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Business Wire
6 hours ago
- Business Wire
Intellicheck Announces Record Second Quarter 2025 Financial Results
MELVILLE, N.Y.--(BUSINESS WIRE)-- Intellicheck, Inc. (Nasdaq: IDN), an industry-leading identity company delivering on-demand digital and physical identity validation solutions, today announced its financial results for the second quarter ended June 30, 2025. Total revenue for the second quarter ended June 30, 2025 grew 10% to a record $5,123,000 compared to $4,672,000 in the same period of 2024. SaaS revenue increased 10% and totaled $5,080,000 compared to $4,627,000 in the same period of 2024. 'Intellicheck has achieved another record quarter successfully expanding our presence in new and existing market verticals. We are particularly excited by the signing of multiple multiyear agreements with our most prominent financial services clients. This success underscores the value of our industry-leading identity verification technology, which is accelerating customer onboarding and importantly stopping fraud with a 99.975% decisioning success rate when using our technology. We believe no competitor has such accuracy. Looking ahead, we will continue to drive growth with a keen focus on our sales and marketing efforts,' said Intellicheck CEO Bryan Lewis. Gross profit as a percentage of revenues remained strong at 90%, in line with expectations, for the three months ended June 30, 2025 compared to 91% in the same period in 2024. Operating expenses for the three months ended June 30, 2025, which consist of selling, general and administrative expenses and research and development expenses, increased 10% to $4,898,000 for the second quarter of 2025 compared to $4,443,000 for the same period of 2024. Included within operating expenses for the second quarters of 2025 and 2024 were $202,000 and $72,000, respectively, of non-cash stock-based compensation expense. Net loss for the three months ended June 30, 2025 was ($251,000) or ($0.01) per diluted share compared to a net loss of ($127,000) or ($0.01) per diluted share for the same period in 2024. Adjusted EBITDA (earnings before interest and other income, provision for income taxes, sales tax accruals, depreciation, amortization, stock-based compensation expense and certain non-recurring charges) improved by $145,000 to $75,000 for the second quarter of 2025 as compared to a loss of ($70,000) for the same period of 2024. A reconciliation of net loss to adjusted EBITDA is provided in this release. As of June 30, 2025, the Company had cash and cash equivalents that totaled $8.6 million and stockholders' equity totaled $18.0 million. Conference Call Information The Company will hold an earnings conference call today, August 12, 2025 at 4:30 p.m. ET/1:30 p.m. PT to discuss operating results. To listen to the earnings conference call, please dial 877-407-8037. For callers outside the U.S., please dial 201-689-8037. A replay of the conference call will be available shortly after completion of the live event. To listen to the replay, please dial 877-660-6853 and use conference identification number 13754628. For callers outside the U.S., please dial 201-612-7415 and use conference identification number 13754628. The replay will be available beginning approximately three hours after the completion of the live event and will remain available until August 19, 2025. INTELLICHECK, INC. UNAUDITED CONDENSED STATEMENTS OF OPERATIONS OR THE THREE AND SIX MONTHS ENDED JUNE 30, 2025 AND 2024 (in thousands, except share and per share amounts) Three months ended June 30, Six months ended June 30, 2025 2024 2025 2024 REVENUES $ 5,123 $ 4,672 $ 10,017 $ 9,352 COST OF REVENUES (523 ) (444 ) (1,025 ) (879 ) Gross profit 4,600 4,228 8,992 8,473 OPERATING EXPENSES Selling, general and administrative 3,535 3,608 6,988 7,544 Research and development 1,363 835 2,650 1,653 Total operating expenses 4,898 4,443 9,638 9,197 Loss from operations (298 ) (215 ) (646 ) (724 ) OTHER INCOME AND EXPENSE Other income, net 47 88 77 157 Total other income, net 47 88 77 157 Net loss before provision for income taxes (251 ) (127 ) (569 ) (567 ) Provision for income taxes — — — 2 Net loss $ (251 ) $ (127 ) $ (569 ) $ (569 ) PER SHARE INFORMATION Loss per common share - Basic/Diluted $ (0.01 ) $ (0.01 ) $ (0.03 ) $ (0.03 ) Weighted average common shares used in computing per share amounts - Basic/Diluted 19,795,189 19,460,351 19,357,364 19,380,605 Expand INTELLICHECK, INC. UNAUDITED CONDENSED STATEMENTS OF STOCKHOLDERS' EQUITY FOR THE THREE AND SIX MONTHS ENDED JUNE 30, 2025 AND 2024 (in thousands, except share amounts) Three months ended June 30, 2025 Common Stock Additional Paid-in Capital Accumulated Deficit Total Stockholders' Equity BALANCE, March 31, 2025 19,816,043 $ 19 $ 152,390 $ (134,801 ) $ 17,608 Stock-based compensation – – 202 – 202 Stock option exercises, net of cashless exercises 181,256 1 445 – 446 Issuance of shares for vested restricted stock grants 28,544 – – – – Net loss – – – (251 ) (251 ) BALANCE, June 30, 2025 20,025,843 $ 20 $ 153,037 $ (135,052 ) $ 18,005 Expand Three months ended June 30, 2024 Common Stock Additional Paid-in Capital Accumulated Deficit Total Stockholders' Equity Stock-based compensation – – 256 – 256 Stock option exercises, net of cashless exercises 4,875 – – – – Issuance of shares for vested restricted stock grants 83,266 – – — — Net loss – – – (127 ) (127 ) BALANCE, June 30, 2024 19,492,702 $ 19 $ 151,422 $ (134,134 ) $ 17,307 Expand INTELLICHECK, INC. UNAUDITED CONDENSED STATEMENTS OF STOCKHOLDERS' EQUITY FOR THE THREE AND SIX MONTHS ENDED JUNE 30, 2025 AND 2024 (in thousands, except share amounts) Six months ended June 30, 2025 Common Stock Additional Paid-in Capital Accumulated Deficit Total Stockholders' Equity Stock-based compensation – – 381 – 381 Stock option exercises, net of cashless exercises 181,256 1 445 – 446 Issuance of shares for vested restricted stock grants 62,276 – – – – Net loss – – – (569 ) (569 ) BALANCE, June 30, 2025 20,025,843 $ 20 $ 153,037 $ (135,052 ) $ 18,005 Expand Six months ended June 30, 2024 Common Stock Additional Paid-in Capital Accumulated Deficit Total Stockholders' Equity Stock-based compensation – – 600 – 600 Stock option exercises, net of cashless exercises 4,875 – – – – Issuance of shares for vested restricted stock grants 133,492 – – – – Net loss – – – (569 ) (569 ) BALANCE, June 30, 2024 19,492,702 $ 19 $ 151,422 $ (134,134 ) $ 17,307 Expand INTELLICHECK, INC. UNAUDITED CONDENSED STATEMENTS OF CASH FLOWS FOR THE SIX MONTHS ENDED JUNE 30, 2025 AND 2024 Six months ended June 30, 2025 2024 CASH FLOWS FROM OPERATING ACTIVITIES: Net loss $ (569 ) $ (569 ) Adjustments to reconcile net loss to net cash provided by (used in) operating activities Depreciation and amortization 325 145 Stock-based compensation 379 405 Credit loss expense 47 18 Changes in assets and liabilities: Decrease in accounts receivable 1,920 1,371 (Increase) Decrease in other current assets and other assets (94 ) 47 (Decrease) in accounts payable and accrued expenses (161 ) (1,318 ) Increase (Decrease) in deferred revenue 2,037 (411 ) Net cash provided by (used in) operating activities 3,884 (312 ) CASH FLOWS FROM INVESTING ACTIVITIES: Purchases of property and equipment (22 ) (19 ) Proceeds from maturity of short-term investments — 5,000 Software development costs (210 ) (1,389 ) Net cash (used in) provided by investing activities (232 ) 3,592 CASH FLOWS FROM FINANCING ACTIVITIES: Proceeds from exercises of stock options 445 — Repayment of insurance financing arrangements (190 ) — Net cash provided by financing activities 255 — Net increase in cash 3,907 3,280 CASH, beginning of period 4,666 3,980 CASH, end of period $ 8,573 $ 7,260 Supplemental disclosures of cash flow information: Cash paid for interest $ (4 ) $ — Cash paid for income taxes $ — $ — Expand Adjusted EBITDA We use Adjusted EBITDA as a non-GAAP financial performance measurement. Adjusted EBITDA is calculated by adjusting net loss for certain reductions such as interest and other income and certain addbacks such as income taxes, depreciation, amortization, and stock-based compensation expense. Adjusted EBITDA is provided to investors to supplement the results of operations reported in accordance with GAAP. Management believes that Adjusted EBITDA provides an additional tool for investors to use in comparing our financial results with other companies that also use Adjusted EBITDA in their communications to investors. By excluding non-cash charges such as amortization, depreciation, and stock-based compensation, as well as non-operating charges for interest and income taxes, investors can evaluate our operations and can compare the results on a more consistent basis to the results of other companies. In addition, Adjusted EBITDA is one of the primary measures management uses to monitor and evaluate financial and operating results. We consider Adjusted EBITDA to be an important indicator of our operational strength and performance of our business and a useful measure of our historical operating trends. However, there are significant limitations to the use of Adjusted EBITDA since it excludes interest and other income and stock-based compensation expense, all of which impact our profitability, as well as depreciation and amortization related to the use of long-term assets which benefit multiple periods. We believe that these limitations are compensated by providing Adjusted EBITDA only with GAAP net loss and clearly identifying the difference between the two measures. Consequently, Adjusted EBITDA should not be considered in isolation or as a substitute for net loss presented in accordance with GAAP. Adjusted EBITDA as defined by us may not be comparable with similarly named measures provided by other entities. Adjusted Gross Profit We use Adjusted Gross Profit as a non-GAAP financial performance measurement. Adjusted Gross Profit is calculated by adjusting gross profit for the reduction of amortization expense. Adjusted Gross Profit is provided to investors to supplement the results of operations reported in accordance with GAAP. We believe Adjusted Gross Profit is important because it focuses on the current operating performance, as amortization expense does not accurately reflect the current costs required to maintain the operational usage of our service. Rather, amortization expense reflects the allocation of historical software development costs over their estimated useful lives. As an indicator of our operating performance, Adjusted Gross Profit should not be considered an alternative to, or more meaningful than, gross profit as determined in accordance with GAAP. Our Adjusted Gross Profit may not be comparable to a similarly titled measure of another company because other entities may not calculate Adjusted Gross Profit in the same manner. About Intellicheck Intellicheck, the industry leader in identity verification management, prevents the use of unauthorized IDs to stop identity-based fraud. Intellicheck is the only SaaS-based validation and proofing service that uses a unique and proprietary analysis of DMV-issued IDs to create trusted, real-time customer identity verification experiences across a wide variety of sectors, both in-person and digitally. Each year, we validate around 100 million identities across North America, providing a seamless, invisible ID verification with 99.75% decisioning in under a second. For more information on Intellicheck, visit us on the web and follow us on LinkedIn, X, Facebook, and YouTube. Safe Harbor Statement Statements in this news release about Intellicheck's future expectations, including: the advantages of our products, future demand for Intellicheck's existing and future products, whether revenue and other financial metrics will improve in future periods, whether Intellicheck will be able to execute its turn-around plan or whether successful execution of the plan will result in increased revenues, whether sales of our products will continue at historic levels or increase, whether brand value and market awareness will grow, whether the Company can leverage existing partnerships or enter into new ones, whether there will be any impact on sales and revenues due to an epidemic, pandemic or other public health issue and all other statements in this release, other than historical facts, are 'forward-looking statements' within the meaning of the Private Securities Litigation Reform Act of 1995 (PSLRA). These statements, which express management's current views concerning future events, trends, contingencies or results, appear at various places in this release and use words like 'anticipate,' 'assume,' 'believe,' 'continue,' 'estimate,' 'expect,' 'forecast,' 'future,' 'intend,' 'plan,' 'potential,' 'predict,' 'project,' 'sense', 'strategy,' 'target' and similar terms, and future or conditional tense verbs like 'could,' 'may,' 'might,' 'should,' 'will' and 'would' are forward-looking statements within the meaning of the PSLRA. This statement is included for the express purpose of availing Intellicheck, Inc. of the protections of the safe harbor provisions of the PSLRA. It is important to note that actual results and ultimate corporate actions could differ materially from those in such forward-looking statements based on such factors as: market acceptance of our products and the presently anticipated growth in the commercial adoption of our products and services; our ability to successfully transition pilot programs into formal commercial scale programs; continued adoption of our SaaS product offerings; changing levels of demand for our current and future products; our ability to reduce or maintain expenses while increasing sales; our ability to successfully expand the sales of our products and services into new areas including health care and auto dealerships; customer results achieved using our products in both the short and long term; success of future research and development activities; the impact of inflation on our business and customer's businesses and any effect this has on economic activity with our customer's businesses; our ability to successfully market and sell our products, any delays or difficulties in our supply chain coupled with the typically long sales and implementation cycle for our products; our ability to enforce our intellectual property rights; changes in laws and regulations applicable to the our products; our continued ability to access government-provided data; the risks inherent in doing business with the government including audits and contract cancellations; liability resulting from any security breaches or product failure, together with other risks detailed from time to time in our reports filed with the SEC. We do not assume any obligation to update the forward-looking information.
Fast Company
12 hours ago
- Fast Company
The future of enterprise service management: Developing agentic AI workflows
FAST COMPANY EXECUTIVE BOARD Here are three considerations to help in making sure that AI investments today continue to yield long-term value. [Adobe Stock / ภาคภูมิ ปัจจังคะตา] The Fast Company Executive Board is a private, fee-based network of influential leaders, experts, executives, and entrepreneurs who share their insights with our audience. BY Listen to this Article More info 0:00 / 4:38 In the neverending quest for B2B organizations to become more efficient, to do more with less, and to realize the absolute most ROI, agentic AI is the next frontier. Published in Harvard Business Review, economist Mark Purdy provides perhaps one of the most accessible definitions of agentic AI to date: 'Think: AI-powered agents that can plan your next trip overseas and make all the travel arrangements; humanlike bots that act as virtual caregivers for the elderly; or AI-powered supply-chain specialists that can optimize inventories on the fly in response to fluctuations in real-time demand. These are just some of the possibilities opened up by the coming era of agentic AI.' Purdy's AI-driven future may seem far off, but the fact is agentic AI is already here, and with great implications for the enterprise. Agentic AI is powered by large language models (LLMs) that can automate and make low-level decisions. For B2B organizations, there are immediate benefits to be had from implementing this technology to power workflows within enterprise service management (ESM) across the business, from IT to HR to customer service and beyond. HOW DOES AGENTIC AI WORK? Put simply, traditional static workflows are being replaced by agentic AI, which creates dynamically flowing workflows by iterating and adjusting at each step of the process towards a defined outcome. As workflows within an organization's ESM transform from manual to agentic, the tech roadmap follows the general process of building the agents, creating agent-to-agent integration either directly or through the use of model context protocol (MCP), and the agentic AI platform itself. AGENTIC AI IN ACTION Once in place, there are several tangible outputs that can be achieved as a result of advancing workflow management within an organization. At a high level, there's an immediate decrease in the quantity of repetitive, low-level manual tasks for members of the IT, HR, finance, and customer service teams, coupled with an immediate increase in the speed at which B2B organizations can deliver responses and solutions to customers, vendors, and employees. In practice, agents can map customer inquiries to the correct departments and deliver customized responses to customer service agents based on individual queries from specific customers. Internally, agents are able to streamline HR requests like PTO approvals or manage regularly occurring tasks within supply chain management. Equally as valuable: Agents know what they don't know and can implement intelligent routing to flag urgent or high-level problems to the appropriate (human) individual in the company. TAKING A 'FUTUREPROOF' APPROACH We are still at the beginning of this next phase of AI digital transformation, and the decisions made now will impact a company for many years to come. It's critical for B2B organizations to consider both the short-term need and the long-term vision during this process. Band-aid fixes today can become a very costly endeavor over the next decade. Here are three considerations to help in making sure that AI investments today continue to yield long-term value: Think Beyond Simple Automation: Streamlining workflows and automating low-level tasks is very quickly becoming table stakes for any organization. These capabilities are must-haves, but only scratch the surface of agentic AI's true power. Focus On Predictive And Prescriptive Capabilities: AI's ability to anticipate and address customer, partner, vendor and employee inquiries will unlock new levels of efficiency, freeing up people to focus on higher value tasks that move the business forward. The Ability To Scale Is Key: Real-time monitoring across organizational workflows can help B2B leaders implement AI solutions that can scale with the business. To prioritize AI rollout within the organization, create real-time dashboards to monitor processes and identify inefficiencies within all workflows and work from there. AI transformation is moving more rapidly throughout B2B organizations than perhaps any previous disruptive technologies. Companies that watch from the sidelines will quickly get left behind. However, it's important to balance the need to act now with long-term vision. Beginning with workflow management is a safe and effective way to begin to integrate agentic AI into organizational DNA. The early-rate deadline for Fast Company's Most Innovative Companies Awards is Friday, September 5, at 11:59 p.m. PT. Apply today.
Fast Company
13 hours ago
- Fast Company
20 ways to get the most out of annual business conferences
Annual business conferences can easily become routine—another event on the calendar, another round of sessions and handshakes. But with the right approach, these gatherings can deliver far more than surface-level inspiration. Whether you're attending to learn, leading a session, or using the event to align and energize your team, the real value lies in how you prepare, participate, and follow through. Below, 20 members of Fast Company Executive Board share their expert tips for getting the most out of your annual conference, year after year. 1. SET A UNIQUE GOAL FOR EACH YEAR. Don't just attend but participate. Each year, I set a unique goal: explore an emerging trend, meet peers in a different discipline, or bring a junior team member for a fresh perspective. Conferences can become routine unless you break your own patterns. Approach them with curiosity, not obligation, and the value multiplies. – Goran Paun, ArtVersion Subscribe to the Daily newsletter. Fast Company's trending stories delivered to you every day Privacy Policy | Fast Company Newsletters 2. PRIORITIZE ACTIVE ENGAGEMENT OVER PASSIVE LISTENING. Make conferences about experiencing, not just listening. Prioritize interactive sessions, hands-on demos, and panels that invite conversation, reflection, and collaboration. When your team engages fully, they leave with insight that sticks, ideas that move, and energy to keep momentum going. Each year should feel less like a repeat and more like a step forward. That's how events drive impact. – Matthew Tengwall, Verint Systems 3. USE CONFERENCE INSIGHTS TO CREATE YEAR-ROUND CONTENT. Transform conference insights into year-round content by capturing session takeaways, speaker quotes, and industry predictions for future company blog posts and content. Conferences are an opportunity to connect with customers and leverage success stories and testimonials. Create content around event themes, turning every learning moment into marketing assets that extend your investment. – Cynthia Price, Validity 4. ATTEND SESSIONS OUTSIDE YOUR COMFORT ZONE. Annual conferences aren't just calendar events—they're launchpads for transformation. Don't just attend sessions in your comfort zone—seek out the unexpected. Sit in on a workshop that has nothing to do with your responsibilities. That's where real innovation starts: When you collide with new ideas and industries, you unlock insights that disrupt your own thinking and spark breakthrough strategies. – Stan Gregor, Summit Financial 5. TRANSLATE INSIGHTS INTO ACTION. To get lasting value from conferences, approach them with a mindset of discovery. Choose sessions that push you out of your comfort zone, spark new thinking, and encourage team members to share key takeaways. Most importantly, translate what you learn into action that drives real impact within your organization. The right environment can be a catalyst for true transformation. – Darren Heffernan, Trintech 6. CONSIDER USING A PROFESSIONAL FIRM TO HELP YOU DESIGN THE EXPERIENCE. Raise the standard for the ROI. See it as a critical moment to align the team, build their skills and commitment to what's next, and truly engage them. Use a professional firm to support you in designing an experience that integrates meaningful business conversations with rich development experiences. – Shani Harmon, Stop Meeting Like This 7. HAVE A PURPOSEFUL INTENTION, BUT REMAIN OPEN TO UNEXPECTED CONNECTIONS. Set a purposeful intention before creating or attending a conference—define clear goals for learning or team development. It's important to be present and engage deeply with the most valuable content while remaining open to unexpected personal connections. These relationships can spark new ideas and friendships, and make each event a truly enriching experience. – Jeff Sprau, Legence 8. INVEST IN BUILDING GENUINE RELATIONSHIPS. The key to getting value from annual conferences is treating them like investments—focus on building genuine relationships that develop over multiple years. We invest in global team gatherings because relationships drive business results. Conferences, too, become valuable when you're intentional about nurturing professional connections rather than trying to meet everyone in the room. – Dan Amzallag, Ivalua 9. NETWORK BETWEEN SESSIONS. In business, networking is a critical opportunity to build your circle of people who challenge your thinking, share what's working and show up to support you. The real value of industry events comes from the people you meet in between formal sessions. Relationships built over coffee breaks often outlast the slides. – Mark Valentino, Citizens 10. CONNECT THE CONFERENCE TO YOUR BUSINESS STRATEGY. Brand it in a way that connects them meaningfully to your business strategy so that the value is immediately apparent for all those in attendance. Don't go with the first idea that comes to your head—put your best creative minds on it and conceptualize something genuinely different, exciting and inspirational. – Richard Swain, DesignStudio advertisement 11. TRY NEW APPROACHES YEAR OVER YEAR. Try something new each year. If you usually just run a booth, create something interactive that people can try on their own. If you've never spoken, get on a panel. Invite partner businesses to show up and back each other. Break the routine and make it easier for people to engage without forcing a pitch. – Travis Schreiber, 12. CARVE OUT TIME FOR FOLLOW-UP AFTER THE EVENT. It's all in the prep and follow-up afterward. So many people go to events and then go right back to their daily grind at work when they return. Carve out time the week you return to create a plan to actually follow up with the people you met. Week 1, who do you reach out to? Why? Who are the priority connections you made? Week one, who's next? – Andrea Lechner-Becker, GNW Consulting 13. INTENTIONALLY CONNECT WITH STRANGERS TO EXCHANGE NEW IDEAS. The key to maximizing business conferences is connecting with strangers. Too often, teams will sit and talk together instead of networking. This limits the potential of rich exchange of ideas while also creating a barrier for others to approach you. Team dinners are fine for internal connection, but I find that availing myself of new ideas from new contacts to be an invigorating challenge. – John William Patton, ProVention Health Foundation 14. LEVERAGE AI TO ACT ON IDEAS. Conferences usually spark great ideas, but too often, they stay ideas. With AI, we can act on them instantly. Consider running innovation power sessions and workshops to actually co-create with employees, customers, or peers across industries—and turn that inspiration into real impact while it's still fresh. – Alex Goryachev 15. ENCOURAGE YOUR TEAM TO SHARE THEIR INSIGHTS AND COMMITMENTS. Start a hashtag challenge on X or Instagram, encouraging the team to share the most interesting and unusual talks and experiences. Organize off-site visits to local businesses, startups, or landmarks related to the conference theme. Before leaving, commit to a few action steps you'll take based on what you learned. Share these commitments with others to foster accountability and ongoing engagement. – Shawn Galloway, ProAct Safety, Inc. 16. TREAT THE CONFERENCE AS A CREATIVE PLAYGROUND. Reimagine conferences as creative playgrounds. Ditch the standard routine, connect with bold thinkers across industries, and scout immersive tech, offbeat sessions, and local culture. Curate collisions or happenings with innovators to spark serendipity and unlock new collaborations. Lead with curiosity, and every event becomes a launchpad for the future. – Val Vacante, dentsu 17. HAVE A PERSONAL CONFERENCE SCAVENGER HUNT. Treat each conference like a scavenger hunt: set two to three learning goals, mix keynotes with deep-dive workshops, schedule 'networking sprints,' and debrief daily with your team to share insights and action plans. It keeps it fresh year after year. – Stephanie Harris, PartnerCentric 18. ENSURE YOUR LEARNINGS OFFER REAL-WORLD APPLICATIONS. Start with a unifying theme that creates both inspiration and a clear vision for the year ahead. Focus on real-world applications—client case studies, product demos, and hands-on workshops that teams can immediately implement. The best conferences blend strategic vision with practical tools, ensuring everyone leaves aligned on priorities and equipped with actionable knowledge to drive results. – Jaime Bettencourt, Mood Media 19. EMBRACE THE BENEFITS OF IN-PERSON COLLABORATION. Getting the most out of in-person conferences comes down to embracing the opportunity for in-person collaboration. These meet-ups offer a powerful reminder of the passion and perspective each team member brings to the table. For teams distributed across cities, these events are the one place to celebrate wins together, confront challenges, and devise action plans that propel the company forward. – Dominick Passanante, Panasonic Connect 20. BEFORE ATTENDING, CONSIDER THE GENUINE ROI. Question why you're really attending. Challenge assumptions of value. Define the desired ROI against all the costs, resources, and time spent attending. If there are specific, measurable, attainable, relevant, time-focused success outcomes for going, go. If not, don't. Cross-check your thinking with others less emotionally involved in attending. – Jay Steven Levin, WinThinkinghinking
