File 42: In this episode of the Workforce Therapy Files, hosts Jamie Swaim and Molley Ricketts sit down with Ben Reno-Weber, CEO and Founder of Essential Innovations, to explore how companies can unlock over $60 billion in underutilized federal tax credits and training incentives. Ben explains that while programs like the Work Opportunity Tax Credit (WOTC) can provide employers with up to $2,400 to $9,600 back per eligible hire, less than 1% of small businesses take advantage due to perceived, administrative friction. Essential Innovations removes this barrier by streamlining workflows to help employers hire and retain essential frontline workers, including veterans, individuals coming off SNAP, and those overcoming past convictions.
Beyond hiring incentives, Ben emphasizes the need to solve root workforce barriers such as childcare subsidies, transportation, and long-term career upskilling pathways. When building his own team, he prioritizes curiosity, optimism, and durable skills over simple technical execution. Discussing artificial intelligence, Ben explains how technology itself is a commodity and that real innovation comes from using tools to eliminate human friction rather than replacing human relationships.
Key Themes:
- Unlocking $60+ Billion: The Hidden Tax Credits Small Businesses Leave Behind
- Hiring for Curiosity: Building High-Performing Teams in an Era of Change
- Workforce Pell Program: A New Program for Shorter-Term Trainings
- Breaking Workforce Barriers: Childcare, Transportation, and Upskilling Pipelines
- AI is a Commodity: Why Human-Centered Relationships Still Drive Real Value
- Lessons from Microsoft: Data, Automation, and the Shift Toward Durable Skills
- Conclusion
Episode Transcript
Molley Ricketts:
Welcome back to this episode of Workforce Therapy Files. Jamie and I are super excited to have an incredible guest with us today. None other than Ben Reno-Weber.
Jamie Swaim:
Yay. Welcome, Ben.
Molley Ricketts:
He is the CEO and Founder of Essential Innovations. We are looking forward to this episode and can’t wait to get into where you’re at with all of the wonderful things and follow up from a previous interview. So I’m going to kick it over to Jamie so she can catch us up to speed on where we are.
Jamie Swaim:
Perfect. Hi, Ben.
Ben Reno-Weber:
Howdy.
Jamie Swaim:
Ben is typing, right? All right, Ben, before we go in and dive into all the amazing stuff that we know we can talk about with you, I’m going to ask you a random question that just gets our juices flowing. But the cool thing about this segment is that we all answer it.
Ben Reno-Weber:
Okay.
Jamie Swaim:
Okay. So I want you to imagine that you’re stuck in an airport for six hours.
Ben Reno-Weber:
Okay.
Jamie Swaim:
Seems like it happens. Your phone is dead. You forgot your charger. Okay. So you cannot use your phone.
Ben Reno-Weber:
Sounds glorious.
Jamie Swaim:
So you’ve got your laptop. What is the non-work thing that you open first?
Ben Reno-Weber:
It’s a non-work thing on my laptop. So, I have been using AI to make art, and so I’ve been playing around with a couple of different things where something that I’m feeling or something that I’m experiencing, trying to use interesting prompts to make that into fun images or videos.
Jamie Swaim:
Interesting. I really want to see some of these.
Ben Reno-Weber:
So that’s probably what I would be doing if it were laptop bound.
Jamie Swaim:
Okay. Molley, what would yours?
Molley Ricketts:
That’s a great question. Golly. Honestly, truly opening my computer, it would be one of the other interests of business that if it weren’t Incipio, then it would be one of our other businesses that we have going on probably to check in on them and make sure that we’ve got notes. Because like we said on a couple of conversations that we’ve had in the past, there’s never a dull moment when it comes to the things that Molley is doing.
Jamie Swaim:
It also sounds like Molley cannot answer the non-work side of the question. Oh,
Molley Ricketts:
That’s probably.
Ben Reno-Weber:
So can I offer a though on this?
Jamie Swaim:
Yes, please.
Ben Reno-Weber:
I think we make this artificial distinction between work and life that when I talk to my friends who live in Asia, they’re like, “That is the dumbest Western concept that exists and that’s a statement.” Your work is part of your life.
Molley Ricketts:
For sure.
Ben Reno-Weber:
And so I think the more interesting thing is does it cost you or does it build you?
Molley Ricketts:
I’m that writing down.
Ben Reno-Weber:
Molley, if something that. I love writing pieces for LinkedIn. It gives me joy. Is it work? If you were using an accounting perspective on it, sure. But from a holistic life perspective, no, it brings me joy.
Molley Ricketts:
I love that.
Jamie Swaim:
Okay, that’s fair.
Molley Ricketts:
I think too, I have always leaned into what I feel like I’m best at, and I feel like I’m really good at working.
Ben Reno-Weber:
I agree. My experience of you is that it brings you joy.
Molley Ricketts:
Yeah.
Ben Reno-Weber:
Not all the time. Every job has dirty diapers, but you’re a joyful warrior in my experience.
Molley Ricketts:
Thank you. Thank you. So thank you for helping me be okay with that and not guilty.
Ben Reno-Weber:
Or maybe I’m just making excuses for my own workaholism. I’m willing to acknowledge that possibility too.
Jamie Swaim:
I think the spirit of the question is just trying to understand something about you that’s not work- related because we also have multitudes and I know Molley is one of those that contains that. In fact, last night my husband and I were having a conversation about whether or not Molley likes to drive fast cars. Did my face freeze?
Molley Ricketts:
No. I’m just scared of what you’re going to say.
Jamie Swaim:
No, you’re talking about how Molley likes to drive fast cars, right? So it would not surprise me to hear Molley talk about like, “Oh, I would be Googling my next opportunity to go and go to a track and drive a fast car. She also enjoys travel.” So it’s meant no judgment because I’m so glad that I’m surrounded by people that are doing work that fills their bucket. But I was also just trying to learn those kinds of things. Yes.
Molley Ricketts:
What about you, Jamie? What’s yours?
Jamie Swaim:
Oh, I do not do things that necessarily build me in my free time, Ben. Sometimes I spend way too much time reading books that offer no intellectual value or for just pure entertainment. And I think it’s because the life that I have is serious. There’s so much. I guess it does build me because it adds a little levity, a little bit of ridiculousness. So I watch TV and I read books. That’s what I would be doing on my laptop.
Molley Ricketts:
Nice.
Unlocking $60+ Billion in Tax Credits and Programs
Jamie Swaim:
Yeah. Okay. So Ben, the last time you were with us, it was in a loudy conference space. It was a really loud conference space, and we were talking about this company that you established to really solve some problems. So I want to give a couple of highlights and then we’re going to dive deeper because we felt like our time together just wasn’t long enough. Okay? Cool.
So here’s the highlights that we captured and you feel free to edit any of them. The first one though is that there is $10 billion hiding in plain sight. That was evident when we met last year. Okay.
Ben Reno-Weber:
Yes. More than that, but yes.
Jamie Swaim:
Okay. There’s over $10 billion in available tax and training credits like the Work Opportunity Tax Credit (WOTC) that companies could be claiming for hiring essential workers, yet less than 1% of small businesses take advantage of it. That was something big that we took away from our time together. Number two, that it’s not about awareness though, it’s about friction. People think about it being this really hard thing to go and get those credits, and the main reason employers leave that money on the table is because they either don’t know it exists or that the time commitment and paperwork would be too much to go and get it.
Molley Ricketts:
Truth.
Jamie Swaim:
Okay. And then the third piece is that the math is surprisingly good for a surprisingly small lift when a company like Essential Innovation enters the chat. Around 10 to 15% of typical workforce is work opportunity tax credit or WOTC eligible. That includes veterans who can qualify for up to $9,600 and people coming off SNAP or long-term unemployment. Most eligible hires net up to $2,400 back, and the setup takes about an hour, with just one extra form plus your monthly payroll expert.
Ben Reno-Weber:
You can come do my pitch anytime.
Hiring for Curiosity
Jamie Swaim:
Okay, fantastic. Well, the good thing is we’re going to dive a little bit deeper today and ask you a couple of questions that we put together, but we also want to make sure that we close one essential loop from that chat. You left us a question for our next participant. You asked whether or not what the 10 out of 10 hiring attribute that an individual would look for? And now we have to turn it back to you because that feels like fair play. What is it that you look for in building the right team to do all of these amazing things?
Ben Reno-Weber:
Curiosity.
Jamie Swaim:
Tell us more.
Molley Ricketts:
Interesting.
Ben Reno-Weber:
I think in the innovation ecosystem where we live right now, where what used to be hard in many ways is now easy, the number one thing I look for in people that I want to work with is, are they curious and interested in learning with us around what the next set of things are?
I find associated with curiosity is generally an optimism and a positivity, and there’s lots that come with that, but beyond the durable skills or whatever we’re calling them now of I want to work with you and you’re not a jerk and you execute, this idea that we’re going to explore new things together is the most important driver for building our company.
So within Essential Innovations, we have a super curious group and actually we’ve got behind us our values. If you go for the base, we’re focused on people because what we do is help people, particularly people from difficult spaces, people who have a felony conviction, people who are coming out of a domestic violence situation, veterans who are returning, people who have been long-term unemployed. And when you’re working with those populations and with you working with the people who work with those populations, you got to be focused on that individual because you can’t mess up. If you’re working with somebody and you create a bad experience for them, that’s a setback for that segment of the population that it’s not for a white-collar tech worker.
So for us, we want to be human-focused. We want to be accountable to ourselves. We want to be connected to one another. That’s part of the fun. Within our Essential Innovations team, we have a lot of fun and that is one of our values. And then we want to be using all the systems that we can to be flexible and efficient because hey, it’s so much easier than it used to be.
Workforce Pell Program
Jamie Swaim:
Yeah, yeah, absolutely. Fantastic. Now, when you mentioned in our last time together that the barrier to work opportunity tax credit, that getting that wasn’t about awareness though, it was about friction. Now we’re a year later. Do you feel like that’s gotten better, gotten worse, stayed the same?
Ben Reno-Weber:
It has not gotten better. I think what we have discovered is that that central insight, these resources exist for employers. We also are piloting right now for workforce nonprofits. They’re not net new things that have to be built or policies that have to be changed or a grant that has to be written for. These resources exist. They exist at the hiring process, that’s the work opportunity tax credit, but they also exist in the training space and they’re increasingly vibrant in the training space. The country has just launched this Workforce Pell Program where all of a sudden Pell grants, which are grants to support low-income students getting degrees, are now you can use them for shorter-term trainings, right? Okay. Well, who’s going to figure that out? I know this is relatively new just in the universe. Who’s going to figure that out for them? We are.
And then also there’s programs that are there to support both employers and non-employees and potential employees with subsidizing childcare. Oh, well, we were in E-town a couple months ago with the MI2, the Metals Innovation Initiative, and we were looking, oh, if you make up to, I think it was $50,000 a year, your childcare can get partially subsidized because the state wants you to work. Now, there’s a whole bunch of things that have to be true to make that work. And part of what we do is really deep dive into, well, what needs to be true and then what are the workflow pieces that need to happen from a paperwork perspective for you to be able to offer that? And that’s what we do.
So the central insight, this is a matter of friction, still true. The universe that we’re dealing with now, I said more than $10 billion, we’re cataloging $60 plus right now, $60+ billion that’s just lying on the table and more than lying on the table.
It’s like bouncing on the table asking for somebody to pick that up.
Jamie Swaim:
And will likely go away if people don’t.
Ben Reno-Weber:
Maybe. I mean, they’re pretty stable programs because for the small group of people that are taking advantage of them, they’re incredibly effective. So these work opportunity tax credit’s a good example. It’s been renewed 16 times. Knock on wood at the time of this recording, we are hoping that it’s going to be in the fall continuing resolution that’s currently before Congress for its 17th re-up. So there’s a broad bipartisan consensus that work is the best social program.
Jamie Swaim:
Understood.
Molley Ricketts:
So you’ve talked a little bit about beyond WOTC and what those underused credits and the incentives are. How is it best to approach an organization that doesn’t take advantage of the WOTC form even to start? So you’ve got a small to medium-sized business and they see that as, oh, great, something else that I have to do, something else that I have to check the box. How might we change the narrative to help organizations understand attracting top talent that may not otherwise be available because of not having resources to go to work? How do you get those leaders comfortable with even filling out the form to be filled out.?
Ben Reno-Weber:
Yeah, absolutely.
Molley Ricketts:
Because to me, all I hear from a senior leadership when you’re introducing new things oftentimes, not every time, you got to have a curious leader that helps. But oftentimes we’ll hear, “We can’t add another thing to our onboarding. That’s another piece of paper that I have to have my new hire complete, and they’re already filling out 50 forms.” So talk us through that. How do you overcome those objectives?
Ben Reno-Weber:
Well, I think like with everything else, and I’ve heard you say this, you got to start with listening.
Molley Ricketts:
Yeah.
Ben Reno-Weber:
You’ve got to understand what their actual pain point is. And no matter how much I know that what we do is good for them, if it’s not something that they feel or see, they’re not going to act on it. There are two kinds of people in the world. There are people who’ve done Amy Romine’s sales training and people who have not.
Molley Ricketts:
Ben Reno-Weber:
Rudy, sorry. Yes. You got to say, “Oh, my pain point is that I’m struggling to attract and retain frontline workers.” We don’t do generally white-collar work. We do the folks who make stuff, who move stuff, and who serve people who they look in the eye. Those are our people. And we serve the populations of people who want those jobs.
And so for an employer, we had our first full circle. We have a really strong partnership with Goodwill, and somebody who had gone through Goodwill’s stabilization programs, who had been homeless, then worked in the store, gotten stability, gotten transportation, and was ready to work somewhere else. A client of ours was hiring. We were able to say, “Okay, here’s a position. We have vetted the position. The person can get there and they’re looking for something else, and they got hired from Goodwill into that organization.” Now, what we know is that that organization is going to be able to offset 40% of that person’s first set of wages for between three and four months. Awesome. That person is more willing to take a risk because they’ve got that. Well, they know they’re going to be supported by Goodwill, which is more than most of the people they hire can say.
Most of the people they hire on a frontline, if their tire breaks or they need something, no one is going to hand them an Uber card, and you get some salary offset. Awesome. So now that person is accumulating credits right now, and hopefully what that leads to is a more active hiring pipeline for that company.
Breaking Workforce Barriers
Molley Ricketts:
So, this is definitely a passion of mine, the essential worker category, and one that I definitely think does not get the credit they deserve. And if we could just go to the past for a minute, I know that COVID was a time that was very stressful for everyone, really in particular outside of the healthcare industry, then I would fall to HR. And the category of worker that makes up almost 65% of workers nationally, were finally lifted to a stature of honor and glorifying their role of keep on keeping on, manufacturing, healthcare, logistics, warehouse, construction, all of those things, all of those roles, they had to stay or we would’ve crumbled even more. So how do we help get over 105 million people nationally? There’s only about 170 million workers nationally, and 105 million of them are this category of worker that we’re talking about.
Ben Reno-Weber:
Yeah, yeah. No, I mean, I think that’s exactly right. I think we are, one of my friends said so eloquently, we banged pops for them and then we forgot them.
Molley Ricketts:
Yes.
Ben Reno-Weber:
So I think to me, there are two parts to that. The first part is how do we really successfully identify the barriers that are actually keeping them from working? Because to me, the metric we should be watching as a country is workforce participation. So unemployment, that’s a metric, but that’s only of the people who are actively seeking work. What that doesn’t capture is the people who’ve stopped seeking work, who’ve just given up.
And we know intellectually, we know the reasons that they stop. They apply for jobs that they’re not eligible for. I have a felony conviction. I can’t tell whether or not this employer is going to hire me or not. And it’s super discouraging when you do this over and over again. Side note, it’s super discouraging for everybody when you’ve got all these phantom Indeed postings and AI’s making the postings and AI is making the applications, and that is super discouraging for everybody, but it’s particularly discouraging if you’ve already got some barriers.
Then we know for the workforce age population, many of them have kids. Well, who’s going to watch those kids? I remember talking to a huge appliance manufacturer a couple years ago, and their drop-off between they have done the first week of training on site with somebody and then their first day of actual work was something like 40%.
Well, why? Well, because the first week you can get your mom to drive you, your buddy to drive you, and a lot of this is third shift work, and your mom will watch your kids, but that’s not a sustainable system.
Molley Ricketts:
Right.
Ben Reno-Weber:
Okay, so how do we build the sustainable systems? Now, this is where our universe is so interesting is there are resources for this. There are the CCAP programs that are childcare subsidies, the ECAP programs that are sponsored by employers where there’s a match. A lot of this is tax deductible. There’s programs, but uniting those programs, making them obvious and easy is where the opportunity for innovation to reduce those barriers to hiring on the front-end are. That’s the first part, and then there’s the second part. You want to talk about the second part?
Jamie Swaim:
Yeah.
Molley Ricketts:
I’m leaning on the edge of my seat.
Ben Reno-Weber:
You are actually leaning forward into the edge. The second part is creating a career path for that person so that it is not, “I get in and what I’m going to do forever is mop the floor in this healthcare facility.” What it is is, “Yeah, I’m going to start mopping the floor, but I can see how the employer is creating a space for career development and increased income.”
Jamie Swaim:
Really like the ease of your environment. This is amazing.
Ben Reno-Weber:
Yeah, the lights. We’re shining a light on this important issue. That’s right.
Molley Ricketts:
There you go. Yeah.
Ben Reno-Weber:
Most people are in the dark metaphorically. No, so I start as a tool runner for a construction company and they say, “Hey, do you want to get certified in this? Are you interested in a path to being an electrician?” Okay, that means this. Well, we have within every state a program for doing that upskilling. We have federal subsidies that exist for the purpose of helping people to get from, “Oh, I start in food safety, but now I get a culinary certification and then I can do this next thing,” particularly through the community college systems. But administering those programs both for the individual and for the employer is cumbersome. And that’s the other problem we have to solve.
We have to solve the “how do we build that upskilling pipeline?” Because the traditional paths to those things are not working. My daughter is doing an aircraft mechanic program at her high school. She might want to be an aircraft mechanic, but I really hope that what she does is explore that, decide whether or not that’s a thing she wants to do before she spends four years…
Jamie Swaim:
Absolutely. Yeah.
Ben Reno-Weber:
In an electrical or aircraft mechanic apprenticeship program. And that’s where I think there’s such an opportunity right now.
Jamie Swaim:
Yeah. My daughter started a program around biomedical, and she wants to be a pediatrician when she grows up. And she’s like, “What if I get into this and I hate it?” I’m like, “Then you found that out at 15.” That’s amazing.
Ben Reno-Weber:
Yeah! Exactly. You don’t want to find it out after med school.
And then I think the third prong of this is recognizing that it is, from an economic development perspective, that the jobs that are going to get disrupted are the white-collar jobs that are about essentially protected bodies of knowledge. And where we need to be growing the workforce and the economy is around actually making stuff, moving stuff, and directly serving people in ways that are not going to get AI’d. It is much harder to displace atoms than electrons.
Jamie Swaim:
Value created by Susie’s spreadsheet because she’s the only one that knows how to run it. It’s just not going to stand. It’s not going to stand. Absolutely.
Ben Reno-Weber:
Yeah.
AI Is a Commodity
Jamie Swaim:
Ben, one of the things that I’m curious about, because I’m hearing this, you’ve got this giant population that could be served by the work that your team does. You’ve talked about the lack of information and the amount of friction that’s involved. This feels like a giant undertaking. I know you’re probably not the only place that’s exploring how to help people with this, but you’re the one I know. So, my question to you though is how thick is the AI layer now to help you and your team try to cast as wide of a net as possible? How much is AI involved and where do you still have humans in the loop?
Ben Reno-Weber:
So, this is the most fun thing that I’ve been able to do over the last year as participate in the Techstars Workforce cohort. This is this national program that supports startups, and this one was entirely geared around workforce. So we got access to these national though leaders and it was just amazing. And what we are increasingly hearing is that this idea that AI per se is the solution is just misplaced. And if you as a company are focused on the technology itself, technology’s a commodity. It is as easy to build for anyone who’s an expert in the space.
Where the real value is going to be created is in solving the problem, which is often going to involve a human. And what I mean by that is this. So many of these federal credits are actually administered at the local level. And when I mean local, I’m talking about county level.
There are 10 workforce boards in the state of Kentucky, period.
Molley Ricketts:
Wow.
Ben Reno-Weber:
And each one has a set of priorities for the high growth or high demand industries in their area and the populations they’re trying to serve, and they get to decide strategically where that money gets distributed and how it gets distributed. Well, you know where that lives? Myra’s head, right? Jackie’s head. It is not on their website. It’s on the minutes of their board meetings, but that’s not really how it gets done on the ground.
And so part of what we are doing and building is a proprietary database of our human interactions with those people, which then we turn into bits and bytes and feed it into a data system and use an algorithm that helps them. Again, we are human-centric on their business needs. They are trying to connect employers and workforce. If we can be a bridge that makes that easier for them and technology sits underneath that, great. But the technology is not the forward-facing part. The technology is just the tool to solve the problem.
Jamie Swaim:
Ben, I think we’re going to need a third episode at some point.
Molley Ricketts:
Yeah. I know. I’m looking at the time going, “We haven’t even cracked this open.”
Lessons from Ben’s Time at Microsoft
Jamie Swaim:
Absolutely. All right, so we are going to wrap up with one final question just about Ben Reno-Weber. So you’ve gone from studying the future of work at Microsoft to living it as a founder. So if you had to hire your past Microsoft self for your current company, would you? Or is there a question that would’ve trumped up that version of Ben?
Ben Reno-Weber:
Oh, if I could have a second version of me running around next to me trying to do the same thing? Hell yeah. I’d do that in a heartbeat.
Jamie Swaim:
No, would you hire your Microsoft version of you, that chapter of your life? Would you hire that person for what you’re doing?
Ben Reno-Weber:
When we were talking about the future of work, what we got right was the universe in which data becomes the capacity to really drive insight and create value.
Jamie Swaim:
Absolutely.
Ben Reno-Weber:
We were absolutely right about that.
Jamie Swaim:
100%
Ben Reno-Weber:
A lot of our time was spent being like, “Okay, how do we collect that data in a way that it is useful?” Well, what we learned was to do that, whether you’re on the shop floor or in the ambulance or wherever, getting people to have good fidelity around their data meant you had to create value for them in the data.
Molley Ricketts:
Okay.
Ben Reno-Weber:
Why is the ambulance driver going to correctly record all the things that they did? Because you provided some sort of value.
Ben Reno-Weber:
Why is Marcus, the guy who is the Mr. Fix It for machine number 52 on the line, going to spend time training Abdul to be his successor? Because you’ve made, or train an AI bot to help whoever comes next, you’re going to do that because you created value for them.
Well, to do that, you got to understand what they value, which is where the human is in this. Oh, what is the biggest pain in the butt for the guy who knows how to fix Machine 56? Workflow. I don’t want to order my parts. I don’t want to record what I did. If you can tell me that I can talk through what I’m doing on 56 and that will manage all my paperwork, you’ve created value for me. And by the way, you now have captured good data, you could use that to train either the algorithm or Abdul. Sweet.
That’s the human-centric part that we got right. We still haven’t executed it very well, but we understood that insight. The part we got wrong was this idea of teaching a specific set of skills, particularly electronic skills, was going to create value. We trained thousands of people in coding…Sorry.
Jamie Swaim:
How could you have known?
Ben Reno-Weber:
Dangled the promise that these entry-level coding and customer support and all these things were going to be like a family supporting wage. Claude Code enters the chat. So, we got that wrong. Now, the piece that sits with that going forward is these durable skills, this idea of curiosity, but also I know how to show up and my life is not just durable skills, but a stability and durable transferable skills. People will learn and adapt.
Jamie Swaim:
For sure.
Ben Reno-Weber:
If…
Jamie Swaim:
If they can get a brand new cell phone and not have to read the book, I think it tells us everything we need to know about what people are capable of.
Ben Reno-Weber:
Right. I think that’s exactly right. Well, but now cell phones have spent generations making that onboarding process as easy as possible.
Jamie Swaim:
Absolutely. Absolutely.
Ben Reno-Weber:
I mean, I think that’s actually, Jamie, that’s a brilliant analogy. I’m going to credit you and steal it.
Jamie Swaim:
You can steal it without crediting me. I’m good.
Ben Reno-Weber:
No, no, because everyone can unpack an iPhone.
Jamie Swaim:
They can.
Ben Reno-Weber:
And get themselves to –
Jamie Swaim:
And transfer their photos and figure it out.
Ben Reno-Weber:
Right. But in that process, it speaks 200 languages. It’s super intuitive. It does a lot of things. And presumably you’re not trying to do that while also sitting in a house that’s on fire. And that’s why you’re able to sit and do that and have processing speed. And I think if we take that into the idea of workforce hiring and upskilling, we have made it easy and we have stabilized you or help you to stabilize yourself and your family. Man, now we get to unlock all of these workers. Our website is Essentialinno.com. And what we talk about from the very beginning is unlock resources, unlock potential.
Conclusion
Jamie Swaim:
Absolutely. Well, Ben, thank you so much for joining us today. As always, when we spend time with you, we leave with all kinds of insights and about a million more questions. So, I thank you for the time that you spent with us to deep dive a little further than what we were able to do at the conference.
I’m going to look to Jimbo and ask Jimery to close that file.
For more Information about Ben and Essential Innovations:
Website: www.Essentialinno.com
That’s where we’ll leave the conversation for today. Before we close the file, we invite you to reach out to us with questions, suggestions or other comments. We’d love to hear from you.
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