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35th NACDA Convention
Orlando, Florida
June 11-14, 2000

All NACDA Members
Total Quality Leadership in a Changing World
Tuesday, June 13, 8:30 - 9:30 a.m.

Dave Hart, Jr.

I thought we had a very good opening day yesterday here at our 35th Anniversary Convention. We're very much looking forward to the proceedings today. We have the Round Tables out of the traditional slot of Wednesday into today. I would like to introduce someone who really doesn't need an introduction, Jack Lengyel, the athletics director at the U.S. Naval Academy and NACDA's president in 1989-90 who will introduce a very special featured speaker.

Jack Lengyel

Good morning. Thank you very much David. Ladies and gentlemen, I'm pleased to open the second day of our 35th annual Convention on "Total Quality Leadership in a Changing World." Our speaker this morning is Admiral Kevin Delaney, the executive vice president and chief operating officer of HealthScreen America. When I went to the Naval Academy, there was a tradition that I might pass on to you this morning. Whenever an admiral comes into a room for a meeting, everybody stands up. I will not ask you to do that today, but that was the tradition I had to be accustomed to when I went to meetings with my admiral and it's for a good reason.

Leadership comes easily to Admiral Delaney. He has successfully combined numerous positions of authority and military with outstanding credentials in the business world. He's a graduate of the Naval Academy in Annapolis. He holds a Masters Degree in Business from George Washington University. He has completed postgraduate studies as a senior executive fellow at MIT Sloan School of Business and Harvard University's John F. Kennedy School of Government. He was also a fellow executive fellow at the Brookings Institute. Recently, Delaney was recognized by the business media as one of Jacksonville's 10 most influential business leaders of the decade. The last time I was with Admiral Delaney, they were talking about running him for mayor. I'm glad to see he's got into a very respectable business.

He is a veteran of 700 combat missions in Vietnam. He has commanded an air wing at Mayport and NSA Jacksonville where the base, under his leadership, was selected among the 187 naval installations worldwide as the navy's best. Admiral Delaney returned to Jacksonville in 1995 as rear admiral, assumed duties as a navy regional commander for eight southeastern states in the Caribbean region. He was responsible for more than 40 commands including 14 naval installations, four naval hospitals and numerous regional medical and dental clinics.

At the time of his retirement from active duty in May 1998, after 34 years, he was the most decorated member of the U.S. Navy. HealthScreen America provides access to a highly sophisticated non-evasive affordable screening test to help individuals identify the risk of cancer, heart disease, diabetes and other serious, yet treatable conditions. They specifically target pre-symptomatic baby boomers that have a disease, but yet, not the symptoms. Health care experts estimate more than a third of a $78 million boomers carry potential devastating diseases and 50 percent of these diseases have disease markers. They can test these individuals and their physicians can make proactive educated decisions about their future and allow them to take charge of their life and get ahead of the disease to live longer and higher quality of life.

At this time, it gives me great pleasure to introduce Admiral Kevin Delaney.

Kevin Delaney

Thank you Jack for those kind words. My father would have been impressed and my mother, God rest her soul, would have believed you. I will tell you that I am honored and humbled to be here with you this morning.

Jack mentioned that my naval career began at Annapolis. What he didn't say was that I was the only child a of mother who was born before Orville and Wilbur Wright made their first flight. I had four of my Naval Academy classmates go on to become astronauts. Jack also didn't mention that while in grammar school, high school, I peddled a bike seven miles every morning to deliver 28 newspapers from farm to farm and made 2 cents per newspaper. I sold greeting cards door-to-door, picked berries in the woods, flowers from my mother's garden, all with the dream of one day getting a college education. I was a grease monkey, a short-order cook, a bag boy, mowed lawns all week long, all with a dream of gaining a college education.

When that dream came true and I received an appointment to Annapolis, I had never been south of Yankee Stadium and I'd never been inside of an airplane. So, today when I speak to you, the leaders of every college and university sports program in America, please believe me when I say that I am truly humbled and honored to be here. So many of you provide that same dream come true for so many young Americans who seek a college education.

I grew up in an old-fashioned environment that said, the harder you work, the luckier you become. Today I consider myself very fortunate in so many ways. Early on in my career I learned about the fragility of life. In 1969, I left my wife of a year to go fly helicopter gunships in the jungles of Vietnam. She was six months pregnant with our first daughter, who I would not see until a year later, when she was nine months old. But, I was one of the fortunate ones. I survived, while 14 of my fellow squadmates made the ultimate sacrifice and never returned home to see their loved ones. When someone the stature of J.C. Watts tells you to go home every night and tell your children you love them and to count your blessings, please do that. Life is so very fragile.

This morning, I thought I'd share with you some thoughts on change in a very dynamic world and to humbly offer some of my thoughts from a different, but still relevant perspective than yours because, at the same time, I firmly believe that we have a great deal in common. That's because everything we do in life is part of a process. The only way to continue to be successful is to constantly seek continuous process and improvement.

Before coming to Orlando, I put together a power point presentation for this morning. After a bit of reflection while driving from Jacksonville last night and after hearing about yesterday's luncheon and an equally long banquet last night, I decided to spare you off from death by viewgraph. Rather, this morning, I'd like to speak to you from my heart. Like you, I've spent the majority of my life working with young people, most of whom are teenagers. Believe it or not, the average age of a crew on any of our nuclear carriers or submarines averages only about 19 years of age. We all have a great deal in common and that is the pleasure of working with young people.

One of the keys to their success and, ultimately, our success is making them feel they are a part of, and not a part from, the processes in which they are involved. That's takes hands-on leadership from people who are willing to listen, to learn and to make a difference. Making a difference is really what life is all about.

It's always been my observation that everyone wants change, but very few ever want to change. Believe me, change in a 220-plus year-old organization like the U.S. Navy is hard. Some of your colleges and universities are almost that old and a few are even older. To me it's clear that whatever your chosen path may be, the status quo is simply not a survival strategy. Mark Twain once said, "Even if you're on the right track, if you stand still long enough, sooner or later, a train will run you over."

Over the 34 years it took me to span a career from midshipman to admiral, over the two-year career I recently completed by serving as a team member on a very successful automotive group that rose from nine to 19 dealerships, seeing it become the largest privately held automotive group in Florida and one in which I am still a limited partner, and even over the mere four weeks I have served as chief operating officer of HealthScreen America, a start-up company that has already raised $25 million on our way to establishing ourselves as a first mover in a market and a company that is allowing Americans to take charge of their health, I've come to the conclusion that the fundamental lessons of success, leadership are the same wherever you go.

Jack mentioned I commanded the naval air station in Jacksonville from 1989 until 1991. Driving past that base, you might think of it as a tiny city of 18,000 people, kind of like Mayberry RFD with only seven traffic lights, small police force, small fire department and a very low crime rate. It is also home to the largest single site industrial employer in the state of Florida with $600 million worth of business each year and 4,200 employees who average $46,000 per year in salary. Yearly, we sell $60,000 million in groceries, $55 million in dry goods and run a $9 million restaurant on the base. Nightly, we put up 3,000 people in hotel-style rooms. We run a large public works department responsible for our own waste water treatment for electrical distribution. We run the busiest golf course in northeast Florida with almost 80,000 rounds per year. I'm very proud to say the predominate portion of those rounds are shot by our sailors, not by our retirees and officers. We have the second busiest airport in all of north Florida. We're also home for the state of Florida's second largest child development center. These are all businesses, all diverse and all with their separate challenges and their own bottom lines.

As Jack mentioned, in my last job in the navy I was responsible for the southeastern United States, an area of nine states and the Caribbean and the 14 naval installations and four hospitals that were in that region. From the Panama Canal North to South Carolina and from Florida all the way west to Texas, new challenges and opportunities appeared each and every day. We ran this extensive operation with a $650 million budget, excluding military salaries, dealt with nine separate labor unions and 23 separate bargaining units. One of the keys which helped my team get a handle on this expansive scope of operations was a well focused emphasis on total quality, the very same quality approach that has led to many of your success stories, as well.

To be successful, it takes vision, leadership, effective two-way communications and, most of all, it takes dedicated and empowered people. Successful organizations continually improve. I might go back to the year of 1992 when Sears had a major wake-up call. At the time, they were the largest retailer in America, but because they were number one, they didn't think they had to change. Believe me, just because you're number one, it doesn't mean you don't have to continuously improve. Sears had been number one for a long time. They didn't improve because they didn't think they needed to improve. After all, they were number one. They were a quality company with names like Kenmore, Craftsman. Yet, in January 1992, business across the nation began to carry articles saying they were reluctant to part with the past, slow to change, balked at taking painful but necessary steps to survive, the marketplace was passing them by, they held fast to their old ways and they had an inability to make the hard choices. It's a story that bears repeating. Because they were number one, they didn't think they needed to improve and along came Walmart, K-Mart and J.C. Penney. The result of Sears' refusal to change and to recognize the need for improvement was a significant loss of market share and the result in the major wake-up call which followed.

Ladies and gentlemen, we must always strive to improve. When you think about it, it's been 28 years since the Miami Dolphins had the last undefeated season in the NFL. Yet, every Monday morning, Coach Shula and his players reviewed films, analyzed their strengths and weaknesses, looked ahead to their next game and how they might be just a little bit better. Never once did they ever consider knocking off practice for the week and just showing up for the game on Sunday. They understood the continuous process of improvement that meant sweat, hard work, vision and dedication. It's a formula that all successful teams use.

For me, continuous process improvement is essential to success, whether it's on a flight deck, on a playing field or in a boardroom, continuous process improvement is essential to success. I'm very fond of Dr. Stephen Covey's Seven Habits of Highly Effective People. That has been the bedrock of my leadership philosophy and style for many years. His first habit is to be proactive and from my perspective, there are two kinds of errors. There are errors of omission and errors of commission. If I have people working for me, I want them doing something out there. If they do make a mistake, it better be one of commission and not omission. I want them to do what they think is right. The odds are overwhelming they will be correct in doing what they do. Even if they don't do it exactly right, it's a lot easier to change direction and to correct those mistakes than it is to get inertia going from something that has simply stayed put.

A lot of you have used the movie "Rudy," as inspiration in your athletics programs. What's missing in that movie is the fact that young Rudy, after he graduated from high school and before you see him working in his father's steel plant, spent four years in the U.S. Navy. My good friend Rudy will tell you that it was during those four years after high school that he shaped his life and he got a vision for where he wanted to be. He credits a chief on a mid-watch, while he was standing on the bridge on a ship between the hours of midnight and 4:00 a.m. and talking to one of the chief petty officers who was his supervisor. That chief pointed to him, looked him in the eye and said, "Rudy, you can be anybody you want to be and don't you ever forget it. Live your dream. Do what you want to do for Rudy because if you don't, nobody else will." Of course, we all know he left the navy and went back to the steel mill. There was a tragic accident there in which that fragility of life once again manifested itself. It was at that time that Rudy remembered those words his chief imparted upon him. He decided he was going to live that dream and that vision. The rest, of course, is history.

All achievers are proactive in life. To be successful, we must be proactive as well. Covey's second habit is to begin with an end in mind. When I hear that, I think of the great hockey player Wayne Gretsky, who's famous for saying, "I never skate to where the puck is, I skate to where the puck is going to be." In life we need a road map, we need goals, we need a vision. The little white rabbit in Alice in Wonderland says to Alice, "If you don't know where you're going, any road will get you there." You have young men and women in your programs at very formulative stages of their lives and you need to make sure you provide them with that road map and that they know where they're going in life and that they know where that road leads after their sport careers are over.

Beginning with an end in mind, means having a vision. That is so essential. Can you think of the last time you drove a car, what would happen if you only used the rear view mirror? Certainly, it's a reference to look at what's gone on behind you, but so much more important is your vision forward to where you're going.

Covey tells a wonderful story of a bunch of folks who are out in the jungle. They have their machetes and they are hacking and making their way through the forest and jungle. One of the people in the group climbs up the tallest tree and looks out at the horizon. They yell down, "wrong jungle." One of the folks leading them yells back, "Shut up, we're making progress." Ladies and gentlemen, we need to make sure that we, and the people that we lead, are in the right jungle doing the right thing for the right reasons.

The third habit is to put first things first. This simply means to prioritize. That doesn't mean telling people they need to do more with less. That implies people are lazy. They just need to turn the thumbscrews a few more notches. With that, you can get extra performance. What really makes a successful leader is a leader who says we will do the best with what we have. That means you have to prioritize. That means you don't beat up on people, it means you do the very best with whatever resources you've been given.

The fourth habit is to think win, win. Sometimes I think we lose sight of that. Vince Lombardi is famous for saying, "Winning isn't everything, it's the only thing." If you really read Vince's words carefully in that great speech he gave, you'll realize that Vince was really talking about life.

In and through intercollegiate sports, you provide so many opportunities to young students to get an education and learn a lifelong lesson in the value of teamwork. Your programs prepare these athletes for life beyond the athletics fields of battle. You teach them the value of teamwork that applies to all of life's endeavors, marriage, family, business and so many more. Fame is fleeting. I'm sure many in this audience can perhaps name the last five Heisman winners. Fewer perhaps can name the last Super Bowl or World Series participants. Even fewer can name the last presidential and vice presidential tickets over the last five elections. Even fewer can name the last five recipients for the Oscar for best actress or actor. I'm almost willing to bet anything I have that all of you can name five educators or coaches who made a difference in your lives. Life is about winning and it is all about relationships with people.

The fifth habit is to seek first to understand and then to be understood. The good Lord have given us two receivers and one transmitter, but somehow that sense of proportionality never really makes home with a lot of us. Depending on whom you believe, either Earl Weaver or John Wooden once said, "It's what you learn after you think you know it all that counts. We need to be better listeners."

The sixth habit is to synergies. That means the hole is greater than the sum of the parts. No one person makes an organization or a team. Teams win championships. Certainly, the NCAA doesn't jump on a plane at the beginning of the season with the preseason polls that are normally made up in many ways of individual strengths and talent assessments and provide that trophy before the season is played. Nor does Paul Tagliabue or Bud Selig do that. You see, we have to play the game. We have to understand that true team members make up for others' weaknesses and maximize their own strengths. They play the game and they understand the value of teamwork.

The seventh habit is to sharpen the saw. That is a concept of balance self-renewal, spiritually, mentally and physically. Edward Milney, who wrote Winnie The Pooh, tells a story of Edwin Bear being dragged downstairs backwards by Christopher Robin. As Edwin Bear is being dragged downstairs, he's going down backwards and banging his head every step of the way. Edwin Bear says, "There's got to be a better way to do this. If only I had the time to think about it." How often do we sometimes go through our lives and through those ruts wishing that we had only taken the time to think about things.

Covey talks about someone out in the woods and they are sawing and sawing and sawing and making very little progress. Perspiration is pouring all over the guy. His partner tells him to take a break and sharpen the saw. He said he couldn't because he was too far behind. Don't we all fall into that rut once in a while? We need to take step back to renew, to refocus and then to attack the problem and to be effective.

The two pieces of advice I give to everyone who works for me are simply, always anticipate and never assume. If you simply do those two things, whether you're on a ball field, a basketball court, in a boardroom on in a combat aircraft, if you always anticipate and never assume, I'll wager you'll be successful.

At an early age, my mother impressed upon me the philosophy that a winner never quits and a quitter never wins. Vince Lombardi once said, "The harder you work, the harder it is to surrender." Life is not about luck. It's about hard work. It's about perseverance. Over the years, I've learned that the harder you work, the luckier you become.

I recently read a biography about Vince entitled When Pride Still Mattered. I greatly enjoyed the book, but I absolutely hate the title because pride still does matter. The good old days, my friends, are a product of a rich imagination and a lousy memory. The future, the best years are ahead. Pride does still matter. Pride and doing your best in the classroom, on the athletics fields, in the boardroom or in the family room, still matters. When pride no longer matters, pride in doing your very best, then we are doomed to a self-fulfilling prophecy of failure.

How do you measure success? For me, when I speak to junior officers, I speak of a gentleman by the name Eddie Villanueva. I venture to say that none of you in this audience ever heard of Eddie Villanueva. I've been pleased and honored and humbled to have met presidents, senators, congressman and Fortune 500 CEOs, but I will stand here today and tell you that Eddie Villanueva is the most successful person I know. Eddie emigrated from the Philippines to America right after World War II and joined the navy. At that time, Philippines could only be stewards in the navy. He ended up serving a navy captain who went on to command the Sixth Fleet as a vice admiral and later became the chief of naval operations and took Eddie every place he went during that career. While serving for Admiral McDonald in Italy as Sixth Fleet commander, Eddie met his wife who could barely speak any English. She was Italian. Eddie married Margaret and came to America to live the great American dream. Eddie and Margaret, two people who came from opposite ends of the world, raised two wonderful daughters. Both of them got their masters degree, one of whom was Miss Jacksonville University. Now, both of these ladies are very successful in business. Eddie runs a barbershop. Today, he is 76 years old. I was in there yesterday morning to get a haircut. I was a little late. I got in there about 5:15. I asked him what time he got to work this morning. He said he opened at 3:30. By 3:45, someone was in his chair. At 76 years old, Eddie can still hold his hands high, 12 to 14 hours a day, six days a week. Eddie has no enemies. There is nobody in Jacksonville that can say anything bad about Eddie Villanueva. Everyone who comes into his shop, either the youngest navy recruit or old crusty retired admirals like myself, it's always, "Good morning, sir. It's so good to have you. Please have a cup of coffee, we'll be right with you." When you leave, you always get, "Please come back again, you make my day." Eddie has a wonderful family, who has no enemies, who takes true joy out of his work, his friends and in making a difference in people's lives because he is such an inspiration to so many of us.

Successful people know how to make a difference. Successful people realize that people are the very bedrock of their success. Those people are their students, their players, their fellow employees, their customers and their families.

The three best pieces of advice I've every received during my navy career were, first, to always take care of the troops. We have a very high-tech navy, but to spite all of the wonderful billion dollars weapon systems like nuclear carrier systems that we have, none of that stuff works without people. Lesson one is to always take care of your troops. Number two is to never forget your roots. When I made admiral, the best piece of advice I ever got from anyone was, "Kevin you've made it this far doing what you've done, don't think you need to change now." Third, just like Rudy, I learned to always ask the chief. Many of us who are officers have got advanced degrees, but I'll tell you what, every one of those chief petty officers has a master's degree from the school of hard knocks. They've been there and they've done that and there is so very much we can learn from them.

I'm a firm believer in empowerment, because empowerment is an essential ingredient to success for any leader. In order to effectively empower people, we must first train and equip our people. Can you imagine if I took Jack here and just empowered him to be a brain surgeon? Is there anybody out here that wants to be his first patient? I think not. But, perhaps I send him to George Washington University, Georgetown or Harvard and he got a degree as a brain surgeon. Then, I told you the only equipment I was going to give him was a knife, fork and a spoon, we still can't get there, can we? So, to empower effectively, we need to train our people. We need to give them the equipment to be successful and then we need to let them do their jobs.

The archenemies of continuous improvement are fear and blame. If we are to be successful as organizations, we must drive fear and blame out of the equation. If we make mistakes, we don't need to hide them, we don't need to cover them, we need to learn from them. As leaders, we must cultivate an environment and a spirit of openness and honesty and one of continuous improvement that says, what can I learn from this experience?

Abe Lincoln once said, "Winners fail far more often than losers." Life is not being afraid to fail. It's about the willingness to take a chance. It's the winner who gets knocked down and picks himself up, dusts himself off and gets back in the arena. Only the loser falls once and fails to get up. One can never be afraid of the risk of failure because it can always be overcome with hard work. Great leaders treat triumph and disaster the same. They learn from both as they move across the playing fields of life. Great leaders have a passion for excellence and a genuine fire for success in their bellies. Great leaders make a difference in people's lives.

I'm sure a few of you have heard this story, but because it's so relevant to me, I'm going to tell you this story. An older man was walking down the seashore and in the distance, he sees a young man who was dashing in and out of the waves. As he got closer and closer, he observes this man picking something up and tossing it back into the ocean and then running back again and doing the same. He went up to the young man and asked him what he was doing. The young many simply said, "The tide is going out and there are many starfish stranded on the beach. I'm trying to save as many as I can." The old man said, "You foolish young man, don't you realize that there are thousands upon thousands of starfish here on the beach? How do you possibly think you can make a difference?" Without batting an eye the young man went back and picked up another starfish and gently tossed it into the ocean and said, "I just made a difference to that one." Isn't that what we're all about? I can't tell you how many times, ladies and gentlemen, how many times I've been that stranded starfish when somebody in my life went the extra mile to make a difference. I firmly believe that to be truly successful in life, and it's great journey, we must never let our memories be greater than our dreams.

When I left my first command, my chief gave me a plaque that said, "Don't wait for great opportunities. Take common, everyday ones and make them great." That's a great lesson in life, because every day we are dealt a hand in cards and we may or may not like them, but we play the cards that are dealt. We work hard to make the most of what we have. If you truly believe you can, you probably can, but if you think you can't, you're absolutely right.

In closing ladies and gentlemen, I'd like to give you something to think about. Two weeks ago, we celebrated Memorial Day and honored those who made the ultimate sacrifice in the service of our great country. A week ago, we commemorated the 56th anniversary of the heroic landings and invasion of Normandy on D-Day. Tomorrow, we celebrate Flag Day and what our flag and this great country truly mean to us. I'd like to read to you a very short passage from John McCain's Faith of Our Fathers, about one of our fellow naval navigators and about what this great country meant to him. I quote. "This is the story of Mike Christian. Mike was a Navy bombardier navigator who had been shot down in 1967, about six months before I arrived in the Hanoi Hilton. He had grown up near Selma, Alabama and he was poor. He had not worn shoes until he was 13 years old. Character was their wealth. They were good, righteous people and they raised Mike to be hard working and loyal. He was 17 when he enlisted in the navy, a young sailor. He showed promise and that promise as a leader impressed his superiors enough to earn him a commission. What packages we were allowed to receive from our families often contained handkerchiefs, scarves and other clothing items. For some time Mike had been taking little scraps of red and white cloth. With a needle, he had fashioned from a piece of bamboo, he laboriously sewed an American flag on the inside of his blue prisoner shirt.

"Every afternoon, before we ate our soup, we would hang Mike's flag on the wall of our cell and recite the Pledge of Allegiance. No other event of the day had as much meaning to us. The guards discovered Mike's flag one day during a routine inspection and confiscated it. They returned that evening and took Mike outside. For our benefit as well as Mike's, they beat him severely just outside our cell, puncturing his eardrum and breaking several of his ribs. When they had finished, they dragged him bleeding and nearly senseless back into our cell. We helped him crawl into his place on a sleeping platform. After things had quieted down, we all laid down to go to sleep. Before drifting off, I happened to look over to the corner of the room where four naked light bulbs that were always illuminated in our cell cast a dim light on Mike Christian. He had crawled there quietly when he thought the rest of us were sleeping. With his eyes nearly swollen shut from the beating, he had quietly picked up his needle and thread and had begun sewing a new flag."

Thank you ladies and gentlemen. God bless you and may God continue to bless our military men and women who serve and sacrifice daily around the world to keep this country, the last best hope of mankind, the home of the free and the land of the brave. Thank you and God bless you.

Jack Lengyel

Admiral Delaney, on behalf of everyone here this morning, I'd like to present you this plaque to commemorate your presence here and your wonderful message.

If I may impose upon Admiral Delaney just for one second to talk about some of the things that this health care, the new revolutionary things, because it talks about cancer in our children, etc. Please take a moment to talk about some of the things you were talking about that the jet stream from the F15 and how it effects us.

Kevin Delaney

I didn't come here to do a commercial, but I will tell you that as much as I enjoy being in the automotive business for the last couple of years, the opportunity to get involved with this kind of exciting technology has really lit the fire in my belly. HealthScreen America really had its first center go operational in January of this year. We plan on rolling out to 55 markets over the next three years and it's my job to take them there, so it's an interesting challenge.

The technology that is there today is all non-invasive. Most of it bases itself around ultrasound equipment, much of which is available through GE. We are the only center in the country today, and some of you may have seen "NBC Nightly News," they had a segment on us last Wednesday, with this ultrasound technology that, without taking your clothes off, can simply put ultrasound on your neck and look inside to see if there's any plaque built up. It looks at the thyroid. We have a fast CT scan that takes less than ninety seconds through a doughnut, not the normal coffin that everybody goes through in a MRI. It can look inside the heart, the lower aorta, and will image the entire heart and chambers to see if there is anything wrong. It can look inside the lungs in a three-dimensional picture. A normal lung x-ray will show you cancer only about the size of a quarter or larger. This technology will get down to the size of a grain of rice.

The survivability of that grain of rice is about 85 plus percent. The mortality of the normal chest ex-x-ray by the time it detects cancer is about 85 percent mortality. You can see the huge stride in differences there.

We can take a women's foot, shoot an ultrasound through the ankle and in less than 10 seconds, can tell her what her bone density is. Even at a young age of 23 or 25 years, we can still show what the average for that age is for bone density and whether there is a propensity for osteoporosis at a time in which dietary supplements and a change in lifestyle can perhaps arrest and prevent osteoporosis.

It's truly exciting to be on the cutting edge of this technology. We're about two years away from a full genetic mapping. The idea that we can go inside and let people take charge of their lives is wonderful. A full battery of everything from soup to nuts, very extensive blood work, looking for everything from diabetes to PSA to cholesterol, the whole scheme of things now runs about $1,600. I spent more than that a couple of weeks ago getting my car repaired.

An employer who has key people in his group doesn't want to lose his people from a trap door falling on them. Obviously, it will be important to an employer. To individuals, what could be more important than taking care of your own health. When I do a normal navy flight physical, I would go through about a 3 hour physical, but I'd be lucky if I saw the doctor about seven minutes of that. A quick couple of checks, a quick stethoscope to my chest and he'd ask me how I feel and send me on my way.

The idea is that we don't do diagnosis, we simply do a screening that gives you material to go to a physician and have him take a look at it and make an analysis. Our chief medical officer was a former medical office on Capital Hill to our Senate and to our Congress and to the Supreme Court, so we've got a fine medical officer running this.

We're truly excited about where this could go and the technology is only on the cutting edge. We're about two years away from a full genetic mapping. There are many who believe that once that genetic map is completed, through tailor-made genetic cocktails, they can arrest and reverse a lot of diseases. It's mind boggling to me, like a lot of things today. The idea that we can go in there and let people take charge of their lives, companies can win, people can win and ultimately, the insurance industry will win. Early detection is in their best benefit as we try to control health costs and keep them down and make this kind of screening available to everyone.

Jack, it's exciting to be a part of a new company. I'm still on a very steep learning curve and enjoying every minute of it.

Jack Lengyel

Thank you. The new technology is absolutely mind-boggling. I'm sure all of you, with all of our types of infirmaries, will be very appreciative of your new company. Thank you very much for attending.