<?xml version="1.0" encoding="UTF-8" ?>

<rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom">

    <channel>
        <title>Edge Services Inc</title>
        <description>Edge Services Blog</description>
        <link>http://www.edgeservices.com/</link>
        <atom:link href="http://old.edgeservices.com/rss.php" rel="self" type="application/rss+xml" />
<item><title><![CDATA[Good reads this week]]></title><description><![CDATA[
	What&amp;#39;s ahead for the second half of 2016? Where is the economy going? How are hiring trends going to be impacted? This past week we ran across two interesting articles with insight into what&amp;#39;s ahead.

	US Economy Brushes Off Brexit Worries, Shows Signs of Strength

	10 IT Hiring Plans for Second Half of 2016

	&amp;nbsp;

	&amp;nbsp;

	&amp;nbsp;
]]></description><link>http://old.edgeservices.com/pages/blog/good-reads-this-week</link><guid>http://old.edgeservices.com/pages/blog/good-reads-this-week</guid><pubDate>Sun, 10 Jul 2016 21:23:58 +0000</pubDate></item><item><title><![CDATA[What We Can Do: Projects]]></title><description><![CDATA[
	Your environment is complex. Your challenges change, sometimes daily, and multiple demands impact the direction and timelines of projects. EDGE understands what you are facing.

	&amp;ldquo;As a bank operations IT manager, I call on EDGE to help me solve real challenges, large and small. EDGE understands the business. From my client relations manager to the consultants, who walk on-site, they understand what I need, they ask questions that get to the heart of the problem, they deliver solutions, and they do all of that professionally and efficiently,&amp;rdquo; said one vice president at an EDGE client bank.

	&amp;ldquo;Through several banks, I have utilized EDGE. I repeatedly draw on their expertise and experience because they are professionals who have been there and done that. They know projects and they know what needs to make them work.&amp;rdquo;

	What does the EDGE difference mean for your project management?

	
		We understand the issues you face every day; we have been on your side of the desk.
	
		We understand banking systems, interfaces, and the funding and reporting processes that managers work with on each and every project.
	
		We have the advantage of knowing banking systems and experiencing how many other banks have addressed business requirements related to new products, functionality, regulatory policy, privacy, and other changes demanded to remain competitive.


	EDGE works with banks, credit unions and financial service organizations in the delivery of many different kinds of projects, including in the areas of mergers and acquisitions, packaged software and compliance. A sampling of our work:

	Mergers &amp;amp; Acquisitions:

	
		Delivered multiple M&amp;amp;A/integrations on a fixed-price, 16-week conversion timeline for a mid-size bank. The projects utilized from 14 to 25 resources, who were deployed on-site within 2-weeks of notification. Converted customer data included integrated Fidelity deposit and loans, in-house CIS, Safe Box Accounting, debit/credit cards, marketing mailings, and general ledger.
	
		Analyzed conversion time-line over an eight week period for a large bank and documented streamlined processes, resulting in capability to complete a data conversion of an acquired bank in 90 days.
	
		Provided 15 PM&amp;rsquo;s and BA&amp;rsquo;s on two separate bank conversions for a mid-size bank, staffing much of the core processing application needs on the projects. Both conversions were completed on time and within budget and were regarded by the bank as highly successful.


	Packaged Software Projects:

	
		Turn-key upgrade on a fixed-price, 17-week timeline for Checkfree PEP+ and Safe Box Accounting (SBA) systems for large credit union using 1 BA and 2 technicians. Project delivered on-time and on-budget.
	
		Provided PM and BA expertise to a regional bank supporting a revenue enhancement project, which resulted in more than 1.5 million dollars per month increase in fee income.
	
		Completed initial implementation, conversion and integration of DDA, Mortgage, General Ledger and Customer Services systems. Application software was Fidelity IMPACS (IM), Real Estate (RE), Financial Management System (FMS) and Customer Service (CS).


	Compliance:

	
		Supplied 23 resources to complete successful data scrub to mask customer identification information on test data files for Gramm-Leach-Bliley Act compliance.


	We have numerous other examples projects supported by our team. If you would like to learn more about our experience related to your specific needs and&amp;nbsp;projects, please Contact Us.
]]></description><link>http://old.edgeservices.com/pages/blog/what-we-can-doprojects</link><guid>http://old.edgeservices.com/pages/blog/what-we-can-doprojects</guid><pubDate>Sun, 10 Jul 2016 21:25:25 +0000</pubDate></item><item><title><![CDATA[Staffing Unplanned Projects]]></title><description><![CDATA[
	You&amp;#39;ve been there. Your IT project plans are outlined and deadlines are set, work is underway and, it jumps up &amp;ndash; an unplanned project. The new work must be done, along with what you already have in progress. Your staff is fully engaged and there is no extra time or resources. Now is the time to work some magic or pull a rabbit from the proverbial hat.

	What are the alternatives to the unplanned project situation?

	
		There is the obvious one &amp;ndash; delete some of the original planned projects. You know the downsides of that &amp;ndash; projects important to the success of the business will get side-stepped or eliminated.
	
		Reduce the scope of current projects. You may free up a resource or two. But, care needs to be taken with reductions. Reducing the scope of a project could have the same effect as a total cancellation by making the result of the project ineffectual.
	
		Hard look at delivery timeframes. Short delays may not affect the bottom line of the project or organizational success. By juggling the timeline, resources could potentially work on both the original projects, as well as the new, unexpected project. This is, usually, not an optimal solution, as the net effect is potentially longer hours for the staff.


	To staff the unplanned project immediately and maintain work process efficiency is difficult. Obtaining hard-to-find IT skilled professionals who can deliver quality application development and management with minimal training is a challenge.

	Staff augmentation is a strategy to &amp;quot;man&amp;quot; an unplanned project and respond to business objectives in the work process. Staff augmentation can be an effective way to leverage existing resources and utilize outside resources for the benefit of your company. How can you benefit from staff augmentation in the most effective way, considering your time and energy limitations? Ask yourself a couple of quick questions:

	Where are there disconnects between staffing levels/knowledge and the projects on my plate?Are there day-to-day tasks I could turn over to an outside resource, so that I could redirect full-time staff to the unplanned project?What resources and knowledge base would benefit the unplanned project?

	Then, you need to consider a couple of questions specifically related to bringing in outside resources:

	Where will the funds come from for the outside resources?

	Regardless of where you actually utilize the acquired resource, funding for the person should be factored into the unplanned project budget which caused the need for the increase in headcount. By attaching the cost to the work causing the need, the regular projects will maintain their original cost/benefit model which was developed to justify the project initially.

	Will the resource work on-site or remotely?

	If you have not embraced the concept of remote workers, now may be the time. By being flexible with your requirements, you could potentially widen the diversity of the available resources. In today&amp;#39;s market, the &amp;quot;A&amp;quot; players find work easily and do not have to travel in order to do so. Requiring the individual to work on site, will limit the pool from which you can choose and most likely cause you to select from &amp;quot;B&amp;quot; and &amp;quot;C&amp;quot; players vs. &amp;quot;A&amp;quot;.

	How do you retain the knowledge from the project within the permanent staff?

	The retention of knowledge regarding a project has been an age long concern with bringing in outside staff. A simple solution - consider using the increased resource in maintaining the day-to-day workload, while the permanent staff is redirected to the new project load. This is especially beneficial during merger and acquisition work where retention of conversion knowledge may be considered critical.

	It is only natural for you to have concerns over the ability/productivity of the IT staff you may hire from a staffing company. But, a structured recruitment process and comprehensive screening by the staffing company will ensure candidates are chosen based on their past performance and ability to handle the job requirement. Communication with your staffing company is the key to success in obtaining the resource you require.

	EDGE Services understands what you are up against and how everything needs to fit together for success in delivering your planned and unplanned projects. We&amp;#39;ve been there, we&amp;#39;ve done that! Our banking consultants have successfully completed thousands of different project scenarios.

	Calls us. We welcome your questions and want to know the challenges you are facing, what areas need addressed, and where you need support to meet your goals and expectations.
]]></description><link>http://old.edgeservices.com/pages/blog/staffing-unplanned-projects</link><guid>http://old.edgeservices.com/pages/blog/staffing-unplanned-projects</guid><pubDate>Sun, 10 Jul 2016 21:25:49 +0000</pubDate></item><item><title><![CDATA[10 Commandments for Succeeding as a Remote Professional]]></title><description><![CDATA[
	In the consulting world, many consultants have the opportunity to work remotely. It is a great opportunity, for both the consultant (flexibility, less travel, convenience) and for the employer (lower costs, more efficient professionals, access to talent otherwise out of reach).

	However, as professionals go into a remote work agreement, we like to remind them of the 10 Commandments for Succeeding as a Remote Professional. 

	
		Communicate, communicate, communicate! This can&amp;rsquo;t be reinforced enough. Communication is the key to succeeding as a remote professional. Setting up deliberate and regular avenues of communication (onsite, phone calls, email, conference calls, Skype) is crucial to keep you plugged-in.
	
		Set aside a dedicated workspace and make sure you have the right tools. Working remote requires a mindset and setting up a professional workspace will ensure your success. A couple of must-haves - a high-speed, reliable internet connection and proper telephone equipment. Also helpful are a fax/scanner/printer and a video camera for teleconferencing.
	
		Get dressed for the day. You don&amp;rsquo;t have to put on the business suit or even khaki&amp;rsquo;s and a dress shirt. But, by committing to the routine of &amp;ldquo;getting ready for the day&amp;rdquo; helps you mentally transition from &amp;ldquo;home&amp;rdquo; to &amp;ldquo;office.&amp;rdquo;
	
		Remove distractions. As a remote professional you will spend a great deal of time on the phone. When setting up your office space, take steps to eliminate distractions that will interfere with clear phone conversations - dogs barking, lawn mowers, kids talking, etc.&amp;nbsp;
	
		Be ready and able to show results. This starts by communicating with your manager when you come into the job. What defines success for them? What challenges are they facing that you can help with? As you work, document your progress, work processes, roadblocks and results.
	
		Look for ways to add value to your job, department and organization. You have a unique perspective, as a remote professional. Be open to identifying those opportunities and bringing ideas to the table.
	
		Respect the fact that you aren&amp;rsquo;t in the office and may not have a complete picture of the environment. This requires you to listen more, ask questions, and then listen even more.
	
		Protect your work product just as you would in an office setting. Follow your employer&amp;rsquo;s policies and ensure that your home office space is secure and protects proprietary information, including having the ability to shred documents and being extremely conscious of any code or information that includes identifiable data.
	
		Commit to a work/life balance. Out-of-sight employees can sometimes cause managers to be a little uncomfortable with remote resources. That doesn&amp;rsquo;t mean you have to be a slave to your desk, but make sure you are available to your manager and co-workers, attend and participate in conference calls, and communicate frequently. You can still enjoy the benefits of working remote (flexibility, convenience), but ensure work commitments are met.
	
		Communicate, Communicate, Communicate! Did we mention this is the KEY to being a successful remote professional?


	EDGE works places both on-site and remote professionals. If you are a IT professional looking for new opportunities or a IT manager looking for unique talent, please call us.
]]></description><link>http://old.edgeservices.com/pages/blog/10-commandments-for-succeeding-as-a-remote-professional</link><guid>http://old.edgeservices.com/pages/blog/10-commandments-for-succeeding-as-a-remote-professional</guid><pubDate>Sun, 10 Jul 2016 21:26:23 +0000</pubDate></item><item><title><![CDATA[Time to Consider Remote Workers: How to Hire and Manage]]></title><description><![CDATA[
	Today, we are going to talk about the best way to hire and manage telecommuters. While it does take some additional effort, the payoff in hiring flexibility, productivity and employee satisfaction can greatly outweigh the time and money invested.

	Hiring the Right People

	Successful telecommuters have a certain work ethic.&amp;nbsp; When looking at potential telecommuters, ask yourself a couple of questions. &amp;nbsp;Are they self-starters? Can they work with less supervision and direction? Do they take initiative? Do they communicate well with others &amp;ndash; over the phone and via email?

	Management by Results 

	Management style may require a shift in how you judge success. Because you won&amp;rsquo;t be able to directly observe the work being done, you will have to shift to a style of management by results.&amp;nbsp; In other words, manage by deliverables.&amp;nbsp; Set the parameters to small work increments of not more than 7 to 10 days of output.&amp;nbsp; This way, you will catch a slide in a project timeline well before it becomes an issue.

	Communication is a Critical

	Communication between you and the telecommuter, as well as communication between telecommuters and on-site staff is critical. Setting up deliberate and regular avenues of communication (phone calls, conference calls, video conferencing and on-site travel) are crucial to keep the work flow strong and keep the telecommuter engaged.

	As a direct manager of a telecommuter, it is also important for you to have an ongoing dialogue with your remote staff.&amp;nbsp; Share news from the company&amp;rsquo;s perspective, as well as get input back from the telecommuter on challenges, successes, resource needs, and more.

	Involve your Security Team

	Telecommuting and allowing access from outside your physical location will present some challenges. Involve your IT security team to establish access and process related to your firewall(s) and authentication process. Also, walk through an analysis of how data will be transferred and the use of home/remote equipment. Organizations should ensure that policies are in place to cover all of their security concerns prior to embracing telecommuting. &amp;nbsp;

	When done correctly telecommuting is a win for everyone involved.&amp;nbsp; EDGE knows. We use telecommuting staff ourselves and place many &amp;ldquo;A&amp;rdquo; player consultants who telecommute regularly.

	If you have questions or want to learn more, give us a call.&amp;nbsp; We would be happy to entertain your questions and help you be successful in your telecommuting efforts.&amp;nbsp;

	&amp;nbsp;
]]></description><link>http://old.edgeservices.com/pages/blog/time-to-consider-remote-workspart-iihow-to-hire-and-manage</link><guid>http://old.edgeservices.com/pages/blog/time-to-consider-remote-workspart-iihow-to-hire-and-manage</guid><pubDate>Sun, 10 Jul 2016 21:26:54 +0000</pubDate></item><item><title><![CDATA[Keys to holding teams accountable]]></title><description><![CDATA[
	Expectations. Capability. Measurement. Feedback. Consequences. When holding teams accountable, what do these have in common? They all have to be....clear.

	Read this great article on keys to holding teams accountable.
]]></description><link>http://old.edgeservices.com/pages/blog/keys-to-holding-teams-accountable</link><guid>http://old.edgeservices.com/pages/blog/keys-to-holding-teams-accountable</guid><pubDate>Mon, 29 Feb 2016 18:51:13 +0000</pubDate></item><item><title><![CDATA[Turning tough questions into decisions]]></title><description><![CDATA[
	Decisions are tough. Big ones or little ones, they can create obstacles.

	Some organizations get bogged down in making decisions about projects, staffing, budgets, timelines, vendors and the list goes on and on. We found an excellent article &amp;nbsp;- Three Timeless Rules For Making Tough Decisions. - to give you some good tips for keeping things moving.
]]></description><link>http://old.edgeservices.com/pages/blog/turning-tough-questions-into-decisions</link><guid>http://old.edgeservices.com/pages/blog/turning-tough-questions-into-decisions</guid><pubDate>Mon, 16 Nov 2015 13:38:49 +0000</pubDate></item><item><title><![CDATA[Communication Skills for Successful Remote Professionals]]></title><description><![CDATA[
	As a remote professional, you do have some luxuries &amp;ndash; you can work in your jammies and your commute involves stepping over the dog on the way to your desk. On the flip side, you also have a few challenges your on-site co-workers do not &amp;ndash; out of sight, out of mind, you can&amp;#39;t walk down the hall to ask a question, and the manager can&amp;#39;t see you at work.

	Those challenges are precisely why remote professionals must be master communicators. You must use communication to remain productive and present in the day-to-day work of the team, as well as reassure your manager that you are contributing.

	Some ideas for being a better communicator:

	
		Establish deliberate and regular avenues of communication &amp;ndash; on-site visits, one-on-one phone calls, conference calls, email, instant messaging. In today&amp;#39;s workplace, we have numerous tools at our disposal. Find the combination that works well for the organization, manager and team you are serving. Understand that the successful combination of communication tools may vary from job to job or, even, project to project within the same organization.
	
		Set up a dedicated workspace that is free of distractions &amp;ndash; kids talking, TV blaring, dogs barking, outside noise. By keeping your space interruption free, you will come across more professionally on the phone and allow you to focus on the job at hand.
	
		Make sure you have a reliable, fast, internet connection. Your success as a remote professional will be heavily, if not almost entirely, based on your ability to operate across the internet. Your livelihood depends on the speed and reliability of your connectivity.
	
		Make sure you have a reliable cell phone, including a service plan to accommodate your needs each month. You are being judged based on your visibility and participation in the team. Don&amp;#39;t miss the opportunities to meet your obligations because your cell phone doesn&amp;#39;t have enough minutes.
	
		Invest in a reputable headset. You will spend hours on the phone. Save your shoulder and your hands and invest in a headset. Also, don&amp;#39;t rely solely on your speaker phone. In some cases, especially with conference calls, callers on speaker phones can be hard to hear and they can contribute additional background noise that interrupts the call.
	
		Utilize IM or Office Communicator to get quick answers and exchanges. Don&amp;#39;t use it as your sole method of communication, but as a compliment to it. Email, conference calls, and phone calls are still key.
	
		Maintain work hours consistent with the majority of the team, in the time zone of your client site. This may not seem like a communication tool, but it comes down to availability. By being available at times your team is available, you are better able to communicate and support the team.
	
		Keep your manager and team informed on your schedule and use out of office utilities to publish out of office notifications. Don&amp;#39;t let your manager wonder where you are or what you are up to. Keep the lines of communication open and keep them informed of any schedule changes. Because you are remote, you are not only being measured on your productivity, but you are also being measured on your visibility.
	
		Be ready and able to show results. This starts by communicating with your manager when you come into the job. What defines success for them? What challenges are they facing that you can help with? As you work, document your progress, work processes, roadblocks and results.


	Our consultants are our experts in the field. If there are other communications best practices you rely on, share this with us!
]]></description><link>http://old.edgeservices.com/pages/blog/communication-skills-for-successful-remote-professionals</link><guid>http://old.edgeservices.com/pages/blog/communication-skills-for-successful-remote-professionals</guid><pubDate>Mon, 16 Nov 2015 13:46:15 +0000</pubDate></item><item><title><![CDATA[Do You Really Need a PMP Certified Manager for That Project?]]></title><description><![CDATA[
	What makes a good PM? What skills do they bring to the table? Do they have to be certified to be an asset to your project? The answers vary&amp;nbsp;widely from organization to organization.&amp;nbsp;The answer comes down, at least from our perspective, it all depends!

	A successful Project Manager must simultaneously manage the four basic elements of a project: resources, time, money, and scope. All of these elements are interrelated and must be managed effectively. &amp;nbsp;

	But the real question is - when should you assign a manager who holds a PMP certification to a project? In some cases, it may be overkill to require PMP certification.&amp;nbsp; In others, you might want to insist on it.&amp;nbsp; Where do you draw the line and what caution should be taken?

	A PMP designation after an individual&amp;rsquo;s name is a great, but it is no indication of how good a project manager he or she will be. Having PMP certification means that the person has the proper amount of experience and training to sit for the test, and then correctly answered 61% of the answers on the exam &amp;ndash; yes only 61%.

	The most interesting thing about the PMP certification is the weight that some employers place on the designation when looking for project managers. To these organizations, it&amp;rsquo;s an easy screening mechanism for their HR personnel. However, that approach may screen out project managers with many years of very successful management of projects and leave the organization with a much less experienced and knowledgeable PMP certified project manager.

	Try something different.&amp;nbsp; For medium to small projects, consider foregoing the requirement for PMP certification as the main criteria for the position and instead look for the following four things to get a top notch Project Manager.

	
		Interpersonal skills. The ability to manage people is vital. Project managers are ultimately responsible for coordinating the efforts of the technical staff assigned to the project. It&amp;#39;s crucial that they have the interpersonal and leadership skills to direct team members and keep them motivated and on track. They also need to be able to smoothly navigate through the tricky politics within and between the participating organizations.
	
		Organizational skills. This is a key characteristic of great project managers and is absolutely critical to keep projects on schedule and budget. The ability to assign resources, prioritize tasks, and keep tabs on the budget will ensure quality and impact the project&amp;#39;s success.
	
		Communication skills. The project manager is the main communication link between the business managers and technical team. Their ability to clearly communicate with members of both groups is essential. They must be able to clearly communicate project objectives, challenges or problems, scope changes, and regular project status reports.
	
		Problem-solving skills. In every project, it&amp;#39;s unexpected problems or challenges that drive everyone crazy. The project manager must be able to effectively handle these situations and mitigate risk so they don&amp;#39;t get out of control.


	When approaching larger, more mission critical projects, start with the four traits and then add the PMP certificate requirement.&amp;nbsp; Require project managers who have PMI&amp;#39;s Project Management Professional (PMP&amp;reg;) training. To obtain PMP certification, the individual must satisfy education and experience requirements, agree and adhere to a Code of Professional Conduct, and pass the PMP Certification Examination.

	EDGE has a team of project managers, both with PMP certification and without. But, what they all have in common is the four traits &amp;ndash; interpersonal skills, organizational skills, communication skills, and problem-solving skills. They are known for their ability to lead projects beyond the expectations of the hiring organizations.

	For more information about EDGE project managers, click over to our Project Management page on our website or contact a member of our client relations team.
]]></description><link>http://old.edgeservices.com/pages/blog/do-you-really-need-a-pmp-certified-manager-for-that-project</link><guid>http://old.edgeservices.com/pages/blog/do-you-really-need-a-pmp-certified-manager-for-that-project</guid><pubDate>Wed, 10 Jun 2015 21:13:45 +0000</pubDate></item><item><title><![CDATA[Keep Them Coming Back for More]]></title><description><![CDATA[
	You deliver your work to meet exactly what the client specified.&amp;nbsp; It is delivered by the deadline provided, so why are you not asked back for a repeat engagement?&amp;nbsp;

	It is not enough to just deliver what the client asked for and to do so by a deadline.&amp;nbsp; There are several things that an outstanding consultant needs to do to be re-engaged by a customer.&amp;nbsp;

	ATTITUDE

	You have heard it a million times &amp;ldquo;attitude is everything&amp;rdquo;.&amp;nbsp; Nowhere is this more true than in the world of consulting.&amp;nbsp; Imagine yourself at a restaurant where the waiter is efficient, the food is excellent, the ambiance is wonderful, but there is snippiness about the waiter which is really annoying.&amp;nbsp; Will you have a good experience?&amp;nbsp; Will you hurry back to that restaurant any time soon?&amp;nbsp; Probably not.

	The same can be said about you in the work environment if you do not check your personal issues at the door, dust off your attitude and remember that you are being paid to deliver the best product possible which includes not only the deliverable but your image as well.&amp;nbsp; Upbeat, positive happy people are much more fun to be around and they are contagious. Remember you are a guest in the client&amp;rsquo;s environment.&amp;nbsp; Try to be the best one possible.

	And for those of you working remote, attitude still carries across phone lines.&amp;nbsp; So, smile when you answer the phone and while on conference calls.&amp;nbsp; Pay attention to what is being said and choose positive ways to express your thoughts.

	PRESENCE

	There was a time when the book &amp;ldquo;Dress for Success&amp;rdquo; was all anyone could talk about.&amp;nbsp; It was the magic bullet to get ahead. Yes, today, the work environment has gone much more casual, but what you wear still does matter.

	If you are going into a client location, follow their dress code policies. Though you are a guest in their organization, respecting their corporate culture will be viewed positively and will bring more respect back to you.

	Working from home? It is still important to &amp;ldquo;go to work&amp;rdquo; in attitude. Attitude can come from how you get ready each day and present yourself. You don&amp;rsquo;t need to wear a suit or even business casual, but getting ready as you would to go out for the day (jeans, nice shirt, clean) will translate to how you present yourself to your colleagues. &amp;nbsp;&amp;nbsp;

	GRAMMAR

	OMG!!!&amp;nbsp; Have we lost our vowels? It is fine to use short cuts and slang with your friends, but use proper grammar in the world of business writing.&amp;nbsp; If you are unsure of yourself, remember there are tools available to help you such as Grammar/Spell check within MS Word.&amp;nbsp; This is even more important if you are working in a remote environment.&amp;nbsp; Your entire image, in the mind of the client, may be wrapped up in what you write.&amp;nbsp; Do it well.

	TRUST

	Trust is such a small word but one with an incredible impact if lost.&amp;nbsp; Another word for trust is credibility.&amp;nbsp; Do you have it with the client?&amp;nbsp; Can the client depend on you?&amp;nbsp; Do you do what you say you will?&amp;nbsp; Can the client share confidential information with you and know that it will go no further?&amp;nbsp; You must be able to answer yes to all of the questions to be successful as an independent consultant.&amp;nbsp; Remember your words and skills are all you have to market.

	CLIENT IS ALWAYS RIGHT

	The first rule of being the best consultant you can be is to remember the client is always right.&amp;nbsp; And, if the client is ever wrong refer back to the first rule.

	&amp;nbsp;
]]></description><link>http://old.edgeservices.com/pages/blog/keep-them-coming-back-for-more</link><guid>http://old.edgeservices.com/pages/blog/keep-them-coming-back-for-more</guid><pubDate>Wed, 10 Jun 2015 21:09:48 +0000</pubDate></item></channel></rss> 