Q&A with Smith & Loveless' Rebori

March 1, 2009
Frank Rebori, president of Smith & Loveless, was the subject of the March/April 2009 issue of Industrial WaterWorld's "Executive Corner" column, discusses the family-owned company, industrial water and wastewater issues, and the economic stimulus package signed by President Barack Obama in February...
Frank Rebori, president of Smith & Loveless, was the subject of the March/April 2009 issue of Industrial WaterWorld's Executive Corner column, entitled: "Contractual Obligations with Smith & Loveless' Rebori."
In it, he discusses Smith & Loveless' history, industrial water and wastewater issues, and the economic stimulus package passed by Congress and signed by President Barack Obama in February.
Frank Rebori
What follows is the full interview, which took place March 17, 2009, in Q&A format:
IWW: We're speaking with Frank Rebori, the president of Smith & Loveless. To start out, let's get a bit of perspective on you and the company. You were just recently named president...
Rebori: That's correct.
IWW: Taking over from your father...
Rebori: That's correct.
IWW: And this was effective in February...
Rebori: Actually, it was Dec. 1, 2008.
IWW: Okay, tell me how you got involved in the company and what all you see going forward for it and you, if you could, please.
Rebori: I've worked at the company since 1999, although my involvement goes back much further than that.
IWW: Now, your background is as an attorney, correct?
Rebori: That's correct.
IWW: Tell me a bit about yourself. You obviously studied law...
Rebori: That's correct.
IWW: Where at?
Rebori: The University of Missouri. I have an undergrad degree in accounting and business administration from the University of Kansas.
IWW: And previously you worked at other companies in the Kansas City area, correct?
Rebori: Law firms -- in private practice.
IWW: What got you into the family business – your father’s cajoling?
Rebori: No, he never really cajoled one way or the other. It was just an opportunity for personal growth here at the company and also growth with the company as well -- so personal and company growth, I would say. Being a family owned business, there were obviously opportunities for someone in the family. And it was a good opportunity for me personally.
IWW: And Smith & Loveless has been around since the 1940s?
Rebori: That's correct. We were founded in 1946.
IWW: It was launched by your grandfather?
Rebori: No, it was actually launched by Alden Smith and Compere Loveless.
IWW: How does your family get into the picture?
Rebori: Smith & Loveless was privately held and was eventually bought by a large multinational company called TransUnion in 1959. And Trans Union had a sister company called Graver Water that was based in New Jersey. My father worked for Graver Water, where he was a vice president. And Trans Union transferred him to Smith & Loveless in 1978. And then a little bit after that, Smith & Loveless was then sold by TransUnion to the Marmon Group, which is the largest privately held industrial conglomerate, out of Chicago. It also owned the Hyatt Hotel chain. It recently broke up due to a family dispute.
IWW: Right, I recall. Marmon also owned EcoWater, which I worked with when I was editor of the point-of-use/point-of-entry water treatment publication, WC&P. It was the Pritzker family.
Rebori: Yes, that's them. When they bought Smith & Loveless from TransUnion along with the other companies, my father did a management buyout at that time. So, it's been privately held since then.
IWW: When was this?
Rebori: It would have been 1981.
IWW: Okay, now what are the cornerstones of Smith & Loveless?
Rebori: Well, we manufacture water and wastewater projects from the transfer side and the treatment side. We're in them both.
IWW: By transfer, you mean?
Rebori: Pumping. We're into both pumping and treatment, which makes us unusual in a sense. That's because a lot of the companies in our industry concentrate on one or the other. They don't really do both.
IWW: Unless you're a humongous conglomerate like ITT or Flowserve...
Rebori: Yes, well, not so much Flowserve.
IWW: Right, it doesn't really do treatment.
Rebori: They do more pumps. They don't really do treatment to my knowledge.
IWW: That's correct. They do flow control, not so much treatment.
Rebori: Exactly. We do package treatment plants, filtration and separation systems and grit removal on the treatment side. We're known for as leaders in the grit removal market. We're also one of the leaders right now on MBR systems.
IWW: TITAN MBR™ would be the Smith & Loveless brand of membrane bioreactors systems?
Rebori: That's correct. We're a strong leader in that... And on the pumping side, our packaged pump stations are an industry leader as well. As opposed to say bare pumps, our niche is packaged pump stations, above grade and below grade.
IWW: What industries typically do you target?
Rebori: Of course, our business is both municipal and industrial -- but you're targeting the industrial publication, is that correct?
IWW: True. You can talk a little about the municipal market, too, though.
Rebori: Well, on the industrial side, we target a lot toward the oil & gas industry, but we also have a niche in the mining industry and a pretty good stronghold in the ethanol industry. And the food and beverage industry is pretty good for us as well. These are typical places where you'll see a lot of our pumps and pre-engineered treatment systems, except for the mining industry. That's not pumps. It's more of a filtration/separation product that we sell there.
IWW: What's the specific treatment process?
Rebori: We're active in what's called the SX or solvent extraction industry. We make a product that aids with the removing of impurities from copper, so you can get a higher concentration and purity of copper. We make a process for that.
IWW: So you must be big in Arizona, where I'm at, yes?
Rebori: We are, actually, in Tucson and up the road from you guys, one of those places, Phelps Dodge in Morenci. There are a lot of mines in the Southwestern U.S. and north Mexico
IWW: We went on a ski trip a few weeks ago in the White Mountains and got detoured on the way there through an area that took us right through the heart of a bunch of mines near Globe, Arizona. I can't recall if it was a Phelps Dodge, Asarco, Freeport-McMoRan or BHP operation, though.
Rebori: Oh, did you really. That must have been something to see. The copper extraction process is quite interesting to see. When you see the copper being separated from the ore, let's say, it's actually this bluish green that's the most fluorescent color you've ever seen. It looks like this emerald green. You think, 'What the heck is that?' It's copper in an almost liquefied format. It's really quite startling to see.
IWW: We have the International Gem & Mineral Show here in Tucson, so you get to see a lot of very colorful rocks and minerals once a year. It's basically the largest wholesale show of its kind in the world. Every January and February you have a ton of people coming in from all over the world, taking over every hotel and motel room in town and you can tour tents along the I-10 frontage roads as well as the convention center to see exotic gems, crystals, jewelry, rocks, minerals, fossils, beads, knick-knacks, etc.
Rebori: That sounds interesting.
IWW: So, what you do all coincides a lot with some of the target industries for Industrial WaterWorld, since we focus in on oil & gas, power generation, chemical processing, pulp & paper, and food & beverage as well as ultrapure markets.
Rebori: Okay, good. Do you touch on the ethanol industry at all?
IWW: We have touched on ethanol as the chemical processing side of refineries.
Rebori: Right, and that's the side we're on. We're on the treatment side of that as well.
IWW: And it's been a booming market since 9/11 really.
Rebori: It has. Again, it's been in kind of a holding pattern for the moment, kind of like copper or the mining industry is right now.
IWW: Kind of like everything...
Rebori: Right. One area, though, that seems to continue to really be going is generation -- power. Oil & gas, too, somewhat. I'm surprised to the extent, but specifically power seems strong still. I don't know how much oil & gas is, but power plants seem to be still going.
IWW: I think because that industry still seems to be playing catch-up with that demand that was already here. That's not to mention last-minute rule changes that limited some environmental upgrades or due diligence requirements that may have been holding the projects back. The slowdown does affect that, I would imagine, but it's still a catch-up game that they're playing.
Rebori: Right. And a lot of projects were on paper and now they've been given the go. These projects are so large. Once you go, it's hard to turn off the spigot. You are right. They are weathering the industry downturn.
IWW: There's also the tie-in to the new U.S. Administration's economic stimulus package and infrastructure's inclusion. What's your forecast on when we might be seeing some of the positive effects of the stimulus spending?
Rebori: Just like a lot of people hoping that it would be the first quarter of '09 to really see the trickle start to run.
IWW: The debate kind of dragged out, though.
Rebori: It has. On the municipal side, particularly. On the industrial side, it's again whether or not there's stimulus money or it's just tied onto the backside of it. But as far as how I feel about a prediction, , I'd like to say the second quarter of '09, which we're about to start.
IWW: Toward the end of the second quarter, you mean?
Rebori: Right. It could be the third. I don't know. I'm fearful that it may go into '10, but I don't think so. If it does, a company like Smith & Loveless is well-suited to ride that out. One of the things about this economy is it brings out the best of the best and might show some difficulties for the not so best. That's a polite way of saying it. That's one of the things that Smith & Loveless is very optimistic about being a privately held company. Along those lines, we've been well-suited to kind of go with the ebbs and flows. We don't get too caught up into trends or things like that which some of the larger conglomerates may have to worry about from a quarter-to-quarter to month-to-month basis, you know, whenever they have to publish their 10-Ks and things like that (with the SEC).
IWW: I would imagine you're also a little more nimble about turnaround on some projects that if someone comes to you at the last minute and says, "We'd like to have something like this," you're able to respond more quickly to their needs.
Rebori: We are. We have a pretty relatively short lead time for the industry on our projects. Nothing in our industry, of course, is pretty quick, as you can imagine when you're talking about industrial products like pumps and treatment plants. But relatively speaking, though, we are pretty quick on that. We can respond well.
IWW: Now, you mentioned also the municipal market, and I actually just read an article of yours recently on the subject of escalation clauses in contracts that you ran in a sister magazine, WaterWorld.
Rebori: Right.
IWW: It was a good piece. It kind of reminded me of some of the themes from the 100th Annual Conference of the Water & Wastewater Equipment Manufacturers Association held here in Tucson in the fall, when we last met. You'll recall there was a lot of discussion about contract stipulations in a general sense for the industry. Talk to me if you could about the idea of escalation clauses and I would imagine that right now you're looking at the opposite side of that due to plummeting raw materials prices.
Rebori: You know, it's amazing how quickly things can change. You'd have to help my recollection on what month that article ran...
IWW: I believe it was September 2008.
Rebori: Right. So, it probably was researched and written more like July and August. That's when commodity prices were just going crazy and it was so hard to be able to predict for pricing purposes what we expect the costs for equipment to be. And, in our industry, there's a relatively long lead time between closing an order and fabrication and delivery.
IWW: Anywhere from 12 months to five years, right?
Rebori: Exactly. And that's why the certainty of what it's going to cost us to build something, you know, four to six months after the inquiry has closed is quite critical. A lot of the end-users in our industry, let's say the municipalities, don't quite appreciate that fact. They like everybody else are worried about budgets and they want certainty as well. But, again, because of this industry where it's not something that you're going to buy off the shelf like, let's say, a car, that they know for certain when someone goes to that dealership how much those pickup trucks might be or some type of heavy equipment. They have a pretty firm quote. When you're talking about industrial or municipal projects where there's a design phase, a manufacturing phase, an installation phase and a startup phase each of which can extend from up to 12 to 24 months. And when you couple that long lead time with a crazy escalation period of time where prices were going up 10, 25, 35 or as much as 50% in not even a six- to 12-month period, whew...
IWW: Well, that was if you could even get the particular commodity, because stainless steel was so hard to come by.
Rebori: That's right. We're talking about prices escalating so quickly within 30-60 days. And you even had no-quotes from some vendors. The vendors would say, "We'll quote you the price on the day of shipment. Well, how the heck can we provide quotes of our own like that. And so the end result of all that is it forces a manufacturer like us and everybody else in the industry just to bid up the prices because you have to cover for that risk -- that uncertainty.
IWW: Whereas, if you have an escalation clause...
Rebori: Right, everybody has better certainty and kind of everyone's engaging the risk together.
IWW: So end-users are getting a better quote, correct?
Rebori: Yes. And, actually, that's exactly what happens. At the time I wrote that piece, it wasn't even September. That was the peak. it was the peak of prices. And then in October things started to drop and they dropped in November and December...
IWW: Yup, the peak tracked oil prices. The price of petroleum per barrel peaked in July at $147 a barrel.
Rebori: That's right. And then it started dropping and when the oil started dropping, the raw material prices, like say for carbon steel and casted products -- because use scrap material related to the commodity markets -- all of that stuff took about 30, 60, 90 days before you saw it. There was a lag period of time and then it really started falling around December. Really you saw some pretty good decline in prices in December and January of this year. So, if those municipalities had escalation clauses, you know -- which at the time were not favorable and still aren't, quite frankly -- they may in fact have been able to have lower priced projects. At the end of the day, there may have been a lot of projects that went forward. Let's say the city went ahead and agreed to the higher price, well, there's some manufacturers and some construction firms that probably made some serious hay because they quoted their jobs say back in June, July or August of 2008 at these high inflated prices to cover the risk. But, again, because it's such a long lead-time in our industry -- September, October, November, December -- let's say it's January, February and March when they're actually stating to cut earth. Well, when they go to buy those raw materials -- be it rebar, steel or equipment from manufacturers like that -- the actual cost to produce those products has probably dropped 25 if not 30-40% from when they quoted it in June or July. So, I'm guessing that they didn't give the city back the money. I wouldn't expect that they did. It's just the nature of it. But the point of the story is, if the city had been more open to escalation clauses and those being tied to producer price indexes -- the PPI indexes for raw materials -- things may have been different.
IWW: That would mean that they would have gotten a benefit on the reverse side of that trend, correct?
Rebori: That's correct. There probably was always going to be a floor to everything and a cap if they agree to an escalation clause. It's not entirely unheard of. We have had one or two municipalities that have been open to it and they agreed to a floor and they agreed to a cap to kind of take into account the spread in between. But, again, there would have been a savings presumably on behalf of those municipalities. Industrial customers can see that a little bit more because, you know, they're used to running those numbers.
IWW: You were mentioning oil & gas being a big part of the business as well. And, with that drastic drop-off in the price of oil per gallon, how has that affected that particular market and the prospects for it?
Rebori: Well, it's slowed up a bit, except for power plants. You know there're some opportunities for pumps and treatment business on power plants, again, as projects that were kind of on the back burner or on the drawing board. Once they've been released, it's hard to slow them up. Demand has slowed a little bit on that. If you want to talk just about ethanol projects in terms of, let's say, fuel in general or power in general, that, of course, has kind of slowed down. Although, I should say, we do have a couple projects ongoing right now that interestingly enough are not on hold. In fact, if anything, they're anxious to keep them going, which is positive for us.
IWW: I noticed that there was sort of a little bit of a backlash, if you will, on the ethanol market because of, one, the idea of how much water it took to produce a gallon of ethanol as one of the issues that came up. People were starting to look at it from that perspective as well as the net energy gain. Are you still seeing enthusiasm for those projects going forward?
Rebori: The dialogue has kind of died off, of course, because with the drop in oil prices, people have moved back to petroleum products. And ethanol's not so much in the forefront right now. But I imagine that if when it swings back -- and it will swing back up again -- that those conversations will begin again. But there were conversations that the overall price to produce a gallon of ethanol vs. oil. Water consumption, extra fertilizer and all that went into it, but at the end of the day, though, ethanol is a viable product and a good solution for alternative fuels. It is a regenerative fuel being made from corn, too. A lot was made about it taking corn from the people of the world.
IWW: You mean the debate over how it was affecting food prices?
Rebori: Right. But, in reality, the amount of corn that was diverted for ethanol purposes was miniscule or not even worth mentioning in the global span of the prices of corn. I mean the demand for corn worldwide and domestically. So, that was kind of made to be more than it was. If anything was driving up corn prices, it was the price to cut it due to diesel prices.
IWW: Or to haul it and associated fuel costs related to its production up the supply chain.
Rebori: Exactly. Of course, the combines in the field, they run on diesel. The raw gas prices may have had a big effect -- in fact, not might -- they did have a big effect on corn prices just as much as allegedly did the demand being diverted for ethanol.
IWW: How much business do you do in the food & beverage processing markets?
Rebori: We're pretty active on the beverage side, distilleries and things like that, internationally and domestically. We have some processes there, again, on the treatment side that we're active in. We have a pretty good niche in some of those markets. That's a good market for us.
IWW: It would be interesting to see a bit more detail on some of the niches you spoke of.
Rebori: We're, like I said, in distilleries, the wine industry, what else? In the canning industry, we've done some stuff like that as well. And the bottling industry too. Things like that.
IWW: You mentioned international. How much of what Smith & Loveless does is overseas?
Rebori: Domestically, we're in the largest part of our market. But that is a growth opportunity for us that we see. What percentages? Let's say as much as 25-30%.
IWW: What looks good out there to you that you see right now? What are some of the bright spots that you see coming up?
Rebori: As far as country or industry specific?
IWW: Either.
Rebori: Well, again, the mining industry we see some positive things in that. Things are kind of on hold right now. There will be a demand again for commodities again. Whether or not it will be '10 or the latter part of '09, who knows, but commodities will come back. And that will be a good benefit for that. As far as markets, though, I see South America as a growing market. China, you know, has been talked about ad infinitum. But there's opportunity in South America, Central America, China and the same places everybody else sees opportunities.
IWW: India.
Rebori: India, of course, has a lot of opportunities.
IWW: I had a chance to go to my second AIDIS Congress in Santiago, Chile, last fall, which was my first visit there. That was very interesting. And we plan on going to Enviro-Pro in Mexico City this fall.
Rebori: Is that the same time as WEFTEC?
IWW: It's not. It's, let's see, Sept. 29-Oct. 1. And it's coupled with WaterMex and PowerMex and something called Green City. I went to a few events in Mexico, including Enviro-Pro, years ago when I was editor of Agua Latinoamerica. I was the founding editor of that publication. The gentleman from the U.S. Commercial Service who's at the Mexico City embassy and spoke at the WWEMA event last fall -- he's one of the supporters of the event.
Rebori: Yes, I met him. You're talking about one of the two guys from Mexico that were presenters in Tucson.
IWW: I just did an interview that we ran from Chile in my international magazine. We did a piece on the outgoing president of AIDIS who is head of the engineering institute at UNAM, the university in Mexico City. He was offering some comments about some programming successes they'd had and different things to expect this year. There might be a few other shows in that mix that we could look at to target and see where the powers that be are going to be attending. As such, it's been kind of fascinating doing both WWi, on the international side, and Industrial WaterWorld, on the domestic front. At WWEMA, you'll recall, it came out that international was projected as one of the bright spots going forward as was industrial. Even though there's some slowing down, as with everything now, there's still some targeted spending going on and things are still in the works in particular countries or niche markets where money can be made.
Rebori: Right.
IWW: What are bright spots for you here in the States?
Rebori: Industrial or municipal?
IWW: Again, you're call...
Rebori: As I've said, the food & beverage industry we think will be a good industry. Again, things are on hold for the moment, but we expect that to improve soon.
IWW: Why do you see that as a good industry?
Rebori: Just because there's always growth. You know, the beverage industry there's some good growth to have there in processes. I mean good growth in the sense that there may not be growth in overall beverage consumption numbers; but where there is growth is in the fact that municipalities, who may be taking the raw sewage from industrial manufacturers -- the beverage manufacturers, are tightening up restrictions. They themselves are running into increased costs and increased processing, so they're doing a bit of pushback to a lot of industrial customers or people who contribute to those municipal plants. Thus, there's growth on for the treatment product side in that avenue for us as well.
IWW: I would imagine that does a lot for the MBR business that you do?
Rebori: That's correct. There's also growth in the fact that water reuse is big in industrial. Now, they're looking at water not just as a cloud hanging over the local municipality that the EPA hangs over their head. Now, they're looking at the water as a resource. Instead of throwing it down the sewer or channeling it out to a river, maybe we do want to recycle it and use it as washdown water or process water, cooling water -- that kind of general use that lowers both their raw water and wastewater discharge expenses.
IWW: We recently saw news about Sacramento looking to sell its wastewater and, a couple years ago, Prescott, Arizona, auctioned off rights to its wastewater, so it doesn't surprise me...
Rebori: Wow, I did not see that.
IWW: This is one of those issues that's probably more prevalent in areas where there's more water scarcity.
Rebori: Yes. It's an issue in California, Arizona, Colorado, that's for sure. I guess eventually, someday it will be everywhere. When I was down in Tucson, I thought it was quite interesting. There were a lot of articles in the paper. That was the first time I'd been down in that neck of the woods, frankly. I was intrigued by the water issues down there. And somebody from the state spoke. It wasn't the governor.
IWW: She was director of the Arizona Department of Environmental Quality.
Rebori: She was quite informative, I thought. Her views on water reuse and all that.
IWW: Yes, it's interesting. Tucson itself is a bit more on the liberal side of that issue and tends to wax kind of anti-growth on the way it expresses it's penchant for sustainability. It tries to be the anti-Phoenix in that sense. On the other side, you have those that look at it from the better government perspective on managing resources, saying, "Hey, we live in the desert. We should be trying to conserve and reuse as much water as we can." That group has gained sway and has been trying to push through some building code changes that make it the only city that requires that new homes all be plumbed for gray water reuse.
Rebori: Now, you guys were talking about that. You actually have now three pipes. In addition to just blue and traditional red, there are also the pink pipes I think you called them.
IWW: I think so. But that's only going to be in new homes. And I don't know that it's actually gone into effect yet. It was passed last September by the city council, but in the last month or so there's been some talk about delaying impact fees and I don't know if that got tossed into the mix or not.
Rebori: One of the things we do see as a challenge, though, is once the bottle is uncorked, let's say, and all these projects that might be on hold come to fruition -- which is what we want -- one of the things that kind of concerns us as a manufacturer is that pent up demand and a sudden rush for delivery or installations. A lot of these projects feed -- we're on the manufacturing side -- but there's also the contractors and consulting engineers, so everybody is in a little bit of a holding pattern, except for of course niche markets, once there is a trickle, I'm afraid there's going to be this perspective of "hurry up and deliver, hurry up and deliver" because maybe they're afraid that the spigot might turn off again.
IWW: That's kind of the way they're trying to design it, it would seem. They keep talking about shovel-ready projects.
Rebori: Exactly, exactly, which is something that Smith & Loveless is well-suited for because again our niche market is –packaged systems - our package pump stations and package treatment plants -- so factory built and field assembled. We actually have a very short lead time from factory manufacture to installation. Again, that's our niche. In fact, we've kind of promoted it. There was some talk on the stimulus package about projects with 120 day lead time, so we've focused on that and we're ready to meet that at any time. Actually, we can -- depending on what type you're talking about -- build an complete package pump station in as little as 45 days. Or we can build a package treatment plant in as little as 60 to 90 days. And, depending upon how complicated the quote is, that could be from inquiry to delivery.
IWW: How else do you position on that? I would imagine that you have to keep your people out in the field to have the phone on almost ready to pick up at any second with whoever the handles RFPs and management for those type of projects.
Rebori: Right, we let our rep force and sales force both internally and externally, promoting that heavily. We get that out there. We've also done some pieces where we promote that to the consulting engineers directly.
IWW: We had talked a little bit about some of the different countries where you are doing work and you'd said China and India and South America. I was curious why South America, since -- to be honest -- not too many people mention it as high on their list these days.
Rebori: Well, the mining industry is popular for us. And, again, water and wastewater desires. Something that hasn't really been at the forefront, unfortunately, for a lot of these countries, they're now starting to recognize the need for action. Mexico, in particular, is really doing quite a good job at trying to address its water needs, as the president of Mexico himself has expressed. And the two gentlemen that spoke at that spoke at the WWEMA event underscored that. There's a lot of opportunity there for water and wastewater. I think they want to increase their standards of living, so there's growth for us there. The other area for growth, and again one we're well suited for, is the whole life cycle cost analysis that's going on right now. Again, everybody is starting to look at that dollar and where it's going, not just for the immediate capital expenditure in year one but also the value they're getting for the whole life of the product. And that's been a benefit for us, again. Our products being package oriented are also highly efficient. Our treatment products and our transfer products have some of the highest efficiencies in the industry, and that kind of helps us out as well. When clients ask, "Okay, what's this going to cost me five, 10, 12 or more years out?" -- we're well-suited to answer that.
IWW: They want to make sure they're getting the best value not just for today but for 20 years down the road as well, you mean?
Rebori: That's right. There was a period of time in the mid-'70s and '80s and, in fact, really up to the '90s, where life cycle cost wasn't really such a big thing. They were looking at what's the cost today and let's put it in the ground and let's forget about it. Well, that comes back to bite you 10 or 12 years down the road, sometimes before that -- in five years -- when you have to expensive upgrades and repairs. Again, we've borne it out on cities that have used our equipment in the '50s and '60s and got away from us but are now coming back due to the longer life cycle cost benefits of our equipment and the robustness of it and the overall lower operating costs.
IWW: It's interesting that a few companies I've seen in recent years put out challenges to their customers and former customers to come up with the oldest piece of their equipment still operating in good condition. They'd say show us a valve that we made 25 or more years ago that's still functioning well within your system, for instance.
Rebori: We'll have to take a look at that.
IWW: Well, I want to thank you for your time and wish you good luck in the months and years to come. I enjoyed learning more about Smith & Loveless, as I'm sure our readers will be as well.
Rebori: Thank you.
--
CONTACT:
Frank J. Rebori,
President
Smith & Loveless
14040 Santa Fe Trail Drive
Lenexa, KS 66215-1284 USA
Tel: 913-888-5201
Fax: 913-894-0488
###

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