Chapter Seven of Seven

 Being There

An Autobiographical Account of My Life and Times at Glasgow EPB

William J. Ray

CHAPTER SEVEN - The End

So, I do have regrets, and my departure due to the unpopularity of doing my job by recommending actions to a board, based on the knowledge gained by my team, still stings...a lot. I spent the last 40 years head-over-heels in love with Glasgow. Being spurned by it is the unkindest cut of my life. I regret not being politically savvy enough to recognize the development of a new resentful and angry mentality of some in the community. Further, I am ashamed of being blindsided by the possibility that their discredited ideas and beliefs could be embraced by local elected officials. While this malady did not originate in Glasgow, I should have had my ear to the ground enough to predict its emergence. I am sorry for not setting a better example for my families and my supporters. In my position, it is not enough to talk the talk. I was supposed to make sure that my walk was successful, not just accurate. I cannot help but feel sorry for giving others the assurance that doing the right thing, would always save one from injustice; and that discovery would not always lead to implementation. I learned that being right can sometimes just not be enough. I can only hope that they learn from what I failed to accomplish and move forward with the resolve gained from experience.

I did not mean for this to be so long. But I left out a lot of stuff about those 40 years, so maybe this should become a book. I left out the part where my blood children were born, grew up in Glasgow, and went on to make me the proudest Father ever known. I also left out a lot about the 124 other children – the total that worked with me during those years. I consider them my family too, and I am really going to miss them. I am a committed introvert (true, I swear), so it has always been hard for me to let both of my families know just how dear they are to me. Way back in 1984, when I was new to the EPB job, I discovered it was much easier for me to communicate my feelings to the team in writing. To make those writings personal, I began observing everyone’s employment anniversary by putting my feelings about them into a hand-written note. I guess I chose that method because I am always moved by a hand-written note from a friend, so I hoped the work family would feel the same. During my tenure at EPB, I wrote a lot of those notes – an amount commensurate to the love I have for my team. They are important to me. I believe those notes were important to my precious team, and I am really going to miss that process of making sure they know how much I care for them. 

I do not want to fail to mention a couple of stalwart Board members who, in my mind, qualify for mention like those I have already bestowed upon several other community leaders I got to work with. John “Tag” Taylor and Libby Pruitt Short joined the Board when the battle was already raging. They do not have the years of experience of some of the citizens I mentioned above, but they were quick studies and refused to accept the popular beliefs about me, my team, the rate design we created, or the sustainability discoveries we made. They might have had the toughest job of all of those who came before them, and they did that job with conscience, study, and honor. I salute them.

As mentioned earlier, I was born in Glasgow and came back to Glasgow in 1983, mainly because of the rotten political environment that existed in Bowling Green at the time. I did not intend to stay in Glasgow a long time. Over the years, there were many offers of bigger jobs and equally bigger salaries, but I just never could come up with a complaint about my job at Glasgow EPB that was big enough to give me a reason to leave. I also loved the way Glasgow was growing and changing, and that I was a part of that transformation. All of the friends I have now, and hold dear, came as a result of my time at Glasgow EPB, and the gravity created by those friends held me to Glasgow. Most of all, I loved the team that I worked with, and I still do. While I still have not found a good reason to leave, it seems that my departure is the will of the majority. While I refused to grant their wish without a fight (I’m not throwing away my shot!), sheer numbers and the clear intention of a majority of Glasgow’s voters made it certain they would prevail. So, with this narrative I bid you adieu, with my heartfelt thanks for letting me spend my life trying to make the world, starting right here in Glasgow, better. I know those who befriended me in Glasgow made my world better.

It is neither the calendar, nor the clock, that urges me to depart. Rather, it is the compass – pointing out the direction to destinations I crave – ethics, justice, and respect for science, that directs me to journey away from Glasgow EPB. This narrative should answer a lot of questions about my tenure in Glasgow, but one still remains – what comes next? Tomorrow the sun will rise. Who knows what the tide could bring?

Chapter Six of Seven

Being There

An Autobiographical Account of My Life and Times at Glasgow EPB

William J. Ray

CHAPTER SIX

It was with the scars from the battles we already fought, and the losses we incurred therein, that were with us as we trudged into the biggest conflict of my career. We were driven by the injustices we found, and the understanding that someone had to confront the problems we discovered. The creation of a new rate structure for electric power was not a fight we went looking for. Rather, it came looking for us. The rate issue arrived in the data gathered by one of our big research projects that tested the viability of advanced energy meters using our broadband network and allowed us to gather several years-worth of data about how Glasgow customers use the energy we sell. Instead of gathering only 5 digits of data from electric meters, once very thirty days, suddenly we were gathering that data every 15 minutes. As exceedingly bright members of the EPB team began to analyze that data by comparing our sales data for nearly 8,000 customers to the wholesale energy data provided by TVA, a story began to materialize – one that could not be ignored – one that held the key to upending the century-old electric power business.

In 2014, the brave Board that existed then (Norma Redford, Jeff Harned, Cheryl Berry Ambach, Jim Lee, and Karalee Oldenkamp) began to delve into the facts that the team was unveiling in the data we mined.  The findings included many inconvenient truths. We discovered that the existing rate architecture resulted in only those customers using the “average” amount of energy, and the average amount of coincident peak demand each month, were paying an amount directly connected to the wholesale cost of delivering that energy. Our discovery showed that very few real customers actually used the mathematical average amounts for a given rate class. Further, the facts revealed that customers using less than the average volume of energy, paid far less for their electricity than the actual cost of purchasing and delivering that energy. Conversely, we found that customers using more than the average volume of kWh (while using an average amount of coincident peak demand), were being forced to pay much more than the actual cost of the power delivered, and those were only the results within the residential rate class. Over the months, the facts also revealed that customers in the large commercial and industrial rate classes, when actual hourly consumption was compared to actual hourly wholesale cost, were paying much, much more than the cost of serving them. 

There were other previously hidden truths discovered. We found that large companies were being forced to subsidize other classes of customers. Perhaps the biggest discovery, and the one completely ignored by my vocal critics, is that there really is no significant relationship between low energy usage and household income. None. The image of cost-based rates bringing hundreds of older folks into a life of misery is conjured from nothing but misguided imagination. Much more common, and where a direct relationship was found to exist, is that a significant number of customers with low household income find themselves living in substandard housing, and those households were found to use more than the average consumption upon which the old rates were designed. The poor, in substandard housing, were paying more than their fair share of EPB fixed costs under the pre-2016 rate design.

These findings were considered by the EPB Board throughout 2013, 2014 and early 2015. I can assure the reader that no one on that Board wanted to be placed in the position of having to deal with this issue that permeates all 3,500 electric utilities in the U.S. They faced the old energy utility habit of ignoring the fact that the rate architecture, the one in place since the early 1900s, did not accurately produce billing that was connected to actual cost of service. They could have adopted that common industry habit and hoped that their terms on the Board would expire before those facts leaked out to the customers who were being treated unfairly, but they did not do that. Instead, driven by their wisdom, integrity, and ethics, they pursued a course of “good trouble” and followed the words of Martin Luther King from his March 1965 speech in Selma, Alabama, “A man dies when he refuses to stand up for that which is right. A man dies when he refuses to stand up for justice. A man dies when he refuses to take a stand for that which is true.” That EPB Board rose up, and they directed my team to develop a rate that brought accuracy and justice to the way people in Glasgow purchase their supply of energy, because anything else would not be right. My team followed their direction and developed what energy and rate experts who have examined it call, the most simple and elegant solution to electric power retail rate design which exists today. Although that move was largely misunderstood, and although that action of standing up for what is right ultimately caused their departure, and mine, I am proud of what the Board and my team accomplished then, and what they are still accomplishing now. If given the chance to go back and do it all again, I would not change a thing, because it was that new relationship between electric power production and the retail sale of the product that revealed the most powerful truth of my career.

For over a century, the electric power systems have operated on the belief that the daily demand curve for electric power was unalterable. This belief drove the industry to over-build generation capacity and over-mine the fossil fuels that have long been used to burn to produce the steam necessary to create the flow of electrons we hold so dear. But our work in Glasgow began to show that the daily peak demand could be flattened. It showed that off-peak power could be stored in batteries, and that our broadband network could be used to organize electric power production, storage, and consumption, into a shape which could be satisfied using mainly renewable energy sources. Before some very angry and backward voices organized to put the kibosh on research projects in Glasgow, using misunderstanding and a shocking disdain for expertise, we gathered enough data to glimpse a world with dew still on it. We discovered and demonstrated how the ratio of energy usage to peak demand could be drastically improved, using technology and cost-based rates. We saw a way toward a sustainable energy system that stole the ideas of energy conservation and storage from nature. We revealed those things before a few misguided people, promoting their local brew of uninformed populism, killed the appetite for research and discovery in Glasgow. Allowing them to do that is my greatest failure.  

Chapter Five of Seven

Being There

An Autobiographical Account of My Life and Times at Glasgow EPB

William J. Ray

CHAPTER FIVE 

Although we won many of the battles that sought us out during my time at the EPB, we experienced some gut-wrenching casualties in the process. Some of those consisted of cherished members of the team leaving for other jobs. More casualties came in the form of experienced essential members of the team who chose to retire long before their talent diminished, just due to the stress involved in the EPB world. This challenge will continue to be a problem after I am gone. But, by far, the most crushing loss of members of the team came from a couple of untimely deaths. Jama Young was our first Technical Services Manager. I wanted a small group of folks to create a “skunk works” operation to study evolving technologies and bring the deserving ones into our portfolio of products. Jama was designed for the job. Of all the people I have encountered during my long career, Jama was one of the most brilliant and capable. I fully expected her to take my place when I departed. In an unjust twist of fate, she left this world before that could happen. We think so much of her, that we still honor her by naming the building that holds most of Glasgow’s essential technology after her. The wound left by her passing has never healed.

Janice Crenshaw also left us when we were counting on her the most. Janice was much different than Jama. Janice was not a technical wizard. Rather, Janice was a customer relationship expert. She worked in our lobby, where she waited on, and counseled dozens of customers each day. While anyone can learn to talk to customers and fulfill their wishes, I’ve never seen anyone else with Janice’s capacity to make each of those interactions something that made the customers involved feel loved and respected. We are still trying to get over her loss as well.

Continuing the EPB mission is impossible without finding, hiring, and retaining more team members like those who we lost during my years.

Chapter Four of Seven

 Being There

An Autobiographical Account of My Life and Times at Glasgow EPB

William J. Ray

CHAPTER FOUR

With the attention to our accomplishments came a steady increase in the number of companies that wanted to schedule a visit to Glasgow, or they wanted to schedule me to come to their meeting to tell the Glasgow story. I testified before House and Senate Committees relative to proposed legislation to reign in the cable television, telephone, and programming companies, and that notoriety attracted even more interest in Glasgow EPB. One of the companies who repeatedly visited us was a group from MCI. They were a powerhouse telecommunications firm back then. After several visits from MCI executives in the early 90s, I got a call from a very important MCI executive named Vinton Cerf. I did not know it at the time, but Vinton Cerf co-developed the language of the internet, TCP/IP. Cerf wanted me to fly to his office just outside Washington, DC, for lunch and a chat. I accepted that invitation and was quite surprised to learn that Glasgow’s work was being deeply studied by his team at MCI, and he wanted to know if we would be interested in becoming the MCI test site for delivering high-speed internet access via broadband and a yet-to-be-manufactured device called the cable modem. At the time, I had never even seen the internet, nor had anyone on the EPB team, but it seemed like a great opportunity to partner with a very big company with a lot of resources. We accepted the offer, and it became one of the pivotal events in my career, and in the life of Glasgow and Glasgow EPB.

Within a few weeks, MCI had provisioned high speed links to Glasgow, and we connected them to our broadband network. We found about ten friendly customers who already had a PC in their home, and who were willing to allow us to crack that PC open and install an experimental card in the bus, which would interface with our coaxial cable network. The results, even from the beginning, were phenomenal. We knew this was going to be a very big product, yet we were clueless as to what people would pay for it, we also didn’t know what our expense of providing the service would be, and we certainly didn’t know that so many homes and businesses would want the service. As we began to carefully offer the service in 1995, we soon realized that we were holding a tiger by the tail. It also became the firm foundation upon which we stood to see a sustainable future for Glasgow, and the world outside it.

Totally documenting the struggles and the amazing growth of the internet business, after its 1995 inception, would take too many pages. Suffice to say that Glasgow EPB’s involvement in the internet access business via its broadband network became far bigger than Vinton Cerf first suggested at the fateful lunch. Glasgow became famous again, as it was proclaimed the most wired city in America, by several publications. The business changed the EPB team, as our hunger for even more bright young people intensified, but it also changed virtually every home and business in Glasgow. High speed internet became available, and high-expertise support from EPB made the availability usable for everyone, as we continued the democratization of technology. 

The rates we set for the internet products began, and remain, far below what peers charge for similar products. In 25 years, the net income from the booming internet business began to exceed the net income produced by the contracting electric power business. That seems impossible, but such growth and opportunities came to pass from having the right Mayors, appointing the right Board members, who supported EPB management in finding and retaining the right team. All those elements existed, and they combined to produce the greatest results imaginable for the Glasgow citizens. Since the beginning of the cable television and internet services, the low rates offered by EPB have saved the citizens of Glasgow over $70 million and that amount continues to grow.

It is impossible to know just how Glasgow’s early availability of high-speed internet impacted hundreds of other businesses in Glasgow, but we know it did and it enhanced their ability to compete. The availability of high-speed LAN/WAN connectivity also enabled us to create BITS, the community GIS mapping consortium that also gave birth to our Enhanced 911 system. That too came from a now old-fashioned spirit of cooperation between EPB, FRECC, Glasgow Water Company, Barren County Schools, City of Glasgow and Barren County Fiscal Court. No other community had, nor do they have today, anything like it. We have leaders like Jackie Browning, Doc Nichols, Woody Gardner, Charlie Campbell, and Charlie Honeycutt to thank for having this system.  

Chapter Three of Seven

Being There

An Autobiographical Account of My Life and Times at Glasgow EPB

William J. Ray

CHAPTER THREE

A bit later in the 80s, after we had given up on the hydroelectric projects, continued dislike of the cable television company brought us back around to that broadband concept that was included in the hydroelectric plant vision. Telescripps Cable was not winning friends in Glasgow when they provided antiquated technology, normally stuff that was retired from their larger systems in Knoxville and Chattanooga. Eventually, Jeff Herbert and I opened discussion of the idea of Glasgow EPB building its own broadband network for Glasgow’s future. The Board really had only one question about this idea. They wanted to know if the network could be used to offer modern cable television products to Glasgow, in direct competition with Telescripps. My answer was yes…even though I was secretly not actually sure how it might work. That was the answer that the Board wanted. That discussion at an EPB meeting in 1987 turned out to be a very big deal.

A consultant was hired to advise us on whether our vision of implementing cable television, meter reading, telemetry, and LAN/WAN on one consolidated network, was even possible. Of course, we also asked them to make financial projections as well. After a few months, we got the results, and the report said that everything we envisioned was possible. However, the report went on to advise the Board not to embark on such a project. The reason? Well, the consultant apparently was partially owned by a cable television company, so it was no surprise when the Board was advised against building a new competitive network. Those five brave community leaders: William Bryant, Robert Lessenberry, Jack Goodman, Norma Redford, and Don Doty, wasted no time in ignoring that advice and directing me to go forward with the design and construction of the first municipally-owned broadband network in the United States. 

Things happened in rapid succession after that. Telescripps filed a couple of lawsuits against us, attempting to make us stop building the new network. The lawsuits eventually failed and Telescripps settled them. We started hiring more smart people and getting our existing team trained to build and operate a broadband network. Construction went on, nearly around the clock, until finally, in late 1988, we had the right team, we had finished the installation of the head-end electronics in the newly expanded EPB building, and we began connecting customers to the network. It was an exciting, frightening, and gratifying time. My team said they could handle this project, and as usual, they were right. This project moved us toward the aforementioned window to a new world of possibilities.

Building the broadband network was easy compared to operating one and achieving financial success. While I was anxious to get into the more exotic telemetry and meter reading via broadband network, it was the early 90s and Glasgow only wanted its MTv. So, the broadband project mainly consisted of competitive cable television for the first few years. Telescripps made that competition very tough. They gave up in the courtroom, but they declared all-out war on the streets of Glasgow. They lowered their rate for basic cable to only $5.95 per month, street by street, as we completed our network on those streets. So, my group of smart and innovative people got deep into competition mode. They invented ways to customize our installations to meet the needs of a variety of home television setups. They discovered the gold in locally originated programming. We began to videotape and replay every sort of sporting event that took place involving the children of our customers. We even struck a deal with District Judge Bennie Dickinson, to videotape sessions of Small Claim Court, and replayed those mercilessly! The whole concept of locally originated programming began to work for us, and very slowly, throughout the rest of the 90s, our cable subscriber numbers grew. They grew so much that by 2000, after Comcast had acquired the Telescripps properties, they struck a deal with us to sell out their remaining customers, and their network, to us. 

Even though most of the EPB team was committed to the cable television battle, early in the 90s we found some time to dabble in computer networking over the broadband network.  We used that capacity, initially, to connect our substations to a system that allows remote monitoring and control of the equipment at the substations. This capability began to show immediate improvements to the reliability of Glasgow’s electric grid, and we still use it, and improve it, bit-by-bit today. We also began to do little Local Area Network/Wide Area Network projects wherein we learned how to do things like read an encyclopedia off a CD-ROM drive at one of the schools by using a simple PC at one of our homes. Though these were not giant technological leaps, we were quite proud of this capacity and we began to understand just how big this idea of local area networking directly into all homes and businesses might become. In those days we hosted many other utilities and technology companies that had read about our network. You see, the dirty tricks that Telescripps pulled in their attempts to stop our progress, made us famous. There were big feature articles about us on the front page of the Wall Street Journal, as well as dozens of other publications. CNN even ran a feature story about us, and all of that publicity attracted the attention of some companies and individuals who also became a part of my story.

Chapter Two of Seven

                                                                   Being There

An Autobiographical Account of My Life and Times at Glasgow EPB

William J. Ray

CHAPTER TWO

Only a few months after walking into Glasgow EPB for the first time, my daughter, Lauren was born, and for the next 18 years, my family enjoyed the rare pleasure of raising kids and attending hundreds of events at Glasgow Independent Schools with them. I would not trade those years for anything, and the success of Bradley and Lauren is testament to the fine school systems we have in Glasgow. At work, I arrived to find a small team of 22 folks, working hard to grow Glasgow’s power grid, using practically no technology, even though Glasgow’s commercial and industrial customers were growing like topsy. It was a much smaller operation than what I was accustomed to in Bowling Green, but it was friendly and peaceful -- qualities that kept me in Glasgow for many ensuing decades.

The excitement of those hydro projects quickly turned into something far more daunting than I anticipated. TVA didn’t really want Glasgow to build those projects and make its own power. Army Corps of Engineers had a very dim view of Glasgow monkeying around with its lakes and dams. For a young fellow, totally inexperienced with taking on two giant federal entities, it was clear that a friend would be needed -- one with more experience with moving mountains, and willing to tutor and support said young fellow. I found that person in the EPB’s experienced counsel – Jeff Herbert. Jeff became my friend, advisor, instructor, and partner in more than one big idea that became a reality for Glasgow. But it all started with those hydro power licenses that those five board members, those giants of Glasgow’s glory days, pursued and captured. 

Even though the hydro power projects never became a reality (the opposition from TVA and ACOE was just more than we could overcome), those licenses became an essential element of the last 40 years at Glasgow EPB – here is what I mean. If Glasgow EPB was going to find a way to economically build and operate hydroelectric facilities at distant dams, it became clear that finding a way to operate them remotely, would be required. How would EPB receive complex telemetry, video, and other data necessary to satisfy the ACOE, at distant sites? It turned out there was a way, one that might also provide a lot of other functionality for EPB and for the people of Glasgow…a broadband network. Although the hydro projects failed to materialize, that broadband system became something I wanted to learn more about, and that did come to pass. 

A recurring theme throughout this recounting is that we were able to attract phenomenally talented people to join the EPB team. Those people came, nearly exclusively, from our local area, and nearly all of them graduated from Glasgow or Barren County schools. This area has always had a robust vein of talent within it, and that same early Board I mentioned, did something that allowed us to find, recruit, and retain that talent. They considered, deliberated, and ultimately approved a pay plan that is the foundation for EPB’s success over the last several decades. With the rich resource of talent, a Board made up of thoughtful and supportive business folks, and a deep vein of ethics that believed that when these team members earned our respect, we are required to give them that respect, we developed a team of super-heroes.

Approving that pay plan was no small feat, and it likely could not happen in today’s polarized political environment. But in 1985, Don Doty, a certified expert on human resource management, proposed a merit-based pay plan to me, and he and Dan Moody spent countless hours explaining the concept to me. With Don’s backing, I proposed the plan to the Board (remember, that Board included Robert Lessenberry and William Bryant, and they were extreme fiscal conservatives). Instead of going to war with each other, they came together, listened to Don Doty and respected his expertise. They did not cling to their preconceived notions. Instead, they listened to each other and deliberated while fully respecting differing viewpoints. Eventually the plan was approved, unanimously, and it has been reviewed and re-approved for 35 consecutive years, by many different configurations of the Board, since its initial approval. While seldom mentioned, this event is one of the most important in the last 40 years of EPB progress.

Chapter One

 

Being There

An Autobiographical Account of My Life and Times at Glasgow EPB

William J. Ray

 

It was certainly not hard to see that my time at Glasgow EPB might come to a halt suddenly, and now the time appears to be at hand. I agreed to a settlement with the EPB that will have me stepping down from my role as Superintendent, and assuming a temporary role of Advisor/Consultant, effective March 1. I will retire completely from Glasgow EPB by the end of summer 2021.

Since I’ve outlasted nearly everyone that has memories of the last 40 years of the 60-year history of Glasgow EPB, it strikes me that, “Who tells your story?” is a legitimate concern, so I’m going to record it for posterity. But there is more to what happened in my life than just a series of events and people. The culmination of the people and events of my career produced a glimpse into what is possible. This autobiographical essay is published in the hope that others can grasp what we glimpsed, and, hopefully, use it as a basis to carry on the voyage of discovery.

One might say that I have been in the electric utility business since my birth in 1954. My Dad worked for Farmers RECC when I was born, and I studied him intently, so I could someday drive a car with a two-way radio in it, with a big whip antenna. Although I studied my Dad in my youth, my real experience in the utility business started on May 12, 1975. That was the day I walked into Bowling Green Electric Plant Board (it became BGMU a few years later) to take a job as Draftsman, while I was still attending WKU and majoring in Civil Engineering. That was over 45 years ago.

The combination of the classes I was taking at WKU, and the opportunities to constantly pester experienced staff at BGMU for answers, really worked well for my understanding of how the electric grid works. While I continued to progress slowly at WKU, my real education in the mid-70’s came from my mentors: Gene Laughlin, Jim Hoagland, Gary Stallons, and B.H. Kissler. I only hope they knew how much their teaching meant to me, because it meant everything to my career. To this day, whether it is in the throes of a big power outage, a daunting personnel decision, or some other big problem that I need help with, I mentally call out to them.

Things were going great for me and BGMU back then. Mary and I had a son, Bradley, in 1978, shortly after we bought our first home. But then things at BGMU went sour. Lest you think that the rise of devious and misinformed politicians is something invented in Glasgow, let me assure you that, for me, it was first seen in Bowling Green. In 1982 a group of newly elected locals, and a particularly hate-filled Mayor, formed a junta that became determined to destroy BGMU – beginning with the firing of the CEO, Henry Carlisle. As the months rolled by after the junta took power, Henry Carlisle was fired, and each of the brilliant instructors mentioned above, one-by-one, left BGMU for retirement or better jobs, which did not include working for ham-fisted hacks appointed by confused politicians, bereft of ethics. That left me, at 27 years old, effectively in charge of designing and operating Bowling Green’s power grid. 

Meanwhile, back in Glasgow, titans of the community held office, and populated the boards of essential services, like Glasgow EPB. William Bryant, Robert A. Lessenberry, Norma Redford, Don Doty, and Jack Goodman, oblivious to the insanity gripping BGMU, were making plans to acquire licenses to convert Corps of Engineers dams in the region, to provide clean and efficient hydroelectric power for Glasgow. Into that vast void between the destructive thinking in Bowling Green, and the thoughtful wisdom which existed in Glasgow politics, serendipity began to flourish. For me, that manifested itself in my seeing an advertisement for a new Superintendent at Glasgow EPB. In Bowling Green, it seemed clear that everyone who knew anything about the grid, was departing -- taking their expertise with them and leaving a bleak future for BGMU. In Glasgow, I saw my parents, my in-laws, and the wonderful community that Mary and I both still called “home.” By November 1983, I became that new Superintendent, the one who got to pick up those hydroelectric power licenses and try to make viable projects out of them. I also got to leave the divisive politics of Bowling Green behind. Everything about this move was a win!