SERIES: Caucus: New Jersey with Steve Adubato
TITLE: Making Small Business Work, Part 1
SHOW #: 2253
STEVE ADUBATO, host:
Making Small Business Work, next on CAUCUS: NEW JERSEY.
Announcer #1: Funding for this edition of CAUCUS: NEW JERSEY has been
provided by The Provident Bank, Verizon communications and by QualCare, Inc.,
a local managed care company covering 600,000 New Jersey residents.
JOANNA CAPLAN reporting:
In today's economy, with so much talk about struggling Main Street, opening
your own business might seem like a very risky proposition. But for two
restaurateurs, Matty Terranova and Brian Karluk, opening their own restaurant
was exactly what they decided to do.
Mr. MATTHEW TERRANOVA (President and Owner, Steakhouse 85): We decided to go
into business together, Brian and I, after doing a venture down in Princeton.
We happened to really hit it off.
Mr. BRIAN KARLUK (Executive Chef and Owner, Steakhouse 85): I was the
executive chef. Matty was actually our maitre' d. Matty took care of their
every need in the dining room, I took care of their every need in the kitchen,
and it was a perfect combination and people came in every night to see us.
CAPLAN: The two men knew they'd be successful running a business together,
but to open a restaurant they needed capital. So they turned to their friends
at The Provident Bank.
Ms. MARIA ROMANO (Vice President and Regional Manager, The Provident Bank):
The first thing that we ask when a customer comes in and is interested in
opening up a business is, what kind of experience do they have in the
business? What kind of cash flow do they have? What are the projected
Mr. CHARLES HEPPEL (Vice President and Cluster Manager): Normally people
don't come in as well planned as Matty and Brian. They had a good business
plan. When we would sit down, they would go anywhere from showing me the
menus and what they were going to charge, to the volume of customers they
expected, you know, what they thought about how they were going to advertise
and, you know, market their business.
CAPLAN: Brian and Matty spent years in the restaurant business and understood
the importance of a comprehensive business plan. But even with a plan, things
Mr. KARLUK: And when we took it on, it wasn't by any means the best-looking
place. It needed a lot of work. Then, you know, when Matty made the decision
that we should rip it all down and start over, it doubled our budget. It made
an already crazy step even crazier.
Ms. ROMANO: We always know that at the end of the day there's unexpected
expenses that are going to come up. So you do need to have a certain amount
of--on reserve. We'd like them to have anywhere between three and six months'
of rental income on reserve.
CAPLAN: The plans for Steakhouse 85 were already under way when the economy
took a serious turn for the worse. But Matty and Brian weren't discouraged;
rather, they modified their business plan so that their prices would be
attractive to people living on a tighter budget.
Mr. TERRANOVA: Every night of the week we feature a blue plate special which
is very reasonably priced. I'm a firm believer, pennies make dollars. So
having that person come in and fill the restaurant, or sit at your table and
get a good quality meal, get good service, get good ambience and know that
they're not being, you know, overpriced on their ticket means a lot. That is
something that people definitely take into consideration, and they'll come
Mr. KARLUK: The number one challenge is adapting to the changes of the
economy. But the best advice Charlie gave us was to find your bottom number
and have a--have a three-tier budget.
One pound, just steamed...
CAPLAN: A three-tiered budget would identify the best-case, average or
worst-case scenario for the restaurant.
Mr. HEPPEL: There were certain fixed costs you're going to have every month,
as well. If you plan based on almost the worst-case scenario and you feel
you're going to make it work, the likelihood that it'll work is much greater.
Mr. TERRANOVA: For the five months we've been open right now, everybody's
talking about it. But I always said with quality and passion and respect and
cleanliness, you're going to have at least eight to nine people coming back
through that door out of 10.
ADUBATO: What a terrific report. I want to thank Joanna Caplan, our
Welcome to a very special series looking at small business and how to succeed
in this very difficult economic situation. I'm Steve Adubato.
Joining me here in the studio to discuss programs, services and everything you
need to know to make your small business work, if that's what you're thinking,
is our longtime friend Brenda Hopper, who is in fact the state director of the
New Jersey Small Business Development Centers. Rupen Patella's an extremely
successful entrepreneur and president and CEO of Rukh Development. Bruce
Rossi is vice president of the US Small Business Administration lending
division at The Provident Bank. And finally, Susan Scherreik is director of
the Center for Entrepreneurial Studies at Seton Hall University.
I want to thank all of you for joining us, and Provident for being our partner
in this initiative. Let's just put it out there. We looked at Bruce and his
partner, Marty. They got a restaurant. It--are restaurants the most common
small business and the fast--fastest-growing small business in and around this
area and in the country?
Ms. BRENDA B. HOPPER (State Director, New Jersey Small Business Development
Centers): I don't think so, no. It's all over the place.
ADUBATO: It's all over the place?
Ms. HOPPER: We have green businesses. We have fitness, exercise. We have
retail, service businesses, so.
ADUBATO: More than--more diversity than ever before in the world of small
Ms. HOPPER: Yes. Yes.
Ms. HOPPER: Because of--people are coming up with new ideas. There's new
products that people are attracted to. And people have to be creative.
Ms. HOPPER: You can't do the same thing you did 20 years ago, a nail salon
or a hair salon that's doing the same thing. You have to be creative and
ADUBATO: All right, somebody watching this--by the way, this is two-part
series. Someone watching, saying, `Ugh, I'd love to start a small business.
I've always wanted to start a small business, and I just got laid off so it
might be a good time. But, you know, the economy is what it is.' Bruce,
it--`I'm going to wait for the economy to get better.' You say?
Mr. BRUCE A. ROSSI (Vice President, The Provident Bank): There are always
opportunities out there. If you--if the time is right, this is the time to
ADUBATO: What does that mean, if the time is right?
Mr. ROSSI: Well, I'm--couple of months ago I had--I had a loan application.
Two gentlemen worked for a business, had been there for 20-odd years.
Successful business. The owner now wants to--wants to retire and sell the
business. The opportunity arose for these two gentlemen to buy that business.
ADUBATO: And they knew the business?
Mr. ROSSI: And they knew the business, because they had worked there for 20
years, OK? So there was an opportunity. That opportunity arose at that point
in time, and it wasn't going to be there six months from now and it wasn't
there six months ago.
ADUBATO: Hm. Did they get the capital?
Mr. ROSSI: They did.
ADUBATO: Well, let me ask you something. What did you see in those gentlemen
that caused you to say, `Yes, we'll take the shot'?
Mr. ROSSI: Experience, number one. The desire.
Mr. ROSSI: Passion, exactly. And they understood the business. I--you
know, knowing the business and understanding the business, I think, are
ADUBATO: What's the difference?
Mr. ROSSI: Because knowing the business--if you're a tool and dye maker, you
know how to mill metal, OK? But understanding the business is understanding
purchasing, understanding inventory control, understanding withholding taxes,
understanding that you need professionals to guide you.
Mr. ROSSI: Your three best friends should always be your banker, your lawyer
and your attorney, OK?
ADUBATO: Not your brother-in-law?
Mr. ROSSI: Not your brother-in-law.
ADUBATO: You know this is coming, right? OK, you just laid out a great
model, all right?
Your story is a little bit different. You received--did you break almost
every rule? I don't mean laws, but--how about this? Here's your story, and
see what you think of this one. 1986 graduate of NJIT, degree in electrical
engineering, OK. You return from India, next five years, built a
manufacturing business, different importing-exporting business, India to New
Jersey, etc., etc. What happened in October of 1991? You sold your business
and then what happened?
Mr. RUPEN PATEL (President and CEO, Rukh Development): Well, actually,
I--when I sold the business, I actually, because of the passion--and as you
mentioned before, the passion is very important to, you know, any business
that you start. You have to have that desire, internal desire to work with
it, you know, time day, or doesn't matter whenever it is. And because of
that, you know, the customers comes to you and say, `Hey, you know, you're
back--can you get back into the same business? You need to get back into the
business because we don't see the same passion from the--from the people who
you sold it to.'
ADUBATO: But you needed capital.
Mr. PATEL: I needed capital.
ADUBATO: You borrowed 200 grand from your brother.
Mr. PATEL: Exactly.
ADUBATO: Not your brother-in-law, I want to clarify.
Mr. PATEL: Brother. Brother is...
ADUBATO: Brother-in-law's out. Brother-in--brother is in.
Mr. PATEL: Brother is in.
ADUBATO: And did--how did--how did that conversation go?
Mr. PATEL: Actually, my brother believes in me, what I do. He trusts me
with a confidence in a--in a--in a old American fashioned way. When I say it,
we're still a joint family. When I say that, we, you know, it's kind of a,
anything that I do is--his kind of a blessing is always part of it.
ADUBATO: We're talking about 200 grand.
Mr. PATEL: It--the money is a secondary factor when it comes to our family.
ADUBATO: Maybe in your family, but go ahead.
Mr. PATEL: To be honest with you, Steve, that's a--that's where I come from,
ADUBATO: Hold on. Greg's been with us for 20 years, cameraman. Could you
get 200 grand from your family?
ADUBATO: Not this week. Your brother said, `I believe in you.'
Mr. PATEL: Exactly. And...
ADUBATO: And is--was he breaking a rule, by the way?
Ms. HOPPER: I...
ADUBATO: By the way, he's so darn successful it doesn't matter, but...
Ms. HOPPER: No. I know, I know. I've been in business with my family, and
that was the worst thing I ever did and will never do it again.
ADUBATO: OK, but you--but you did it.
Mr. PATEL: I am the...
ADUBATO: And you happened to succeed big-time.
Mr. PATEL: Yes. Yes.
ADUBATO: What did your brother get back?
Mr. PATEL: Actually, he got back his vacation time back. He's taking more
vacation than I can because he...
ADUBATO: He got his money back. He got his money back, though, right?
Mr. PATEL: His money's back and now he's...
ADUBATO: How'd he get his money back?
Mr. PATEL: He got his money back. He's actually...
ADUBATO: And a little bit?
Mr. PATEL: He's also partner with our business as well, so.
ADUBATO: Oh, OK. I just wanted to make sure.
Mr. PATEL: But as I mentioned before, we're a joint family, which means that
we're actually still altogether r into the whole ventures. And one of the
keys when I, you know, mentioned earlier is passion, desire, right time, right
place with your internal desire. That's what you need to be successful.
ADUBATO: Without that, forget it.
Mr. PATEL: There is no thing you can...
ADUBATO: Susan, let me bring you in here. Rupen's story; how typical?
Ms. SUSAN SCHERREIK (Director, Center for Entrepreneurial Studies): Very
typical, because the one thing that you didn't bring up is another P,
persuasive. Every entrepreneur has to be very persuasive, has to have selling
skills. You're selling skills started with your family, when you had to
convince your brother to lend you money.
Ms. SCHERREIK: Maybe you had to convince your family that you were going to
give up a steady job with a steady salary and not go that route and start your
own business and have another business. So every entrepreneur starts with
great sales ability.
ADUBATO: Let me get this clear. I work with a fair number of people outside
of my broadcasting work, I coach a fair number of folks. In full disclosure,
Provident's one of our clients. I work with some terrific people there. Paul
Pantozzi brought me in long time ago. But I--let me just say this. I work
with a lot of people who say, `I really have a passion. I'm an artist. I
love what I do.' `I'm a chef, I'm just not a salesperson.' And I say, `What do
you mean, you're not a sales'--`Ah, I don't like to sell.' Not wanting to
sell, not liking to sell, not being willing to sell and being a very
successful small business person do not go hand in hand.
Ms. HOPPER: You need to build a team. Like you said, you have a strong
ADUBATO: `But I don't--listen, I don't want to be out there. I just don't
want to be the one.'
Ms. HOPPER: Then you hire someone that does.
ADUBATO: But wait a minute. I'm playing devil's advocate here. I
believe--and you actually said to us, you said to our producers, listen to
this. You said, "Remember that you are your business. You are your business.
That means you better be working 24/7, 365 days a week. You always pick up
the phone, and your family better understand," even though you said your wife
gets very upset when you do that. I believe--and I'm not playing devil's
advocate here, I'm saying what I really believe--we are this business, but I'm
the business. What I mean by that is I can't delegate the raising of money
for this television series to anyone else. If I--I'm just so uncomfortable
asking for the money, I'm going to bring in a vice president of marketing. It
doesn't work. I have found that people will only invest in you. And if you
can't ask and won't ask because it makes you uncomfortable, that's not a great
combination to succeed in a small business. Your response?
Ms. HOPPER: My response, then you bring that vice president of marketing in
and you give them a piece of the business. They buy into the business, so
then they become the business as well.
ADUBATO: They're part owner?
Ms. HOPPER: They're part owner.
ADUBATO: The person who's got--OK, I want some reaction to this, because
you're saying that passion is key. You're saying sales, key. You can't
delegate it, can you?
Ms. SCHERREIK: No, but you can be a team player. We have--out of Seton
Hall, for instance, we have an alum who's frat brother and he, while they were
students, started a business. One of them was the tech guy.
Ms. SCHERREIK: The other was the marketing and selling guy. They're equal
partners, frat brothers, knew each other for years. They started washing cars
together and it grew into a commercial fleet washing business which is now
very successful. They're still together and they still have--they divide the
responsibilities. So you do need sales, but if you don't have it, it doesn't
mean that you can't be an entrepreneur. But you've got to find it in another
person, as Brenda's saying.
ADUBATO: Got to have a team.
And, Bruce, when you're looking at all these folks who come in, do you look at
the combination of people?
Ms. HOPPER: Absolutely.
ADUBATO: Business plan, what else?
Mr. ROSSI: Business plan...
ADUBATO: And the passion we got.
Mr. ROSSI: Right.
ADUBATO: The knowing the business we got.
Mr. ROSSI: Business plan on day one is probably one of the most important
ADUBATO: Describe that.
Mr. ROSSI: Well, it's going to lay out who we are, what we're going to do,
how we're going to do it, who we're going to market our products to and how we
intend to make money; what are our projections over the next 12 months, 24
months, what do we project our income and expenses to be? It's going to tell
me the story of this business. It's a--it's a road map, if you will.
Oftentimes, business plans are way too long.
ADUBATO: What's wrong with a long business plan?
Mr. ROSSI: Because you're not giving the information you need to do.
Usually it's fluff. Everything is repeated too many times and the reader gets
the impression that you're not getting to the point, you're avoiding the
ADUBATO: Which is?
Mr. ROSSI: How am I going to make this successful?
ADUBATO: Who's my market?
Mr. ROSSI: That's right.
ADUBATO: What reason do I have to believe that the product or service that
I'm offering is going to be responded to in a positive way by the market,
given my competition out there? What's my pricing?
Mr. ROSSI: And how am I going to market differently?
ADUBATO: Say it again.
Mr. ROSSI: How am I going to do it differently? What's going to make me
stand out from the competition?
ADUBATO: But how does he--devil's advocate, how does the average person do
market--you're talking about market research. How does the average person who
just got laid off and who wants to start a restaurant or whatever, how they
going to do market research? They don't have that expertise.
Mr. ROSSI: You're right. But there are--there are places they can go to get
help. The Small Business Development Centers in New Jersey, OK, do an
excellent job; SCORE, the Service Corps of Retired Executives.
ADUBATO: There are people.
Mr. ROSSI: The SBA. That's right. The resources are out there.
ADUBATO: There are resources.
Jump in, because that's a lot of what you guys do.
Ms. HOPPER: That's exactly what we do. We can help you walk your way
through this process. We can help you look at your teamwork. We can help you
look at your financing. We can help you with your cash flow, your
competition. Do you know your competition. You know, how're you going to be
better than the competition?
ADUBATO: You challenge these people.
Ms. HOPPER: Oh, absolutely. And...
(Graphic on screen)
Making Business Work Resource Center
ADUBATO: When you challenge them in that way, do a fair number of them say,
`Hey, wait a minute, that's not what I thought. I just didn't want to be--I
wanted to be my own boss. I didn't want to be told when I was going to work.'
Ms. HOPPER: Right.
ADUBATO: `I wanted to create my own hours.' And you tell them what about
Ms. HOPPER: A fair number of people don't come back to us. You know, they
make this appointment, they don't return. But then you have that--the few
that do come back. And we don't write the business plan for them, they write
it, so they understand it. They convince the banker that this is a good
product or service. So our services are free. We have free one-on-one
Ms. HOPPER: And low-cost training programs, so.
ADUBATO: Has it change--given the economic downturn, given where we are in
the economy right now, has any of this changed?
Ms. HOPPER: We see between 20 and 38 percent more, depending on which
location of our SBDC...
ADUBATO: But they are more likely to be rejected by banks today. Is that a
Mr. ROSSI: No, I don't think...
Ms. HOPPER: Yeah. Yeah. No.
ADUBATO: You don't? That's the perception out there. The reality is?
Mr. ROSSI: Yeah. I think--I think everybody talks about credit tightening.
Credit has tightened. There are a fair number of lenders out there who are
still lending. That doesn't mean they're lending under the same terms and
conditions that they were before.
Mr. ROSSI: Things are getting looked at a little bit closer, OK? But there
is--there is still opportunity there to obtain financing.
ADUBATO: Did you have a business plan?
Mr. PATEL: I was just about to say, I broke that rule. I never did the
Ms. HOPPER: That's right.
Mr. PATEL: But that doesn't mean the business plan...
ADUBATO: You ought to write a rule--a book that says "Breaking All the Rules
and Making a Ton of Money."
Ms. HOPPER: No rules, right?
Mr. PATEL: Well, actually, not the laws, the rules, when you mentioned that.
You know, one of my--when I started the businesses, when I, you know, looked
at the business plan and I blurred and I--something putting down on a piece of
paper just to satisfy to a person whom I'm explaining to what I'm going to
Mr. PATEL: ...vs. sitting down in front of the person, the banker. And my
always success story for the banker is I sit down with them, I explain what
I'm planning to do. They look at me and they look at my face and say, you
know, this guy is actually telling the truth.
ADUBATO: Look at your face.
Mr. PATEL: Telling the truth is the most important.
ADUBATO: What are you saying with your face?
Mr. PATEL: Well, actually, one of the key that I've been, you know, I've
been partners with Provident Bank as well. I mean, you know, my recent
experience for last two years, you know, when I started a banquet facility, I
know Provident rescued me in the middle of my construction project which, you
ADUBATO: What happened?
Mr. PATEL: Actually, during the construction, the previous bank backed off
funding it in middle of the project, and luckily, because the previous--one of
the banker from Provident Bank knew from me from the previous...
ADUBATO: So you had a good track record?
Mr. PATEL: Track record. And they came in and rescued.
ADUBATO: They loaned you money before. You were a good customer. The other
bank pulls out and you go, `Wait a minute, I have an opportunity.' But you had
a track record with these guys.
Mr. PATEL: No, actually, there was no track record, but I had a track record
with the person who actually moved from the previous bank to The Provident
Bank. So it...
ADUBATO: Oh, OK. Oh, I got it. How much of it is personal, though?
Meaning, how much of it is relationships between you and individuals who
happen to work for a bank?
Ms. HOPPER: It's very.
Mr. PATEL: It is the most important factor than anything else.
ADUBATO: OK. Why?
Mr. PATEL: It--you tell it the relationship the--as a banker, as a person,
not to a bank as a brand name, as to a personal relationship. My relation
with Bruce is going to one and one. He understands my business because we
deal with each other pretty much on a day-to-day basis.
Mr. PATEL: So if I get into a crisis where I need to get an advice, Bruce
understands, and he will look at that and, you know, see me working. That's
what they are doing is they're more focus of bankers is to help people who
actually, you know, believe in themselves.
ADUBATO: Susan, let me ask you a question. As Rupen's talking about this,
how many people who go into small business--into a business which is a small
business, usually--understand the importance of building relationships and
Ms. SCHERREIK: Yeah.
ADUBATO: And I don't mean just simply going to a cocktail party and handing
out your business card, I'm talking about real relationship building that
Rupen just described.
Ms. SCHERREIK: You know, I think a lot of people don't. And I think one of
the biggest mistakes people make when they want to be an entrepreneur is they
think they have a wonderful idea. They have a passion for this idea.
ADUBATO: Give us a for instance. I know I have someone in my family who is
very good--she bakes really well, and she's convinced that she should have a
bakery. Because every time when we're together as a family, you know, we
overeat and then the dessert comes out and, you know, Anne--I'm not going to
say her real name--Aunt Anne will bring out the, `Oh, my God, she's so good!
Look at the cupcakes! Look at the--she should--you know what?' I don't see
anybody putting any money, by the way, in the family. But, `She should have
her own'--the fact that she's a great--she bakes really well, what does that
mean about starting a bakery?
Ms. SCHERREIK: Well, what it means is she may have a secret recipe, a secret
formula. She doesn't want to share that, and that's fine. But she may not be
thinking--she'll think, `Well, I don't want to tell my neighbor I'm going to
start a bakery, because guess what, she makes a great coffee cake, and then
she'll beat me to the punch and be downtown first.' So what happens is,
though, is someone will have this great idea, but they won't share that idea.
What you need to do is build a network with other people, entrepreneurs,
bankers. Go to events where you can meet entrepreneurs. Build this network
before you're going to start a business.
Ms. SCHERREIK: Yes.
Ms. SCHERREIK: Because you are going to want to go to people and say,
`Should I start that bakery?' And they're going to say, `Did you consider
this? Did you consider that?'
ADUBATO: Tough questions.
Ms. SCHERREIK: Lot of tough questions. Also, another misnomer people have
as you--we were talking about money and having money to fund businesses. But
money is only part of it. What you--and you mentioned a key word before when
you were talking about your relationship, and that was advice. What you
really want to build with even the people that you're borrowing from is a
network of mentoring, of having people to have advice. Every good
entrepreneur may be a single entrepreneur by themselves, but they are standing
on the shoulders of a lot of giants that are invisible to you. We have...
ADUBATO: That's right. And without those people?
Ms. SCHERREIK: Your chances of success are less. You really need to take an
idea and tell other people about it. Because here's the chances. If you have
a good idea, the chances are somebody else already had that great idea. And a
lot of successful entrepreneurs will say, you know, good ideas are really
overrated. Entrepreneurship is about execution.
ADUBATO: Yeah, let's talk about that, because of all the people we hear who
say, `I've got a great idea,' or the other family members who frankly do
encourage them--and there's nothing wrong with that. To the family members
watching, I'm sorry if I've offended you. But I do hear this conversation.
And because I'm in--I run small--a couple of small businesses, I sit there and
I go, they have no idea. They have no idea. Someone--and as they're talking
about the bakery or someone's a great--`You're a great artist! You should
open up an art store. You should'--and I ask myself, should I tell them how
many weekends--and I was talking--or I was complaining to my staff. I hope it
didn't sound like complaining, but I was. How many weekends you go to
cocktail parties you don't want to go to, how many events you're asked to host
as an emcee that you don't really want to but you need--because the sponsor
asked you. How many times you're out late at night, how many times you're
looking at e-mail at some ridiculous time in the morning or you have the
BlackBerry when you really shouldn't, when you're with your family. A million
things. And I'm not complaining, because it's a great life. But my point is
all the people who talk about smart--starting a small business because they
can bake a cupcake or do whatever, I'm tempted to say, `Before you do it, let
me just describe the world I live in. It's a great one, but don't delude
yourself.' Am I being negative?
Mr. ROSSI: No, I think--I think you're being right on. Because your aunt
that bakes all the time, OK?
Mr. ROSSI: She may make the best cupcake in the world.
ADUBATO: And I tell her she should go to the chamber of commerce or the
rotary club and give a presentation, and she says, `Oh, I don't like to do
Mr. ROSSI: There you go.
ADUBATO: But that's business.
Mr. ROSSI: But--absolutely. But the fact of the matter is they have to
understand being in business for themselves. And that's what too many people
don't understand. If you--if you look at a restaurant, for instance.
Mr. ROSSI: And somebody who's a great cook thinks they can open an Italian
ADUBATO: They can cook. They got great recipes.
Mr. ROSSI: But what--but what they don't understand is that every time the
meat is overcooked and it goes back, it comes out of your pocket, OK? Every
time the waiter drops a tray of dishes and they break, it comes out of your
ADUBATO: But I'm a good cook! I'm a good chef. Why should that come back to
Mr. ROSSI: Because you are the business. You...
ADUBATO: He's right.
Mr. ROSSI: Yes.
ADUBATO: You are the business. So if something goes wrong in something we do
on television--this is always interesting. Something screws up--I mean, I
never make mistakes, but Terry, our floor manager, makes mistakes all the
time. But, Terry, mistakes happen, right? And I try to tell my staff
sometimes, no disrespect to them, but no one cares that you made the mistake.
Ms. HOPPER: That's right. It comes back.
ADUBATO: All they know is a show I was on looked bad. And my point is you
better learn to live with that and accept it, because if you don't you'll go
Mr. PATEL: That's true. That is true.
ADUBATO: Is it all--see, it sounds narcissistic to say this, but it's not
really. From a practical point of view, it is all on the owner.
Ms. HOPPER: I--this person here, who's very successful and broke all the
rules, you are a walking business plan. When you sat in front of the
ADUBATO: He's a walking business plan.
Ms. HOPPER: Yes. He told the story. He told the--he didn't have it written
down, but he told the story. He was thinking it through. And that's what
ADUBATO: I'll tell you what, this is only part one. Man, wait till you see
part two. We're going to teach you all kinds of good stuff.
Announcer #1: If you would like more information on this program or if you
would like to express an opinion, e-mail us at firstname.lastname@example.org and visit us
online at caususnj.org.
The preceding program has been a production of the Caucus Educational
Corporation, celebrating over 20 years of broadcast excellence, NJN Public
Television and Thirteen in association with wnet.org.
Funding for this edition of CAUCUS: NEW JERSEY has been provided by The
Provident Bank, Verizon communications and by QualCare, Inc., a local managed
care company covering 600,000 New Jersey residents.
Promotional support provided by NJBIZ, all business, all New Jersey; and by
New Jersey Monthly, the magazine of the Garden State, available at newsstands.
Transportation provided by Air Brook limousine, serving the metropolitan New
York-New Jersey area.
Announcer #2: Don't miss Steve Adubato and co-host Rafael Pi Roman each week
on "Inside Trenton," Saturdays at 8:30 AM on Thirteen and Sundays at 7:30 AM
on NJN Public Television.