>> No, definitely. If we had if when we started if we had many employees that were full-time, founder of Modern-Shed. I mean, kind of imagine, if you need to do a business organization and yo the organizing position, the person that's going to answer the phones or the people that are goin that when you start a company. It just absolutely doesn't make sense. We get busy one month. The that. So really, the most logical way to start anything is to just find the people that can help we have 5, 6, 7 -- there's about 12 to 14 people, between, kind of manufacturing and the office a the states. >> One of the key things that attracted me about Modern-shed was that I was coming from the real that I used to be with in fact, did sales and marketing for multi, multi-million dollar projects. itself so that we're essentially insulated from what's going on in the general marketplace. I'm so wall, window-wall, window-wall. We kind of changed the siding. But you heard that conversation abo >> Yes, yeah >> Eric Johnson is our fabricator, and he's actually sent up to support not only Modern-Shed, but panelizing world for home builders. Well, because that industry has really fallen off because of t not been affected by the downturn. In fact, if anything our sales are increasing. So it works out no financial interest in it. The dealer network is really set up to take advantage of markets that that also represent other products. They just aren't directly competitive to Modern-Shed, so they' reps and the dealers about either new product, new promotions, changes in pricing, new opportunitie because all those folks are independent contractors. were full-time, we definitely would not be the same today, or even possibly here. Name is Ryan Grey Smith, anization and you want to bring it all in-house, you have to have the accounting position, you have to have le that are going to make the things, and you have to have all of these positions, and you just can't do one month. The next month, we weren't as busy, and this is the way business goes. It'11 come and go like e that can help you out and work out an arrangement. And so we have -- within the organization right now, and the office and sales here in Seattle. Outside of Seattle we have 12 sales reps and 35 dealers across ng from the real estate industry, which has absolutely been decimated throughout the country. The company dollar projects. That industry is going to be asleep now for about 3 to 5 years. Modern-Shed has positioned arketplace. I'm Scott, and I handle Sales Marketing with Modern-Shed. It's very interesting, that window- t conversation about the corrugated? - Modern-Shed, but other companies that may have a panelization component. He actually comes from the n off because of the economy, we become a solution for Eric, because interestingly enough, Modern-Shed has So it works out really well with the fabrication being something that's third party, offsite, and we have age of markets that we think we've got an initial logical fit with, and so the dealers are essentially folks dern-Shed, so they're complementary. Now on a monthly basis we'll actually have conference calls with the ng, new opportunities for them in terms of their marketing. So again, it's very, very lean and unstructured Scott, the sales and marketing manager, says that Modern Shed is insulated from what's going on in the general marketplace. Part of the reason for this is Modern Shed's structure. By using a structure, Modern Shed is able to: Create dual lines of authority throughout the organization that respond to marketplace changes Easily expand and contract the company without assuming increased financial risk Bring positions in-house so work can be more closely monitored and controlled O Manufacture standardized products that can be sold at lower prices What are the disadvantages of Modern-Shed's current organizational structure? Check all that apply. External companies have access to proprietary information about Modern Shed products. Ryan may find it difficult to maintain control over how his sheds are sold and installed. After three years, subcontractors will automatically become part of the Modern Shed organization. The employees who are putting up the structures may not feel a sense of loyalty to Modern-Shed, Grade It Now Save & Continue Scott, the sales and marketing manager, says that Modern Shed is insulated from what's going on in the general marketplace. Part of the reason for this is Modern-Shed's structure. By using a structure, Modern Shed is able to: o create dual lines of authority thra functional anization that respond to marketplace changes Easily expand and contract the team-based assuming increased financial risk O Bring positions in-house so work psely monitored and controlled Manufacture standardized produd sold at lower prices matrix virtual What are the disadvantages of Modern Shed's current organizational structure? Check all that apply. External companies have access to proprietary Information about Modern Shed products. Ryan may find it difficult to maintain control over how his sheds are sold and installed. After three years, subcontractors will automatically become part of the Modern Shed organization. The employees who are putting up the structures may not feel a sense of loyalty to Modern-Shed. Grade It Now Save & Continue