MBAs Want to Win By Delivering Value. It Is Like an Abstraction, Right?
August 11, 2023
Note: This essay is the work of a real and still-alive dinobaby. No smart software involved, just a dumb humanoid.
Is it completely necessary to bring technology into every aspect of one’s business? Maybe, maybe not. But apparently some believe such company-wide “digital transformation” is essential for every organization these days. And, of course, there are consulting firms eager to help. One such outfit, Third Stage Consulting Group, has posted some advice in, “How to Measure Digital Transformation Results and Value Creation.” Value for whom? Third Stage, perhaps? Certainly, if one takes writer Eric Kimberling on his invitation to contact him for a customized strategy session.
Kimberling asserts that, when embarking on a digital transformation, many companies fail to consider how they will keep the project on time, on budget, and in scope while minimizing operational disruption. Even he admits some jump onto the digital-transformation bandwagon without defining what they hope to gain:
“The most significant and crucial measure of success often goes overlooked by many organizations: the long-term business value derived from their digital transformation. Instead of focusing solely on basic reasons and justifications for undergoing the transformation, organizations should delve deeper into understanding and optimizing the long-term business value it can bring. For example, in the current phase of digital transformation, ERP [Enterprise Resource Planning] software vendors are pushing migrations to new Cloud Solutions. While this may be a viable long-term strategy, it should not be the sole justification for the transformation. Organizations need to define and quantify the expected business value and create a benefits realization plan to achieve it. … Considering the significant investments of time, money, and effort involved, organizations should strive to emerge from the transformation with substantial improvements and benefits.”
So companies should consider carefully what, if anything, they stand to gain by going through this process. Maybe some will find the answer is “nothing” or “not much,” saving themselves a lot of hassle and expense. But if one decides it is worth the trouble, rest assured many consultants are eager to guide you through. For a modest fee, of course.
Cynthia Murrell, August 11, 2023
The Future from the Masters of the Obvious
June 26, 2023
The last few years have seen many societal changes that, among other things, affect business operations. Gartner corals these seismic shifts into six obvious considerations for its article, “6 Macro Factors Reshaping Business this Decade.” Contributor Jordan Turner writes:
“Executives will continue to grapple with a host of challenges during the 2020s, but from the maelstrom that was their first few years, new business opportunities will arise. ‘As we entered the 2020s, economies were already on the edge,’ says Mark Raskino, Distinguished VP Analyst at Gartner. ‘A decade-long boom, generated substantially from inexpensive finance and lower-cost energy, led to structural stresses such as highly leveraged debt, crumbling international alliances and bubble-like asset prices. We were overdue for a reckoning.’ Six macro factors that will reshape business this decade. The pandemic coincided with and catalyzed societal shifts, spurring a strategy reset for many industries. Executive leaders must acknowledge these six changes to reconsider how business will get done.”
Their list includes: the threat of recession, systemic mistrust, poor economic productivity, sustainability, a talent shortage, and emerging technologies. See the write-up for details on each. Not surprisingly, the emerging technologies list includes adaptive AI alongside the metaverse, platform engineering, sustainable technology and superapps. Unfortunately, the Gartner wizards omitted replacing consultants and analysts with smart software. That may be the most cost-effective transition for businesses yet the most detrimental to workers. We wonder why they left it out.
And grapple? Yes, grapple. I wonder if Gartner will have a special presentation and a conference about these. Attendees can grapple. Like Musk and Zuck?
Cynthia Murrell, June 26, 2023
Blue Chip Consultants Embrace Smart Software: Some Possible But Fanciful Reasons Offered
June 7, 2023
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Note: This essay is the work of a real and still-alive dinobaby. No smart software involved, just a dumb humanoid.
VentureBeat published an interesting essay about the blue-chip consulting firm, McKinsey & Co. Some may associate the firm with its work for the pharmaceutical industry. Others may pull up a memory of a corporate restructuring guided by McKinsey consultants which caused employees to have an opportunity to find their futures elsewhere. A select few can pull up a memory of a McKinsey recruiting pitch at one of the business schools known to produce cheerful Type As who desperately sought the approval of their employer. I recall do a miniscule project related to a mathematical technique productized by a company almost no one remembers. I think the name of the firm was CrossZ. Ah, memories.
“McKinsey Says About Half of Its Employees Are Using Generative AI” reports via a quote from Ben Ellencweig (a McKinsey blue chip consultant):
About half of [our employees] are using those services with McKinsey’s permission.
Is this half “regular” McKinsey wizards? That’s ambiguous. McKinsey has set up QuantumBlack, a unit focused on consulting about artificial intelligence.
The article included a statement which reminded me of what I call the “vernacular of the entitled”; to wit:
Ellencweig emphasized that McKinsey had guardrails for employees using generative AI, including “guidelines and principles” about what information the workers could input into these services. “We do not upload confidential information,” Ellencweig said.
A senior consultant from an unknown consulting firm explains how a hypothetical smart fire hydrant disguised as a beverage dispenser can distribute variants of Hydrocodone Bitartrate or an analog to “users.” The illustration was created by the smart bytes at MidJourney.
Yep, guardrails. Guidelines. Principles. I wonder if McKinsey and Google are using the same communications consulting firm. The lingo is designed to reassure, to suggest an ethical compass in good working order.
Another McKinsey expert said, according to the write up:
McKinsey was testing most of the leading generative AI services: “For all the major players, our tech folks have them all in a sandbox, [and are] playing with them every day,” he said.
But what about the “half”? If half means those in Black Quantum, McKinsey is in the Wright Bros. stage of technological application. However, if the half applies to the entire McKinsey work force, that raises a number of interesting questions about what information is where and how those factoids are being used.
If I were not a dinobaby with a few spins in the blue chip consulting machine, I would track down what Bain, BCG, Booz, et al were saying about their AI practice areas. I am a dinobaby.
What catches my attention is the use of smart software in these firms; for example, here are a couple of questions I have:
- Will McKinsey and similar firms use the technology to reduce the number of expensive consultants and analysts while maintaining or increasing the costs of projects?
- Will McKinsey and similar firms maintain their present staffing levels and boost the requirements for a bonus or promotion as measured by billability and profit?
- Will McKinsey and similar firms use the technology, increase the number of staff who can integrate smart software into their work, and force out the Luddites who do not get with the AI program?
- Will McKinsey cherry pick ways to use the technology to maximize partner profits and scramble to deal with glitches in the new fabric of being smarter than the average client?
My instinct is that more money will be spent on marketing the use of smart software. Luddites will be allowed to find their future at an azure chip firm (lower tier consulting company) or return to their parents’ home. New hires with AI smarts will ride the leather seats in McKinsey’s carpetland. Decisions will be directed at [a] maximizing revenue, [b] beating out other blue chip outfits for juicy jobs, and [c] chasing terminated high tech professionals who own a suit and don’t eat enhanced gummies during an interview.
And for the clients? Hey, check out the way McKinsey produces payoff for its clients in “When McKinsey Comes to Town: The Hidden Influence of the World’s Most Powerful Consulting Firm.”
Stephen E Arnold, June 7, 2023
MBAs and Advisors, Is Your Nuclear Winter Looming?
May 31, 2023
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Note: This essay is the work of a real and still-alive dinobaby. No smart software involved, just a dumb humanoid.
Big time, blue chip consulting firms are quite competent in three areas: [1] Sparking divorces because those who want money marry the firm, [2] Ingesting legions of MBAs to advise clients who are well compensated but insecure, and [3] Finding ways to cuts costs and pay the highly productive partners more money. I assume some will disagree, but that’s what kills horses at the Kentucky Derby.
I read but did not think twice about believing every single word in “Amid Mass Layoff, Accenture Identifies 300+ Generative AI Use Cases.” My first mental reaction was this question, “Just 300?”
The write up points out:
Accenture has identified five broad areas where generative AI can be implemented – advising, creating, automation, software creation and protection. The company is also working with a multinational bank to use generative AI to route large numbers of post-trade processing emails and draft responses with recommended actions to reduce manual effort and risk.
With fast food joints replacing humans with robots, what’s an MBA to do? The article does not identify employment opportunities for those who will be replaced with zeros and ones. As a former blue chip worker bee, I would suggest to anyone laboring in the intellectual vineyards to consider a career as an influencer.
Who will get hired and make big bucks at the Bains, the BCGs, the Boozers, and the McKinseys, et al? Here’s my short list:
- MBAs or people admitted to a fancy university with super connections. If one’s mom or dad was an ambassador or frequents parties drooled upon by Town & Country Magazine, you may be in the game.
- Individuals even if they worked at low rent used car lots who can sell big buck projects. The future at the blue chips is bright indeed.
- Individuals who are pals with highly regarded partners.
What about the quality of the work produced by the smart software? That is a good question. The idea is to make the client happy and sell follow on work. The initial work product may be reviewed by a partner or maybe not. The proof of the pudding are the revenue, costs, and profit figures.
That influencer opportunity looks pretty good, doesn’t it? I think snow is falling. Grab a Ralph Lauren Purple Label before you fire up that video camera.
Stephen E Arnold, May 31, 2023
Will McKinsey Be Replaced by AI: Missing the Point of Money and Power
May 12, 2023
Note: This essay is the work of a real and still-alive dinobaby. No smart software involved, just a dumb humanoid.
I read a very unusual anti-big company and anti-big tech essay called “Will AI Become the New McKinsey?” The thesis of the essay in my opinion is expressed in this statement:
AI is a threat because of the way it assists capital.
The argument upon which this assertion is perched boils down to capitalism, in its present form, in today’s US of A is roached. The choices available to make life into a hard rock candy mountain world are start: Boast capitalism so that it like cancer kills everything including itself. The other alternative is to wait for the “government” to implement policies to convert the endless scroll into a post-1984 theme park.
Let’s consider McKinsey. Whether the firm likes it or not, it has become the poster child and revenue model for other services firms. Paying to turn on one’s steering wheel heating element is an example of McKinsey-type thinking. The fentanyl problem is an unintended consequence of offering some baller ideas to a few big pharma outfits in the Us. There are other examples. I prefer to focus on some intellectual characteristics which make the firm into the symbol of that which is wrong with the good old US of A; to wit:
- MBA think. Numbers drive decisions, not feel good ideas like togetherness, helping others, and emulating Twitch’s AI powered ask_Jesus program. If you have not seen this, check it out at this link. It has 64 viewers as I write this on May 7, 2023 at 2 pm US Eastern.
- Hitting goals. These are either expressed as targets to consultants or passed along by executives to the junior MBAs pushing the mill stone round and round with dot points, charts, graphs, and zippy jargon speak. The incentive plan and its goals feed the MBAs. I think of these entities as cattle with some brains.
- Being viewed as super smart. I know that most successful consultants know they are smart. But many smart people who work at consulting firms like McKinsey are more insecure than an 11 year old watching an Olympic gymnast flip and spin in a effortless manner. To overcome that insecurity, the MBA consultant seeks approval from his/her/its peers and from clients who eagerly pick the option the report was crafted to make a no-brainer. Yes, slaps on the back, lunch with a senior partner, and identified as a person who would undertake grinding another rail car filled with wheat.
The essay, however, overlooks a simple fact about AI and similar “it will change everything” technology.
The technology does not do anything. It is a tool. The action comes from the individuals smart enough, bold enough, and quick enough to implement or apply it first. Once the momentum is visible, then the technology is shaped, weaponized, and guided to targets. The technology does not have much of a vote. In fact, technology is the mill stone. The owner of the cattle is running the show. The write up ignores this simple fact.
One solution is to let the “government” develop policies. Another is for the technology to kill itself. Another is for those with money, courage, and brains to develop an ethical mindset. Yeah, good luck with these.
The government works for the big outfits in the good old US of A. No firm action against monopolies, right? Why? Lawyers, lobbyists, and leverage.
What’s the essay achieve? [a] Calling attention to McKinsey helps McKinsey sell. [b] Trying to gently push a lefty idea is tough when those who can’t afford an apartment in Manhattan are swiping their iPhones and posting on BlueSky. [c] Accepting the reality that technology serves those who understand and have the cash to use that technology to gain more power and money.
Ugly? Only for those excluded from the top of the social pyramid and juicy jobs at blue chip consulting firms, expertise in manipulating advanced systems and methods, and the mindset to succeed in what is the only game in town.
PS. MBAs make errors like the Bud Light promotion. That type of mistake, not opioid tactics, may be an instrument of change. But taming AI to make a better, more ethical world. That’s a comedy hook worthy of the next Sundar & Prabhakar show.
Stephen E Arnold, May 12, 2023
MBAs Rejoice: Traditional Forecasting Methods Have to Be Reinvented
February 27, 2023
The excitement among the blue chip consultants will be building in the next few months. The Financial Times (the orange newspaper) has announced “CEOs Forced to Ditch Decades of Forecasting Habits.” But what to use? The answer will be crafted by McKinsey, Bain, Booz, Allen, et al. Even the azure chip outfits will get in on the money train too. Imagine all those people who have to do budgets have to find a new way. Plugging numbers into Excel and dragging the little square will no longer be enough.
The article reports:
auditing firms worry that the forecasts their corporate clients submit to them for sign-off are impossible to assess.
Uncertainty and risk: These are two concepts known to give some of those in responsible positions indigestion. The article states:
It is not just the traditional variables of financial modeling such as inflation and consumer spending that have become harder to predict. The past few years have also provided some unexpected lessons on how business and society cope with shocks and uncertainty.
Several observations:
- Crafting “different” or “novel” forecasting methods will accelerate the use of smart software in blue chip consulting firms. By definition, MBAs are out of ideas which work in the new reality.
- Senior managers will be making decisions in an environment in which the payoff from their decisions will create faster turnover among the managerial ranks as uncertainty morphs into bad decisions for which “someone” must be held accountable.
- Predictive models may replace informed decisions based on experience.
Net net: Heisenberg uncertainty principle accounting marks a new era in budget forecasting and job security.
Stephen E Arnold, February 27, 2023
Going after the Original Entitled Wizards of Wonder: Blue Chip Consultants
February 14, 2023
I read “The McKinseys and the Deloittes Have No Expertise in the Areas That They’re Advising In.” I think the wildly “that they’re advising in” would make some old-school editors uncomfortable. But grammar and usage aside, the Financial Times, the odd orange newspaper, has identified what might be called “The Once Emperor-Like Are Naked So Let’s Put Them on TikTok.” Well, not TikTok, but the blue chip consultants are in the spot light for a short time.
I noted this passage in an “interview” with the author of the book The Big Con, by Mariana Mazzucato and Rosie Collington:
The Big Con of the book’s title is not a crime; it’s a confidence trick. Consultancies and outsourcers, Mazzucato argues, know less than they claim, cost more than they seem to, and — over the long term — prevent the public sector developing in-house capabilities.
The article presents as “real” financial news something that most former employees of blue chip firms know: Get smart about nanotechnology. We have a client meeting at 9 am.” The sentence is emitted from a sleek partner at 6:15 pm on a Wednesday evening. Yep, that’s why professionals at blue chip consulting firms get paid reasonable money: Get smart fast, spout sentences which seem to be spontaneously helpful, and nod at the right places. The goal: Close a job and start billing and scope change and bill some more.
I liked this statement in the article:
“These are private companies, the McKinseys and the Deloittes, that have no expertise in the areas that they’re advising in.”
Accurate? Yep. Will blue chip consulting firms change? Nope. Will those who hire blue chip consulting firms change their ways? No.
But why?
We can answer the question next week by getting our consulting firm to lead a discussion with the government staff involved in determining next steps. Those next steps require defining a project, a statement of work, a procurement or an add on to an existing contract, and billing.
In short, a validation of the superior intellect of the blue chip firms and their wizards of wonder.
Stephen E Arnold, February 14, 2023
Juicy Consulting War Stories
December 15, 2022
I have a copy of the collection of war stories which make the what and how of blue chip consulting pretty easy to understand. Of course, if you have been RIFed, reorganized to a suburban office park in Alberta, or found yourself wishing you had paid attention in MBA classes—you don’t need to read the book When McKinsey Comes to Town: The Hidden Influence of the World’s Most Powerful Consulting Firm.
Let me suggest a gloss. Navigate to “In Clover,” an essay by a persona who assert he/she/them worked at Anderson, later Accenture. You remember the accounting outfit that signed off on the Enron confections. Yeah, that outfit.
The essay contains what I would call baby war stories. Some big blue chip consulting firm names are dropped, not just McKinsey. There is a hint of wild and wooly consulting behavior even a bit of regret. I may be imagining that, but my radar bleeped when I read:
The Andersen Consulting new hires were shipped to a programming boot camp in St Charles, a suburb of Chicago. None of us had cars, so the three weeks there were spent entirely on campus, working overtime, getting blind drunk and secretly snogging one another in the stairwells.
Classy.
But the most interesting passage in the In Clover essay in my opinion is this one:
Thanks to the hegemonic model McKinsey and other management consultants invented, these firms not only make and remake businesses and government in the image of their laissez-faire fantasies, but see homo economicus as the last word in modern selfhood.
Yep. I loved working at Booz, Allen & Hamilton. Hire a blue chip consulting firm and we will try to sell an analysis of your unit to the Board of Directors. Billing is not the spice of life; it is life. Snogging? Not so much.
Stephen E Arnold, December 15, 2022
McKinsey Black Heart: Smart Software Flat Lines!
December 7, 2022
The McKinsey online marketing content machine is chugging along. The service is called McKinsey Black, but I like to think of it as the McKinsey Black Heart. (There are many logo and branding opportunities with my version of the online publication’s name in my opinion.)
The Black Heart made available “The State of AI in 2022 and a Half Decade in Review.” I am not sure who the two or three sled dogs were who assembled the report. I know for sure that one or more managing partners are pulling their their harnesses like the horses bedecking the Brandenburg Gate.
I urge you to read this pontifical document yourself. I want to highlight one possibly irrelevant finding tucked into the mass of content marketing data; to wit:
While AI adoption globally is 2.5x higher today than in 2017, it has leveled off over the past few years.
Is this statement accurate? Come on now. That’s not a fair question due to the sampling methodology, the question formation, and the super analytic procedures used to generate the finding. Pretty boring like most Statistics 101 questions; for instance:
The online survey was in the field from May 3 to May 27, 2022, and from August 15 to August 17, 2022, and garnered responses from 1,492 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of those respondents, 744 said their organizations had adopted AI in at least one function and were asked questions about their organizations’ AI use. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP.
Ah, ha. A finger on the scale perhaps? Let’s move on and think about this.
The obvious value of the finding is that if you aren’t doing AI, you may be left behind. You will be like a small child watching the TGV disappear with your parents and nanny toward Nimes as you stand alone on the empty platform at Gare Montparnasse. Bad. How bad? Very bad which means, “Hire McKinsey.”
For me the idea that one of the most hyped, wild and crazy techno jargon crazies has gone flat line. Now that’s not just very bad; it is downright truly bad.
Why is the Black Heart report presenting a graph which does not look like a hockey stick. McKinsey wants to move people along the hockey stick handle, not report that the growth looks like the surface of the ice rink in the Patinoire de Nimes.
And what are the killer applications? How about making customer service great again? The idea is that smart software can replace expensive, litigious, unreliable, and non-McKinsey grade humans with digital magic. Think about your most recent brush with “customer service.” Those big company chatbots are wonderful, super wonderful.
The write up has one additional feature designed to cement the Black Heart content into your work life. You can sign up for “new artificial intelligence articles.” Presumably these will not be written by smart software. Real live Black Heart experts will share their insights.
Remember. AI is not doing the hockey stick thing. My view is that some fancy dancing was required to find violets and daisies sprouting in the opioid waste refinement system.
Imagine. A flat line. After all the pension fund money, all the hype, and all the excitement for workers who can be replaced. Here’s a question? Can those text generators replace a small McKinsey team?
That’s a good question.
Stephen E Arnold, December 7, 2022
Blue Chip Consulting: An Interesting Question with a Painfully Obvious Answer
November 30, 2022
I read “Why Is Booz Allen Renting Us Back Our Own National Parks?” The author is asking a BIG question with what may be a tiny answer.
The essay states:
Today I’m writing about how the giant government contracting firm Booz Allen and 13 government agencies have been renting back to the public access to our own lands by forcing us to pay junk fees to use national parks.
The essay runs through some historical information about land. Interesting, but I tuned that type of information when I had to take a class in US history as a freshman at the third-rate outfit which accepted me as a student. Sure, the professor became a US congress person and had influence. But the lectures about land, Henry Clay, and Manifest Destiny did not compute. (In 1962 I was trying to figure out how to get an IBM computer to accept a program to index Latin sermons. Land was a fungible, and I was and remain on the intangible side of life.)
A US government Web site becomes a point of reference in the essay. Now you may think that US government Web sites are no big deal. Rest assured that in preparing annual budgets, Web sites are indeed a big deal. Did you know that US national laboratories want traffic because click data let’s some labs say to a Congressional committee: “We are pulling in eyeballs because our research is Number One with a bullet.” Believe me. Some people’s jobs depend on getting an elected official to see Web traffic as germane to pulse weapon funding or more esoteric activities.
The Web site referenced is not involved in nuclear research information. Recreation.gov becomes a way for a government agency to demonstrate that it is [a] serving citizens, [b] demonstrating that it is operating as a business, not a service organization, and [c] in step with hip digital trends. The write up points out that my former employer Booz Allen does a great deal of business with the Federal sector. The write up points out that Booz Allen has been involved in interesting and often big dollar projects. Some of these projects are so-so; others not so so-so; and a number of them are home runs. Booz Allen is an organization of hitters, not sitters.
I noted this passage in the write up:
In 2017, Booz Allen got a 10-year $182 million contract to consolidate all booking for public lands and waters, with 13 separate agencies participating, from the Bureau of Land Management to the National Oceanic & Atmospheric Administration to the National Park Service to the Smithsonian Institution to the Tennessee Valley Authority to the US Forest Service. The funding structure of the site is exactly what George Washington Plunkitt would design. Though there’s a ten year contract with significant financial outlays, Booz Allen says the project was built “at no cost to the federal government.” In the contractor’s words, “the unique contractual agreement is a transaction-based fee model that lets the government and Booz Allen share in risk, reward, results, and impact.” In other words, Booz Allen gets to keep the fees charged to users who want access to national parks. Part of the deal was that Booz Allen would get the right to negotiate fees to third party sites that want access to data on Federal lands.
Then the essay notes:
Yes, Booz Allen gets to steal some pennies, but we have a remarkable system of public lands and waters that are broadly available for all of us to use on a relatively equal basis. And we can still see the power of George-ism in the advocacy of hikers and in the intense view that members of Congress had when they passed the Federal Lands Recreation Enhancement Act in 2004, which strictly regulated fees that Americans would have to pay to access our Federal lands.
Then the essay includes a statement which baffles me:
We are in a moment of institutional corruption, but these moments are transitory as institutions change.
Now let’s answer the question, “Why is Booz Allen renting us back our own national parks?”
My answer is my personal opinion, and you may choose to disagree:
- Government professionals directly or indirectly created a statement of work designed to help a unit of a government agency meet its annual objectives; for instance, cost recovery so citizens benefit without the agency spending government money. Remember that Booz Allen gets paid to create a fee generation system which pays Booz Allen and makes users of Recreation.gov really happy. At the same time, the agency officials get credit for a job well done and possibly some power or money related benefit.
- Booz Allen (in its present form) was shaped in the mid 1970s specifically to capture government contracts of any type. The purpose of the capture is to generate fee based revenue from professional services and in some cases by creating a fungible thing like a cartridge ejection mechanism. The object is to bill in accordance with the tasks set forth in the statement of work and implement applicable scope changes in order to respond to the client agency’s needs.
- The projects — whether Recreation.gov, the structure of the US Department of Navy, or providing inputs to space warfare analysts — give the professionals working in US government agencies a wide range of interesting work tasks. These tasks include, but are not limited to, attending meetings, meeting with sub-contractors, coordinating with other government entities, and in the case of national park projects, a field trip, maybe many field trips.
Thus, the answer to the question is that Booz Allen does not rent back national parks. Booz Allen plus a small number other blue chip consulting firms create work for Federal employees and for those paid directly by Booz Allen. Think of Booz Allen as the engine room of the government machine.
The march through history, the precedents for land use, and the other History 121 topics are completely irrelevant to making an essentially unmanageable and functionally impaired national park system appear to work reasonably well.
I would ask the author of the essay: What would be a better method? Would it be possible to find an optimally performing government agency and transport those systems and methods to those entities involved in Recreation.gov? How about using the Internal Revenue Service as a model? What if one snags the Social Security Agency or Health and Human Services as a model? We can jump branches and emulate the Senate sergeant at arm’s management methods? Do any of these provide a model?
To answer these questions my thought is that some government agencies will hire either Booz Allen or a similar firm.
Why? Booz Allen can do work, give government professionals tasks to complete, and send invoices.
The BIG question has a small, simple answer. Plus one can reserve a space for vanlifers whose rides conform to the National Park guidelines. That’s a deliverable.
Stephen E Arnold, November 30, 2022
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