The impetus for Jason Fritton’s story wasn’t a happy one. He’d been an entrepreneur for a very long time and had built up a company that was very successful. He owned 100 percent of it and was primarily working with the public sector—mostly with the federal government—and his company had grown to nearly $30 million a year in business. Not a bad thing for a sole owner. He was a pretty happy fellow. Jason was a very young guy; this was back in 2004 all the way through to 2008.