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With Organizational Culture being the difference maker in success, removing blockages can accelerate growth

With all the talk about corporate culture today and how critically important it is to organizational health and success, and the ability to execute strategy flawlessly, we’d like to share the fatal mistakes often made to undermine a productive and collaborative culture.  These mistakes can be characterized by four types of executions – Blinded by the Light; Sound of Silence; Right Time, Wrong Me; and the Spirit is Alive:

  1. Symptoms vs CauseToo often, leaders and managers focus on negative symptoms when culture goes bad and ignore the specific cause.  Culture is a complex formula comprising policies, manager behavior, leadership direction, promotional policies, etc.  All of which conspire to form habits, behaviors, and relationships.
  2. No North Star – When there is no singular meaning, culture suffers. People operate to their own needs vs. the organization’s direction.
  3. Unenforced Policies – Similarly, unenforced policies with the workforce chip away at cultural norms and beliefs.
  4. Lack of Leadership Voice – Without a consistent, clear narrative internally, culture suffers as employees lack direction.
  5. Investment/ImprovementCulture is positively impacted by an organization’s investments to improve the business as employees view such decisions as confidence in the future and more opportunities personally.
  6. Interactive FreedomThe power to build connections, provide feedback, and speak one’s mind is the cornerstone of a healthy culture and tends to be overlooked.  
  7. Organizational Spirit and StoryRepresents the character inherent in organizational culture.  Thriving cultures exude a passionate spirit borne out of the business strategy and told in narrative form.

The cultural touchstones that set the pace and direction of a company’s evolution must balance decision-making, oversight, collaboration, information sharing, and structural integrity.  It is a delicate dance for sure but one that can be established and maintained through an never-ending search for organizational balance and health.  Finding purpose and value in what you do is a key tenet of an effective culture.

It aligns business intent with customer experience and employee connection.

How can you measure an organization’s culture?

Very simply, by how people are recruited, developed and the level of knowledge and confidence that permeates the company. And then how that information is shared and cultivated among each other.

Culture can be both incredibly complex and amazingly simple. The key is removing those things that act as deterrents to operating in a seamless, productive manner.

Gary      


If you’re interested in learning about W2O, check out our About and Services pages.

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When organizations decide to transform one of the first things discussed is the process needed to change.  How will it be organized? What groups must quickly adhere to the new model?  What behaviors and measures are sought? What timeline is being managed against? And 70% of the time, such transformation efforts fail to reach their stated objective.    If we’ve learned anything about change it’s that the one and only important element is the individual.

A fundamental aspect of people is the ability to reason.  To process ideas, information, feedback and possible solutions for how an organization must recast its business model and how the workforce must perform in new and different ways.  For employees, the first step is finding truth.  What specifically is causing the change?  Why is this effort the desired approach?  How can people get there?  Where do we look for outcomes along the journey?  Change itself is a loaded word.  For employees, change tends to:

  1. Engender Anxiety, Fear Out performance and ability
  2. Question Leadership, Authority Is this accurate?
  3. Shine a Light on Inefficiencies Processes, functions
  4. Highlight Inferiority About the Company Weakness around products, services
  5. Raises Suspicions in Relationships Who can I trust internally?

So, how can leaders and communicators combat such negative vibes and create a strong equilibrium from which to progress?  The following are effective strategies and approaches culled from many years of successfully partnering with global organizations to transform businesses:

  • Let People Discover Instead of selling or telling, have employees find the truth themselves
  • Create Spaces of Inquiry and Learning On a weekly basis via meetings to discuss and debate
  • Be Transparent Showcase positive momentum
  • Get Specific What must change? why? what behaviors and skills are critical?  What no longer works?
  • Close the Loop Have employees see how the new organization is delivering results to customers, clients
  • Catalyze New Conversations Communications must be geared to be provocative
  • Play out Scenarios Allow employees to plot different paths

Transforming an organization in today’s digital world is no small feat.  The goal is to improve products, services, processes, and the customer experience in order to strengthen profitability, margin, and revenue and overall EBIDTA.  To date, companies have attached such change via a technical route – process, layoffs, redesign, architecure – relegating employees as observers. The surprise in all this is that employees are the key to creating the future.  Leaders and communicators must now recalibrate their styles and methods to embrace the human purpose inherent in the workforce.

It literally means they must change first!

Gary


If you’re interested in learning about W2O, check out our About and Services pages.

Want to chat? Drop us a line.

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Launched in 2017, W2O’s Relevance Index ranks the top Fortune 100 organizations on how they perform from an engagement and interaction standpoint. The Index tracks specific signals related to CEO approval, financial analyst coverage, employee visibility, search and the marketplace to determine the level of relevance for an organization or brand. The aggregate number provides a relevance score indicating where an organization or brand performs vis-à-vis its competitive set.

Complete the form below to download our 2018 Relevance Index.





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With everything that’s happening in business, improving organizational communications is about dealing with ambiguity with a simple approach – chasing causes vs symptoms 

          Dissecting the 2019 Fortune 100 Best Companies to Work For…     
Welcome to the New Normal!
People obtain information, share ideas, criticize policies, discover purpose, provide feedback, and engage networks outside the company faster than leadership can keep pace resulting in a frenetic lifestyle for internal communicators.  The challenge becomes honing in on what drives behavior and addressing those catalysts in a meaningful way vs. implementing a variety of activities.   Such a web of interconnecting interests and problems poses a never-ending array of options and solutions.
Never has this been more evident than in reading the Fortune 100 Best Companies to Work For list. While organizations are featured based on successful areas of cultural connection with their workforce, the underlying areas of difficulty are easily decipherable.   Cultural vibrancy, feedback, recognition, HR policies, relationship with leaders and managers, professional development and career growth, customer interaction, and regular discussions centering on strategy and performance.  Cracking the code on one or more of these areas opens the door for robust, contextual communications that add to learning, improve confidence, and engender dialogue.
Keeping your workforce engaged and thriving is based on maintaining a vibrant culture.  To do so, having a healthy set of relationships fueled by clear, contextual, authentic, and consistent communications is critical.  This free flowing environment results in more sustainable innovation keeping the organization at the leading edge in its competitive set.  Being in a position to deal with this new complexity, communicators would do well to think about answering the following questions:
What leverage do leaders need to inspire people?
  • How smart do you need employees to be?
  • Can people draw a line of sight from their reality to business strategy?
  • When people offer ideas who listens?
  • Are employees viewed as advocates or an audience?
  • Is your content provocative enough to gain interest?
  • Is your communications style conversational?
  • Is your internal communications system based on a “discover” model?
Breaking down an organization’s operating system including how managers view communications as a strategic tool to drive results is the first step to ensuring you’re focusing on the right things.  Of course, this must be based on the business objectives and goals to achieve alignment.  Answering the questions above shape an approach or framework to execute internal communications enterprise wide.  Keeping the effort simple in terms content, audience, frequency, etc., breaks through the often complex structure that frames the organization.
One of the caveats is a rush to technology as the answer to improve relationships and engagement with employees.  Technology and digital/social tools are important but they complement vs. substitute for effective workforce dynamics.  F2F remains for all generational groups as the most influential means to gain understanding and trust. Another watch-out is measuring internal communications activities vs. business results.  Simplifying KPIs to reflect how the business is tracking progress provides a clean connection from internal communications to outcomes.  Underneath those business goals are the specific areas where communications efforts can have the greatest impact:
  • Culture
  • Behavior
  • Preference
  • Connectivity
  • Balance
  • Engagement/Interest
Our world is now an interconnected pattern of diverse parts completing a compelling a picture or a gross image.   Our ability to interpret makes what we do the most crucial of all leadership skills.  Striving to keep things simple in message, channel, and cadence pays off in cultural improvement and organizational effectiveness.
Internal communications has come a long way.  Paying attention to cause within a company and not chasing symptoms while having the discipline to keep things simple in an otherwise tumultuous world ensures that our work is purposeful and our organizations successful.
Gary      
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In a highly competitive market, increasing engagement with stakeholders elicits knowledge, promotes acceleration, improves purchase

As W2O Group gets ready to unveil its 2018 Relevance Index, it’s timely to delve into the importance of relevance to organizational viability specifically as it relates to achieving advantage in a competitive field.  Relevance is today’s reputation given the digital nature of business.  Relevance is a measure of engagement and interest in a company’s brand, products, services, and policies.  It provides a true understanding of how strong and resilient an organization is and where it has the most potential and vulnerability in achieving its long term goals.  If an organization or brand is truly relevant to its stakeholders it has the ability to be heard, the capacity to be trusted, and the capital to be invested in the future.

Relevance not only produces advantage, it can overturn conventional wisdom with regard to competitive positioning.  So, getting to unfair advantage requires both an expert comprehension of the signals that comprise relevance and a deft hand at synchronizing their rhythm.   To gain competitive advantage in such a tumultuous environment focusing on the key signals that reflect relevance from a marketing and communications standpoint takes both discipline and creativity.  Each of these signals provides a window on the level of stakeholder connectivity to the enterprise:

  • CEO/Leadership – What level of stickiness does your CEO enjoy with external and internal audiences?
  • Patients – Do they seek you out for product and business information; discussion; share content?
  • Media – Does your story resonate with key media and influencers?  Is it being amplified?
  • Investors – How do they view your business? What are they looking for in valuing the future?
  • EmployeesHow much do they believe in the efficacy of the organization?  What is their level of engagement?

Employing data and insight to tailor communications addressing each signal improves overall organizational relevance.  The intelligence gleaned from each of those areas allows for better design of communications strategy where you can connect the dots to solve problems and exploit opportunities.   The goal again is to ensure your company or brand is relevant. Identifying the right language by stakeholder, determining tonality, linking to specific content, informing decisions,  planning cadence, and orchestrating frequency become the formula for more precise communications.  Unlocking competitive advantage must take into account areas where the organization poses a distinct advantage – in this case important stakeholders.

As 2019 unveils its respective set of challenges, structural models, and new trade-offs, Relevance takes on even greater importance.  The audiences that drive one’s business and propels the future can be better understood and aligned to the priorities set by leadership.

In the end, the greater the Relevance the more able an organization can be considered among the most admired, most innovative, more valued, or best place to work.

Gary

The 2018 Relevance Index of Healthcare Companies and Fortune500 Organizations will be released the week of March 24.

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As technology continues to upend business models, market segments and competitive balance, one important element continues to evolve.  That of the Corporate Brand.

The distinct value proposition and personality defining an organization providing direction and meaning as well as identity to its workforce, customers, and the marketplace in general. Over the last decade, the Corporate Brand has become more significant in the eyes of customer efficacy and employee equity as social/digital tools and channels provide a continuous stream of conversations. These discussions have raised the Corporate Brand to a new level of interest and prominence. As such, there is a new level of coherence for marketing and communications ensuring the organization is Relevant in today’s world.

To accomplish this, several questions , must be addressed:

  1. What is our narrative?
  2. How does it resonate with key stakeholders and influencers?
  3. Where should we adjust?
  4. How are we engaged with stakeholders?
  5. How does our content reach stakeholders?
  6. When we generate news does it tie to a larger story?
  7. Do our investments, revenue projections, product, valuation, leadership rhetoric reflect our brand?
  8. Do our employees believe in our vision and mission?

Making the Corporate brand vibrant. Today, a corporate brand must breakthrough and connect with employees, customers, partners, influencers, and the market that goes beyond stability and legitimacy.  A key aspect is storytelling.  Relating the corporate brand in terms of interest, meaning, aspiration, and themes attracts attention and humanizes the business.

Changing the communications and marketing approach. It is essential that how the company conveys itself must reflect the environment in which we now live.  As such, it’s important to move away from the “tell” model and move to the “discover” approach.  This puts the audience in control and the brand in listening mode. From a PESO standpoint, executing a holistic game plan regarding media and stakeholder outreach ensures all touch points are addressed.

It’s about an emotional connection. Social and digital can have a major impact on making an emotional connection. To maximize, corporate brands can develop each stakeholder community producing relevant content to motivate action.

Defining purpose at the corporate level. For corporate brands to establish and sustain relevance, major decisions must reflect how stakeholder’s are thinking regarding competitive context. This influences investments, policies, and governance aligning the business in a manner that is understood by stakeholders.

Rethinking value. What do people truly value about your organization?  Product portfolio?  Pricing?  Service?  Reliability? Innovation? Relevance continually pushes organizations to assess what’s important as a means to keep the business honest.

2019 will be the year of the Corporate Brand.  It will also be the year of Relevance. It all comes down to behavior driven by analysis.  Getting it right propels the company forward providing people with a reason to be part of something bigger than themselves.

When that happens everyone wins!

Gary                 


If you’re interested in learning about W2O, check out our About page. 

Want to chat? Drop us a line

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W2O’s Corporate Relevance Index Provides a Roadmap for how to break-through in an era of accelerating change and instant interaction  

If you were to ask a marketer or a communicator today to define their role you might likely hear one or all of the following responses:

My job is to protect the reputation of the company.

The primary function of marketing and communications is to build the brand

It is very important that we focus marketing and communications on generating sales

It’s all digital.  So, we must conflate several roles when it comes to translating data into insight to better connect with customers 

Obviously, there are several variations within each of those statements, but if we were to simplify it even further the traditional role of marketing and communications is to protect the reputation of the company, build the brand and grow the business. This has been the case the case for decades, even as the number of channels they use in order to do those three things has proliferated at an incredible rate of speed.

But that was yesterday.  In 2019, the world is officially digital.  Customers and employees direct the relationship. As such, reputation, while important, is no longer the measure of organizational sustainability.

One of the reasons is that channels have grown exponentially. It is not hyperbole to say that digital media (in all formats) has fundamentally changed how we reach our customers. Not only that, it has fundamentally disrupted business model after business model. In the last 15 years, 52% of companies listed on the S&P 500 have disappeared. It is predicted that, by 2027, 75% of those companies currently listed will also disappear. One would imagine the companies that have disappeared had marketers and communicators focusing on protecting reputation, building the business and the brand, right?

So, if that’s the case, why are they no longer in business?

It’s our perspective that in a social/digital world companies that are not connecting or engaging with customers, consumers, employees meaning they lost relevance with the people who could shape the brand and move the business. As digital consumers, which is almost all of us these days, we know we are constantly bombarded with content from all sorts of companies. Keeping track of it all is next to impossible, unless what those companies are delivering to you is relevant to your interests. The companies that maintain a high level of relevance with their key stakeholders are constantly mindful of closing the gap between what they want to say and what their stakeholders want to hear.

This might sound like a self-evident concept, but if everyone was doing it far fewer companies on the S&P 500 would have disappeared over the last decade plus. Understanding that companies were struggling to maintain and grow relevance with their stakeholders, we launched the W2O Corporate Relevance Framework in late 2017. The analytically driven framework is meant to address the following questions, with an eye toward providing an action plan based on insights:

  • Do we understand our audiences?
  • Does our positioning resonate with all of our key stakeholders? How?
  • Is the potential value of our business meaningful to media, employees, investors?
  • How relevant are we compared to direct competitors, a few aspirational comparators and hundreds of other companies?
  • Are people searching for information on our business?
  • Are people engaging with our content online?
  • How are employees rating us and what are they saying and expecting?
  • Do people support the CEO?
  • How are financial analysts rating us and what are they saying and expecting?
  • Are policy-makers talking about us and what are they saying and expecting?
  • Are influencers, buyer segments, the healthcare ecosystem, talking about us and what are they saying and expecting?
  • Are we ahead of the curve on new thinking?

The analyses run based on this framework over the last twelve months has revealed several patterns in the data that are helping companies align their internal and external communications and marketing priorities. The leaders in Relevance exhibit traits that you’d expect, including strong employee culture, alignment with external messaging and stakeholder expectations and highly visible to those stakeholders who have yet to engage. These traits are oftentimes not known by clients and have provided a great blueprint to organize future marketing and communications programs.

Just as digital is constantly evolving resulting in new expectations and demands, the definition of Relevance must change.  The Corporate Relevance Framework is continually generating interesting lessons, including the need to continually evolve the framework in order to make sure it is providing organizations with the most relevant and useful insights. Over the latter half of 2019 several enhancements have been made to the framework. They include:

  • Adding 100 health care companies, including 60 Fortune500 companies, to the index. These companies represent a range of pharmaceutical, biotech, medical technology, retail insurance and facilities organizations. While many of our health care clients are interested in how they stack up against large technology and consumer companies, having the ability to compare against peer organizations provides an extra layer of competitive insight.
  • Creation of a number of topic-specific analyses that allow us to dive deeply into the issues facing almost every health care company today. Those specific topical cuts include:
    • Value
    • Access
    • Diversity and Inclusion
    • Future of Healthcare
    • Future of Pharmacy Healthcare
    • Innovation
    • Privacy and Security
    • Corporate Social Responsibility
    • Sustainability
  • Custom analyses of audiences that may be unique to a particular business. These include databases for policymakers, IT decision makers and various buyer segments.
  • At the root of the Relevance Framework is content. Content is most certainly king, even in this case. If an organization is distributing content that doesn’t align to stakeholder interests, there is a high likelihood that they will become irrelevant. With that in mind, we have built an AI-based content analysis engine of media content, employee reviews, investor analyst reports. This engine gives us a window into not only how the content aligns to stakeholder expectations, but what are the characteristics about the content that makes it successful.
  • Incorporating signals from market research outside of digital inputs to capture difficult to reach audience segments.

To date, below are some of the common characteristics of highly relevant companies:

  • The most relevant health care companies focus on health care professionals, patients and advocacy groups alike. One audience does not drive relevance rather it’s a more integrated approach.
  • Content that is aimed at specific target audiences and is available on multiple platforms can drive relevance.
  • Two-way conversations between the brand and the audience drive interest and inform thinking.
  • The size of the organization isn’t directly correlated with relevance. It’s about connectivity.
  • Employees can have an outsized impact on relevance especially since advocacy and outreach expand an organization’s reach and import.
  • Companies that tend to sit in the middle of the pack from a relevance standpoint demonstrate strength either with internal OR external stakeholders, not both.
  • The most misinterpreted topic adversely affecting relevance is around corporate purpose.

Corporate Relevance is the new Reputation in a digital age.  It is the means by which employees, customers, media, and influencers engage and discover each other for the betterment of a larger world. Relevance keeps companies honest and open in a time of skepticism and uncertainty generating interest and appeal.

Knowing your organization’s relevance position provides a blueprint of reality allowing you to leverage the opportunities presented by a digital and social reality.  The W2O Relevance Index and Model is the means to stimulate the potential in every organization to grasp what’s important quicker and ascertain the opportunities more clearly.

Chuck, Alan, and Gary 

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A somewhat clear-eyed view of what’s next for Communicators, Marketers

What is it about a new year that people need to project their opinions and perspectives? I have no idea.

But here goes…2019 will be a year of:

Incredible acceleration for the stratification of employee roles and the redefinition of organizational purpose and definition resulting in a reconstitution of vision, values, and efficacy.

Digital has already broken barriers and removed silos. For employees this means dealing with much more ambiguity and exhibiting new levels of confidence as they traverse across the enterprise. As such roles and titles will take on different meaning and scaling will move from the corporation to the individual. Communications will move from broadcast to discussion fueled by employee interactions and influenced by strategic decisions in the C-Suite and the marketplace.

As industries and segments evolve, brands and organizations will continue to evaluate their real value proposition and with that the overall design of their model. For example, will traditional product development organizations now find it prudent to become distribution houses as innovation gets dispersed among a wider ecosystem? Will automobile manufacturers shun hundreds of years of investment and technology in gas powered drivetrains for electric and autonomous vehicle production?

Doing so will require a complete redefinition of the character and value of the business.

Asking the right question and the most important question a CEO can ask about communications and marketing is: How active are my employee and customers?

In a digital and social environment, people have the means and the interest to get involved in myriad areas including the company and brand(s). Being active with networks and communities both in sharing company information as well as gathering audience insights is a new and incredibly powerful skill that keeps organizations vibrant and relevant. CEOs then need to determine if the culture, technology and management model is geared for this dynamic.

Focusing on the right things. The essential skill for success is Judgement. We live a data enriched world. Translating data and analytics into insight and then determining the approach and decision is where your value resides. In 2019, judgement will be a key determinant in career success.

Designing the business and brand around Relevance. In a digital reality, Relevance is the new Reputation. If you are not relevant you don’t exist. Relevance becomes the blending of corporate goals and assets with stakeholder beliefs, interests, and expectations including macro social goals. Done right, stakeholders engage in meaningful relationships and discussions with the organization keeping the relationship real.

Social Stories both inside and outside the organization. Short, produced by employees and customers, social stories are believable and informative. They reflect true experiences and offer tips and lessons to the user. These are not promotional in nature but informative and interesting.

A new hybrid Corporate Communications Capability. A melding of critical areas with aspects of Marketing, HR, and even Technology this function will transcend the entire business enveloping the areas where employees and customers are impacted. A mix of competencies that allow for a flexible execution of services and capabilities across the company.

A New Management Model that turns managers into facilitators.  The significant change is how managers make problems employee solutions. Instead of spending time addressing challenges their role is engaging employees in the solution. Titles and scope of responsibility will be redrawn to bring more people into the decision-making apparatus. Employees who are consensus builders, innovators, free thinkers, change catalysts, communicators, and planners.

Health. From a personal standpoint to an organizational one, the radical reengineering of medicine and health focused on a long and healthy life will overwhelm lifestyles and organizational missions. Companies are already making health a priority among the workforce to ensure continuity and productivity but the approach will begin to get even more acute. Communicators, marketers, and leaders will all play a significant role in this transformation.

Corporate ResponsibilityThe evolution of Corporate Responsibility is fast becoming a critical agenda item for many CEOs and BODs. Governance is more about the sustainable care and respect for environmental, social, and welfare of the community, market, and planet. This is not an altruistic endeavor but rather essential to recruiting and retaining talent in a global reality. Being a forceful voice at the table is an expected behavior for today’s communications leader.

Catalytic Culture. 2019 is the year we will experience a more kinetic corporate culture where people not only integrate and work across lines and boundaries and learning to adjust to different talent needs. The effort results in people who are catalysts in getting things done and bringing different thinking and skills together. Communications in a digital oriented environment must reflect real time accessibility of information, content, and feedback.

Discover vs. Sell. We have been saying for some time that in a social/digital world, people need to discover vs. being sold. In 2019, this base philosophy will be universally adopted by marketers and communicators alike.

The start of a new year is always an exhilarating time. Regardless of the typical prognostications, four things are important to ensuring you make the most of it:

  • Exhibit Common Sense
  • Utilize Insight
  • Listen Intently
  • Act Quickly

Here’s a to Healthy, Happy New Year!

Gary


If you’re interested in learning about W2O, check out our About page. Want to chat? Drop us a line

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in Four Easy Steps

A byproduct of today’s hectic world is the overwhelming amount of information we are bombarded with on a daily basis. Much of it envelops us like mist and bounces off us like rain drops while a few break through and capture our attention and interest. As communications and marketing professionals, the challenge extends deeper as we must make sense of what is relevant and therefore, meaningful to our important stakeholders.

But how do we see through this haze and uncover what matters?

It starts with real-time data and analytics. What information is prevalent within specific audience groups? How is information being shared or amplified across social networks? Is certain information facilitating collaboration? Is there a style or format that is more effective in gaining attention?

Data and the ensuing insights it fosters provides the answers to these questions and many more. It allows for a clearer view of the environment and a more confident approach to building relationships. Further data is used to evaluate the competition and the changing views of your constituents.

Next is a new narrative from which stories emanate reflecting the relevance necessary in the audience. It defines the tone that characterizes your organization. For example, being more provocative in your content is actually noticed more.

And then a digital model that encompasses communications and marketing techniques that results in a seamless journey for customers through platforms, channels, and media is designed.  The model promotes your organization while connecting your audience via content that resonates and metrics that gauge performance.  It is built against strategic goals and sustainable objectives for the business. The opportunity is to provide value to the marketplace in its terms.  Most importantly, a digital communications and marketing strategy is designed as a discover vs. sell profile meaning it cause people to uncover what is relevant not be told.

The fourth and final piece is mindset.How are you approaching the situation? Are you using data in your decision-making? Do you grasp relevance as viewed by your audiences? Do you follow customers along the journey to the brand? How do you experience the relationship with your brand or organization? Where is value being assimilated in the market? What techniques are being leveraged to encapsulate the values and purpose of your organization.  Are you tracking behavior to discern shifts and nuances?

It’s all about optimization. Ensuring the organization and brand is elevated across the digital spectrum delivering customized content and maintaining integrity throughout the relationship.

The fog of today’s business ecosystem is strong enough to blind attempts to find and connect with customers and consumers.  Turning your bright lights on – generating more content – will only mitigate your depth of vision. Rather, employing data and turning it into actionable insight via a new narrative and a digital approach will keep you closer to the ground guiding your path in a more confident and clear manner.

Gary 


If you’re interested in learning about W2O, check out our About page.

Want to chat? Drop us a line.

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