean, I can't even imagine some days for them. And so, and then they get a 3,000 page bill dropped on them and they have to vote on it in two days.

I mean, that's just silliness. But yeah, that's a whole nother topic, but they do need our opinion. So again, and so for listeners too, before we give out the Arnold Motor Supply information or how to contact Eric, I want you to know that whether it's right to repair or another issue that you're concerned about at the federal switchboard, the capital switchboard is 202-225-3121.

The capital switchboard 202-225-3121. When you call there, you can just call and ask for your legislator, or you can, if you don't even know, some people don't know because it's not what they follow. You can say, I live in this area and I want to talk to the Congressman from this area, or I want to talk to my Senator from this state and they'll connect you and then just give your opinion and become an informed, as I say, an informed, involved and impactful citizen, and you can make a difference.

So, so thank you, Eric, and tell people how to contact you and Arnold Motor Supply.

Eric Johnson: Well, the best place to find me would be on LinkedIn. Unfortunately, with a name like Eric Johnson, there are who knows how many, but my middle initial is M like Michael. So you can find me as Eric M Johnson on LinkedIn and our website is Arnoldmotorsupply.com.

Linda J. Hansen: All right. Well, thank you so much. And I look forward to having you back again for another update.

And thank you for all you do to educate employees, but all you do to be a great member of your community and to try to honor God in the workplace and everywhere you go. So thank you.

Eric Johnson: Yeah. Thanks, Linda. Hopefully next time we can talk about how right to repair is done and over the finish line.

Linda J. Hansen: Absolutely. Thank you.

Eric Johnson: Thanks.

Linda J. Hansen: Thank you again for listening to the Prosperity101® podcast. If you enjoyed this episode, please subscribe, share and leave a great review. Don't forget to visit prosperity101.com to access the entire podcast library, to order my newest book, Job Security Through Business Prosperity, the Essential Guide to Understanding How Policy Affects Your Paycheck®, or to enroll you or your employees in the Breakroom Economics® online course.

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