In this episode of the Oil and Gas Measurement podcast, host Weldon and guest Dan Hodgson discuss the intersection of accounting and measurement in the oil and gas industry.
Dan, an experienced accountant and auditor with a background in midstream operations, shares insights into the complexities of allocation processes and the challenges faced by both measurement and accounting teams. Listeners will gain a high-level understanding of the critical relationship between accurate measurement data and financial reporting, as well as the importance of communication and collaboration between these two essential functions within the industry.
Accounting and Measurement Show Notes, Links and Insider Terms
- Dan Hodgson is a Senior Auditor at Revenew Intwrnational. Dan also serves on the COPAS APA Board of Examiners and serves as the Chair of the COPAS Midstream / Downstream Subcommittee. Connect with Dan on LinkedIn.
- Revenew, headquartered in Houston, TX, is the leading provider of cost recovery and cost containment services for Fortune 500 clients across several industries including energy and power. Revenew offers a comprehensive suite of services including complex contract compliance and accounts payable reviews that address acute needs across clients’ entire procurement-to-payment cycle.
- The Council of Petroleum Accountants Societies (COPAS) is a non-profit professional organization that provides guidance and education on accounting issues in the oil and gas industry.
- Midstream is the segment of the energy industry that involves the transportation, storage, and wholesale marketing of petroleum products and natural gas.
- GPM or Gallons Per Thousand Cubic Feet, is a unit of measure used to describe the concentration of Natural Gas Liquids (NGL) present in natural gas.
- MMBtu (Metric Million British Thermal Unit) is a unit traditionally used to measure heat content or energy value.
Accounting and Measurement Full Episode Transcript
Weldon Wright: Welcome to “Episode 27” of the “Oil & Gas Measurement Podcast,” sponsored by GCI, the Gas Certification Institute. For more than 20 years, GCI has been providing measurement fundamentals training and measurement standard operating procedures to the oil and gas industry.
Now they proudly offer Muddy Boots Online, the field operations platform. Let GCI show you how Muddy Boots can streamline your field measurement operations.
Announcer: Welcome to the Oil & Gas Measurement Podcast, where measurement professionals, Bubba geeks, and gurus share their knowledge, experience, and likely a tall tale or two on measurement topics for the oil and gas industry. Now your host, Weldon Wright.
Weldon: Hello and welcome to Episode 27 of the Oil and Gas Measurement podcast. I’m here today with Dan Hodgson. Dan is on the other side of the industry from us. I don’t mean he’s upstream. I don’t mean he’s downstream. I don’t mean that he is operations. Dan is from the accounting side.
Dan, thanks for being here. Tell us a little bit about yourself and what you do.
Dan Hodgson: Thank you very much, Weldon. I appreciate being here being able to express things from an accounting standpoint. I don’t want it to seem like I’m coming from the dark side, type of thing. It’s not really a bad thing to be an accountant.
It’s something actually that I’ve been working in the industry now for about 30, 35 years and I’ve got a master’s in accounting, bachelor’s in accounting, both from the University of Houston. I’ve got a CPA. I’m a Texas CPA. I’m an accredited petroleum accountant, which is from COPAS.
If you don’t know what COPAS is, it is the Council of Petroleum Accountant Societies. It’s actually quite an organization of accountants that do oil and gas. They have an accreditation that they can give, which I’m an accredited one.
I’m the chair of the midstream subcommittee within COPAS. I’m also the vice president of the San Antonio Society. Like I say, I’ve got over 30 years of experience in oil and gas, predominantly in midstream.
Back during the oil bust, I was given the opportunity of being let go, or to start working on a gas plant. I chose working on gas plants. It was something that, once I got into it, doing gas plant accounting became this interesting part of accounting.
Boy, was I introduced to the measurement part of business once I got into doing that. For the revenue side of things, that was pretty generic with MCF and MMBtus. Once I got into the gallons and GPMs and the allocations, it turned into something quite a bit more.
Like I say, I’ve worked within the oil and gas midstream business. Now, I’m working with auditing of the producers. No, excuse me, auditing for the producers of the midstream processors. That is really an interesting thing, because I’m looking at it from the other side of that universe. That part of the industry where I had been – midstream.
Midstream involving some pretty significant assets. One of them was the Eagle Ford. I was working for Textar and South Cross. We had a couple of big gas plants and fractionators along that system. Before that, I was working in North Texas with Enbridge. I’ve also worked over in the Permian Basin. I’ve worked with Stakeholders in the Permian.
Anyway, I’ve been in the business for a long time. Most of it’s been with gas processing. I’ve also done a lot with oil, and I’ve also done a lot with NGLs. I’ve been experienced in the whole industry. I’ve worked in revenue accounting, too. I used to be a revenue supervisor.
Weldon: That’s quite a range of jobs you’ve had there, Dan. I think that’s part of what brings some of the interest into the guests we have on there when their experience is diversified.
Back to the auditing part of it, I know you’ve said previously, the auditing was fairly recent. When did you start working with Renewal International? How long have you been doing auditing now?
Dan: I’m working with revenue International. I started back in May, a year and a half ago.
Weldon: Year and a half, OK.
Dan: Been there. I’ve done my own self audits all along, but now working with revenue, I’m working with a team of people that we do producer audits, where we work for the producers and we’re auditing the processors, which is, like I say, it’s working from the other side of the fence. I’m looking at the people I used to be and auditing their numbers.
It’s quite fascinating to see just how diverse our industry is. Everybody has differences in the way that they do things, their procedures, how they keep things recorded, how they report them. It’s been interesting to be an auditor with revenue.
Revenue is a company that, predominantly, we work with vendor audits, and we also work with sales tax audits. We work more on a contingency basis rather than actually charging on a fee basis where if we don’t find anything, then we don’t get anything, but we’re always finding things. That’s why we’re in the business.
Weldon: That’s always incentive to do a good job. Let me tell the readers a little bit why I brought you in here today. Dan and I had a great conversation here a few months back. Dan invited me to speak at an Opus conference earlier this year.
They’re accounting group, which was beginning to focus more on the midstream side, wanted to hear a little bit about measurement. I thought that was a great opportunity, because as I opened my discussion with Opus, I told him I was a little afraid to be in a room with that many auditors, because every time I’ve been in a room with an auditor, there’s generally been a lot of friction between the measurement folks and the accounting folks. It was great to be in that room to have an open conversation between the two groups.
How I’d like to start a conversation Dan is…Can we talk a little bit about how measurement and auditing interface, how they should interface, what they really do in actuality? Talk a little bit about that. From your aspect as a midstream accountant and now an auditor, how could we improve things between measurement and accounting?
Dan: Looking at accounting, again, I’ve done it for a long time, it wasn’t too long before I figured out, “Oh, I really need to know about measurement more,” because at the point of my function of being an accountant, I would be handed volumes, and here they are, I don’t question them. I don’t understand them. I just plug them in, and it works that way.
As I’ve gone on in my career, instead of it just being something that measurement was an upload that needed to be put into a system. It became something more of an understanding that I’m not working with just numbers on reports, but I’m working with components of a gas stream or whatever. It’s complex, and it takes a special skill to be able to measure it.
Then it takes an understanding of what I’m looking at in order to be able to say, “Does it look reasonable? Does it actually work?” It’s something that as an accountant, I grew in my understanding that this is an important function, and I didn’t know much about it. I’ve had to do a lot of self training. I have had to ask a lot of questions.
Some of the best people I’ve known have been measurement people where I could just walk up to them and say, “This looks this way. Why does it look that way?” I’ve been able to get answers.
A lot of accounting is a place where they’re in a cubicle, and they’re told, “OK, here’s what you need to do. You need to upload the volumes or you need to verify that it’s actually calculating a value for the producer. OK, here, you put in the prices,”
The accountants tend to look at things and say, “I just need to get the numbers. Hand them to me. I’ve got a deadline.” I’m sure we’re putting pressure on the measurement people to say, “Hand us a good number. We’ve got to have it as soon as possible.”
It’s a strain on everybody just to get their job done. Then, we don’t have time to ask questions. We don’t have time to understand what we’re looking at, but we need to. We need to be able to.
Weldon: Ah, that time comment, we don’t have enough time. That seems to be the thing of our entire industry just these days, isn’t it?
Weldon: I know from the measurement side, we’re doing much the same thing. On the measurement side, we are meter focused. That tech out of the field is responsible for the meter in front of him today and the other two or three or five hundred meters he’s responsible for, right?
Weldon: That measurement analyst is responsible for reporting in “the volume” for every one of the individual meters that they’re responsible for. They’re doing that on a timetable where they’re in a rush, and when they get to the end of the month, where they get to in the closing, they’ve got all their numbers, they throw them at the accounting department and wipe their hands and go, “I’m done,” right?
Dan: That exactly..
Weldon: You all are under a similar time crunch there. I think what we don’t do in measurement, Dan, is even though we may look at balances and this varies from company to company, but the folks in the field rarely see overall system balances, and we don’t understand how the measurement data impacts the accounting work, how a problem was one meter can affect every other meter on the system.
Dan: That was absolutely true. It doesn’t take much. Within the way that we do the accounting, everything is pretty much based upon allocations.
We have a lot of allocations that need to be made for the products. They need to be made for some of the components, some of the things like hydrogen sulfide or things like that or electricity. There’s a lot of need for allocations, and an allocation is based upon a set of numbers that you take the total of, and then you allocate to a component, whichever one it is.
Let’s say that you’ve got one meter and it’s normal butane. GPM is just off. I’m just picking on one thing. That changes everybody’s normal butane because it’s part of the calculation of MCF times GPM to get gallons, and then you allocate based upon the gallons. Now everybody’s allocation is different if you have one change.
One of the things that accountants, everybody hates prior period adjustments for an accountant, when we have that happened to us, then we have to not only take and rerun everything and make sure that we’ve got the right numbers, but usually it involves backing out and putting in all that information again.
We’ve doubled and tripled the amount of work we have to do with one volume or one analysis change, it can cause us to to help out. Plus then it goes out to the producer and the producer, then, has to make all their changes. Also, they have to go in there and back out and put back in. Everybody’s unhappy. It can happen from one meter, one volume, or one analysis and that can throw everything off.
The other thing that’s hard too is watching to see when the analysis changes. Sometimes, the analysis needs to be taken on a monthly basis. Sometimes, it’s something that’s taken every quarter or every half year. If it doesn’t get taken, and then all of a sudden, you find out that you’ve missed it but you got to go back to a certain other period, then all those statements need to be changed. Everything needs to be redone. It’s just really, really a lot of work.
In fact, I know companies that because these things come up, they dedicate accountants simply to do prior period adjustments. That’s something that shouldn’t ever have to happen, but it does.
Weldon: I would like to talk some more about what this allocation process entails, Dan, because I think from a measurement perspective, all of us in measurement, both in the back office in the field need to understand the complexities of allocations, and we need to understand why our measurement numbers don’t necessarily look a lot like the final numbers that a producer or royalty owner sees on their check.
Before we do that, you mentioned something in our pre-podcast discussion that was about the many different users of accounting data. On the measurement side, when I teach measurement courses, one of the things I talk about is all the uses of measurement data.
What are the uses, who’s using it? Where is it going? The same thing is true on the accounting side. Can you talk to us a little bit about the different consumers of the settlement accountants data?
Dan: Sure. Happy to do it. Obviously, when we are producing settlement statements…I’m talking to you not as an auditor, I’m talking to you now as a processor, saying “OK, as a processor, we are generating settlement statements that need to go to a revenue accountant on the other side.”
That revenue accountant needs to be able to see the volumes and see the values associated with them and be able to have a way of putting it into their system so that they can generate their settlement back to their working interest owners or royalty interest owners.
A producer is going to be looking at these volumes because they need to be able to report it to the state. They need to be able to report it to the severance tax people. They need to be able to report it to the royalty interest and working interest parties.
Then, when I’m a processor and I’m holding all this information, I also am trying to figure out how am I going to allocate it properly and we’ll talk about allocation in just a second, but so the processor is understanding that they need to give this information, but I’ve also seen it where the amount of information would give almost looks like it’s so confusing that the other accountants on the revenue accounting upstream side don’t quite understand everything there.
There needs to be some communication between the processor and the upstream companies as far as measurement. Then we’ve got other people like, OK, when we talked about the timing issues, a lot of companies want to use estimates to book things so fast. They want to be like about the third day of the month.
They want to be able to book an estimate into their financial system because they need to report it as quickly as they can to their stakeholders. They’re pushing for this idea, “Hey, accountants, you need to give us some sort of number that we can use as an estimate.”
The accountants are pushing the measurement saying we need to have something from measurement that says, this is the number. That actually becomes a part of financial statements a lot of times. This number that has actually been pushed as hard and fast as it can, it’s been being booked into financial statements.
That’s where also measurement is, “Oh gosh, financial statements.” They need to know how many gallons, they need to know how many MCF, they need to know everything and how that’s actually working for their financial reporting.
Then you’ve got financial analysts that are going to be looking at this and they’re trying to figure out, with the amount of gallons that you’re reporting or barrels, the amount of MCF or MMBtu, they need to be able to say how much money are we making for each of the components.
Everybody’s pushing measurement to get this done because accountants are being pushed to get it done so that everybody else can have all the information. It just seems like this, what you mentioned earlier, this is really hard because measurement just goes, “Hurry, hurry, hurry. Let’s get it done.”
OK. Out the door and wow, now to rest for a little bit and get ready to go for next month. It’s very hard to do.
Weldon: I know, Dan. I think that on the measurement side, very, very few folks, in fact, probably if you haven’t been at the director level for one of the majors, you probably don’t have the appreciation about what’s going on in the financial reporting side of this.
When measurements are told you have to give preliminary data to accounting by X day, and that day is two days or four days, or sometimes even a week before the final, again, “measurement closed deadline”.
Measurement many times thinks I’ve got to give a number to accounting. What do we have today? What’s not realized is if it’s in the quarter or, heaven forbid, end of year that preliminary measurement data gets fed to accounting. They crunch it through the magic black box accounting thing that us measurement people don’t get to see.
Those preliminary measurement numbers are all of a sudden turned over and they’re reported to wall street in the financials. Then when the measurement vinyl comes out and it changes, people tend to get their dandruff up, don’t they?
Dan: Usually the first guilty party in that is assumed to be accounting. Accounting goes back and looks in their reports and says, “I got these numbers from measurement. And that we’ve got a variance here in the measurement from the initial numbers that we got from measurement until the final.”
That’s the guilty party. Now you’ve got the heat going to measurement. Nobody’s happy with this. There are ways of probably helping with that situation of trying to make this work. One of the things would be just a little bit more communication but it helps what you’re doing right now.
Just the idea of that, everybody needs to understand. Accountants need to understand what measurement is all about, and measurement needs to understand what accounting’s all about. If it means that we talk about allocations, then I’m happy to talk about allocations. If you want to talk about regulatory reporting, I’ll talk regular. There’s a lot that accountants do.
Weldon: It’s a lot to me. I do a 30,000 foot fly by over some accounting information. Occasionally I get involved in projects looking into allocations in depth. When it comes to actually putting dollar signs to the numbers, I try my best to stay out of that. It gives me the heebie-jeebies.
That said, I want to talk a little bit more about allocations. There’s really a couple of different sides, maybe more than a couple of sized allocations that most of the folks in measurement don’t understand.
On the upstream side, that wellhead measurement is usually not custody transfer grade measurement. There may be three phases. It may be live oil. It may be gas that is produced at high temperatures that’s going to drop out.
There’s the allocation process on the upstream side that says, “We take those non custody transfer wellhead numbers and we take what the midstream company pays this far, and we adjust it all to make everybody whole.” We try to be equitable in it.
Then on the midstream side, there’s a whole nother set of allocations that happen, right?
Weldon: You’re taking gas at the individual PAD side or CDP side, something like that. You’re gathering that. You’re processing that. Processing involves those magic terms, shrinkage, actual theoretical, code terms like that. Talk to us a little bit about what allocations been on that gathering process inside
Dan: On the gathering processing, the first thing I’d like to say is, it’s not rocket science. It’s an amazing thing to talk with people and say that we’re allocating the ethane or the propane, the butanes and pentanes, we’re allocating those based upon theoretical gallons, and they looked at you with a blank stare, and it’s like, “It’s just a number that is the MCF times the GPM for each one of those components.”
We allocate based upon each one of what you said, the custody transfer point, so CDP, we’re going to take those numbers and we’re going to say, “For each one of them, they have a certain amount of MCF, certain amount of MMBtu and their analysis which shows all of the GPMs, all of the liquids that are in it, and we’re going to allocate it.
For each one, we’re just going to calculate the theoretical gallons, the amount of the MCF times the GPM for each one of the components. We’re going to take the total of all of the meters, all the custody transfer meters. We’re going to take them. We’re going to add up that component for each one of those meters.
Then we’re going to say, “Well, what actually went out the NGL pipeline out of the tailgate of the plant,” and we’re going to say, “OK, based upon your contribution of theoretical gallons to your percent of that, we’re going to allocate back to you the actual amount of the production of that component, like that thing, we’re just going to allocate it back to you.”
Then per contract, we’re going to find out just how much we’re going to pay for that, so we’ll then connect a price and it’ll get paid to the producer. Like you say, we’re just trying to get it to the custody transfer point of the system. We’re not trying to get it back, all the way back to the individual meters or to the individual working interest or royalty interest owners. We’re just trying to get it back to that common point.
Again, it’s not rocket science. It’s just math. It’s just MCF times GPM’s theoretical gallons, total of theoretical gallons of that component. The ratio of that one CDP to the rest for the total of it of the theoretical gallons times the actual production gallons at the tailgate of the plant gives you your production.
It’s interesting that, sometimes, things are allocated. That’s the liquid, the residue is allocated based upon saying we’re starting out with a certain amount of the wellhead or the common point delivery, and we’re going to subtract from that fuel, and the fuel gets allocated based upon usually like the wellhead, never the custody transfer MMBtu.
Then we have the liquid shrinkage and the liquid shrink is taken from that total. Then we have another…If there’s any condensate that needs to be allocated out in another way, too.
Usually, these are all defined in the contract as how you allocate them. It’ll end up with by the time you get through taking away the wellhead or the custody transfer MMBtu, you take away the fuel. You take away the liquid shrinkage, and you’ve gotten lost, not accounted for there that you’ve allocated out either per contract or you allocated out based upon calculating theoretical residue compared to the actual amount of residue that’s delivered as a tailgate.
Weldon: A lot of times, I know we’re bad in measurement about being sloppy with terms. Sometimes, that happens in accounting also. I think there’s a whole bunch of concepts of what you talked about there, allocating fuel, allocating loss of accountability. Loss of accountability for the measurement standpoint means everything that we didn’t actually measure.
There’s a lot of pieces that I mean, for instance, in today’s day and age, there was so much electric compression these days. We, in many cases, have contracts, where accounting is going to take electric power consumed by a compressor station and turn that into a gas fuel equivalent. You may have numbers that involve electricity being turned into gas.
Rewinding back to what you said earlier. You said something that is very, very true. It’s also probably one of the great understatements of the world also, that this entire allocation process of the accounting process is nothing but math. It is nothing but math, but it can be a lot of math.
Particularly, when you start to talk about allocated systems, it becomes a series of math equations that all build upon one another. This is back to something you mentioned just in passing earlier in the conversation, that when we have a meter that measurement [inaudible 30:05] , the values on. We got the calibration wrong. A meter goes haywire. We fat finger a number, we mess up a sample, whatever the reason is.
We have a meter that’s a fairly large percentage of the overall, and by a fairly large percentage, half a percent or percent of an entire allocation, that’s a lot of gas when you’re talking about an entire plan or system. We flub up a volume. We turn it over to accounting.
When accounting needs to change that one number for that one meter due to those allocation processes, you, all of a sudden, now are reallocating fuel. You’re reallocating loss of accountable. You’re reallocating the gas available for sale at the other end. From a measurement perspective, we’ve changed one number. How many times have you had to resettle entire systems, Dan? Could you guess it?
Dan: So many, gosh. Like I say, I’ve worked for companies that have full time accountants that all they do is prior period adjustments that they rerun systems. We have to rebalance the system. We have to reinvestigate all the numbers because it just gets to be a crazy thing. I’ve done it dozens and dozens of times myself.
One of the things I try and do and this is something I really like to do is I like to do my homework up front and build in as many traps as I can as far as an accountant.
I’ve actually had to learn measurement information. I’ve actually had to make sure that I have a communication with the people that are in measurement to be able to talk to them about specific meters or specific things that maybe look a little bit funny. I live off of balancing reports.
That’s one of those things that I think that for measurement, sometimes they look at these balancing reports and they go, “Oh, that’s just something that somebody academically may want to get.” As long as it’s within one and a half percent, I’m pretty good, and yet at the same time, one of those volumes, it pays to have that balancing report for an accountant.
A lot of accountants don’t have it. I’ve even had trouble making sure I can get an updated and correct balanced report for measurement simply because measurement is too busy trying to do the physical operation of calculation of the measurement and not paying attention to the fact of what’s the whole system doing because when you’re doing an allocation, it is a system.
Everything is commingled. Everything is a part of each other. Within a gas stream, just from one meter, everything in there is a commingled stream of a whole bunch of different products. It is fascinating, and I love measurement. It’s just that measurement and accounting don’t generally talk unless you enforce the issue and I don’t like forcing the issue when…
One of the biggest settlements I had on with auditing has been measurement well over a million dollars worth of measurement errors. That was just something that shouldn’t be happening with enough communication and enough being able to have a good understanding.
Like you say, with this idea of allocation, I think that everybody in measurement should be very versed in the idea of what is the allocation and what is it that the accountants have to do. The fact that they don’t understand, that would be something that I go, but then how do you actually know what you’re giving, what the effect is, and how you can actually help make the system better?
It’s just unlike measurement to know what accounting does. Accountants need to know what measurement does because we don’t have a lot of respect for it, “Oh, they’re just reading a chart and they’re just producing a report. Here, it comes from that.”
Weldon: Dan, one of the things that anybody that’s taken in my fundamentals classes, I teach a measurement fundamentals class. I’m teaching general gas fundamentals to technicians starting tomorrow, I guess. Probably, my podcast listeners have heard this comment before.
When I worked for energy transfer, one of the greatest things we did is we started a Lunch and Learn program with the settlement accounting group. Measurement would put together a program for one month. The next month, accounting would put together a program and both sides of that chain away with their eyes opened asking for more information.
One thing that I encourage, especially measurement back office folks, do two things, know your accounting counterparts. Talk to them other than times when there’s a time rush or somebody’s mad, first of all. Second is get to know a little bit about each other’s jobs. It’ll make both your jobs easier in the long run.
Dan: Yep. Actually one of the things that’s nice, and I would recommend this for all accountants is have a field trip, go out there and actually visit with the measurement people, go out to the meters, go out to take a look at the plant system and be able to see how everything is configured out there and understand the flow of it.
Like I was saying, one of the things I like is to have a balancing report. I also like to have a schematic. I just love to see where meters are within the system.
Weldon: Oh, that’s a soapbox of my own. Schematics or site facility drawings? Oh, yeah. That is one of the intentionally ignored things in our industry is having good drawings.
Dan: I agree. I’ve seen the engineering drawings of plants and systems, and that stuff is just like, “Oh, this is almost like mumbo jumbo to me.” I just want to see a stick figure where it identifies where the meters are, what’s in front of what, and what’s behind it so that you know whether or not the allocation is running right.
I’ve seen where you get a nice wet stream of gas coming in, and it’s being allocated in its own little suballocation. Then you’ve got another stream of gas that’s very different, and it’s being allocated only, let’s say, it’s just multiple allocations that are happening.
A good schematic, good balancing reports. Balancing reports are another one that’s fun because accountants can actually use those to make sure that every meter that they have in their system is a meter that measurement is recognized as a meter with value or with volume.
I would recommend that every accountant go out into the field. If they aren’t going out to the field to meet with measurement, I would say the measurement people should invite them. You get more of a willingness of accounting management to recognize value if the measurement people are actually asking for the accountants to come out and take a look. They really do.
Accounting management can be a little bit more stuck on just making sure you’re getting through a system rather than actually learning from any sort of thing like that. If measurement recognizes the value of it and says, hey, come on out and learn, then I think that the accountants would get a chance to go out and learn from the experts out in the field.
Weldon: I think some show and tell on both parts, I would say the same thing. I would say that definitely, every back office measurement employee, the analyst, let’s add all of our measurement managers, whether back office or field, our measurement managers, our measurement engineers, each and every one of those needs to do the same thing with your settlement accounts.
You need to get in front of you a settlement statement and get that accountant to walk you through every number, to walk you through that process. I think it would be an eye opener. Dan, that about gets us to close to 40 minutes here. Anything you’d like to say to wrap up?
Dan: No, just it’s really been a pleasure to be with you, to be able to talk a little bit. Like you’ve said before, there’s a lot to this. For us to really be able to talk about measurement, I’ve heard some of your podcasts and wow, the depth of technical knowledge that’s needed is great to know that there’s actually an expansion into the accounting world that everybody can really gain from, it’s wonderful.
I really appreciate being here.
Weldon: Well, thanks again, Dan. You have a great day. We’ll be into the holidays here, so happy holidays to you, sir. Thanks again.
Dan: Very good. Happy holidays to you too.
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