Blaksolvent News X Vio Med Spa Corporate Case Study 2026

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VIO Med Spa — Physician-Guided Aesthetics, Membership Economics & the Franchise Playbook That Built the #1-Ranked Med Spa Brand in America

July 2026  |  Nashville, Tennessee  |

ABOUT THIS REPORT

An expert corporate analysis of VIO Med Spa, operated by VIO Franchise Group, LLC — the physician-guided medical spa franchise that has become the #1-ranked med spa brand in the country three years running. This case study examines how a single Cleveland-area location founded by brothers Joe and Nick Stanoszek grew into a 65-unit, 20-state national franchise system, secured a majority growth investment from private equity firm Freeman Spogli, and is now positioned to consolidate share in a fragmented $17 billion U.S. med spa industry against well-capitalized competitors including Ideal Image, LaserAway, Milan Laser, and SkinSpirit.

Table of Contents

01. Introduction

02. Company Overview

03. Product / Service / Brand Analysis

04. Strengths and Weaknesses

05. Buyer Persona Development

06. Customer Pain Points and Needs

07. Touchpoint Identification

08. Addressing Pain Points with Solutions

09. Usage Scenarios

10. Monetization Strategies

11. Implementation Plan

12. Measuring Success

13. Competitive Benchmarking

14. Future Opportunities

15. Conclusion

16. References

EXECUTIVE SUMMARY

As of mid-2026, VIO Med Spa stands as the fastest-scaling multi-unit brand in the U.S. medical aesthetics industry. Founded in 2017 by brothers Joe and Nick Stanoszek out of a single Strongsville, Ohio location, the company began franchising in late 2018 and has since expanded to 65 total units — 62 franchised and 3 corporate-owned — across more than 20 states, with over 200 territories open, sold, or in active development.

VIO’s core value proposition rests on a physician-guided clinical model layered onto a scalable, membership-driven franchise system. The brand delivers injectables (neurotoxins and dermal fillers), laser hair removal and skin resurfacing, body contouring, advanced facials, and medical-grade skincare — all under licensed medical oversight — while recurring membership revenue smooths the seasonality and one-time-purchase volatility that characterizes much of the discretionary aesthetics category.

The growth trajectory has been rapid and well-documented in the franchise press: from a single unit in 2017 to roughly 28 locations by 2024, and 64–65 locations entering 2026, VIO has been ranked the #1 Med Spa Franchise in Entrepreneur magazine’s Franchise 500® for three consecutive years, landing at #147 overall among all franchise concepts nationwide in the 2026 ranking. Systemwide membership has surpassed 22,000 guests.

In September 2024, private equity firm Freeman Spogli took a majority growth position in the company, a transaction that industry trackers place alongside comparable sponsor-backed med spa consolidators such as Ideal Image (L Catterton/TPG Growth), LaserAway (Ares Management/Seidler Equity Partners), Milan Laser (Leonard Green/Sixth Street), and SkinSpirit (KKR/GreyLion). Franchisees open more than two years reported average gross sales of $2,049,144 in 2023, and the 2026 Franchise Disclosure Document lists a total initial investment range of $794,261 to $1.2 million against a $50,000 franchise fee and 6% royalty plus 1.5% national advertising contribution.

Introduction

SECTION 1

This case study examines VIO Med Spa as a category-consolidating entrant in the U.S. medical aesthetics industry — a market that generated more than $17 billion in 2024 revenue across an estimated 10,488 locations nationwide, according to the American Med Spa Association’s 2024 State of the Industry report, and which sits inside a broader global medical aesthetics category valued in the tens of billions of dollars and projected to grow at a compound annual rate exceeding 10% over the next decade.

The med spa industry has historically been highly fragmented, dominated by independent single- and dual-location operators with inconsistent clinical protocols, variable safety standards, and limited brand recognition beyond their immediate geography. A wave of private-equity-backed multi-unit consolidators — LaserAway, Ideal Image, Milan Laser Hair Removal, SkinSpirit, and Skin Laundry among them — has emerged over the past decade to professionalize the category through standardized training, volume purchasing, and national marketing.

VIO Med Spa’s entry into this landscape is distinctive because it pursued a franchise model rather than a corporate-owned rollup, allowing the brand to scale unit count using franchisee capital while retaining centralized control over clinical protocols, vendor relationships, and brand standards. That structure — physician-guided care delivered through an entrepreneur-operated real estate and staffing model — has enabled VIO to compound unit growth faster than most corporate-owned peers while still qualifying for the safety-and-consistency positioning that increasingly matters to both consumers and regulators.

This study analyzes VIO’s service portfolio, franchise economics, competitive dynamics, ownership structure, and strategic outlook for a brand that has been formally recognized as the best-performing med spa franchise in the country for three consecutive years.

Company Overview

SECTION 2

VIO Med Spa is operated under the corporate name VIO Franchise Group, LLC, an Ohio limited liability company established on January 30, 2018, with a principal business address of 13461 Pearl Road, Strongsville, Ohio 44136. The franchisor’s parent company is VIO Holdings, LLC, also an Ohio LLC. The brand’s operating headquarters has since relocated to Nashville, Tennessee, where corporate leadership and field operations are based.

VIO in the company’s name stands for “Value in Ourselves,” a credo the brand ties to its guest-facing tagline, “Look Great and Feel Amazing®.”

Founders & Leadership

• Joe Stanoszek — Co-Founder. Opened the original Strongsville, Ohio location in 2017 and led the brand through its 2018–2019 transition into franchising.
• Nick Stanoszek — Co-Founder, brother of Joe Stanoszek.
• Ryan Rose — Chief Executive Officer.
• Ryan Rao — Chief Development Officer, leading franchise sales and territory development.
• Kyle (Franchise Development contact) — Represents the brand in franchisee recruiting alongside the development team.

Ownership & Capital

Freeman Spogli, a private equity firm with a long track record scaling consumer and franchise brands, took a majority growth position in VIO Med Spa in September 2024 (deal terms undisclosed). Industry M&A trackers place VIO alongside a cohort of sponsor-backed med spa consolidators — Ideal Image (L Catterton, with a 2015 acquisition of parent Steiner Leisure valued at roughly $925 million including debt, and a TPG Growth minority stake added in 2021), LaserAway (Ares Management and Seidler Equity Partners since 2021), Milan Laser Hair Removal (Leonard Green and Partners since 2019, with Sixth Street and Wildcat Capital adding growth capital in 2023), and SkinSpirit (KKR’s Health Care Strategic Growth Fund II since October 2022, alongside prior sponsor GreyLion).

Footprint

• Founded: 2017, Strongsville, Ohio (Cleveland metro)
• Franchising launched: Late 2018 / 2019
• Units: 65 total systemwide; 62 franchised, 3 corporate-owned (2026 FDD)
• Footprint: 20+ states; 200+ territories open, sold, or in active development
• Membership base: 22,000+ active members nationwide
• Recognition: #1 Med Spa Franchise, Entrepreneur Franchise 500®, three consecutive years (2024–2026); #147 overall among all franchise concepts in the 2026 ranking

Product / Service / Brand Analysis

SECTION 3

VIO Med Spa’s commercial model is organized around a single physician-guided service platform delivered consistently across every franchised location:

Core Service Lines

• Injectables — Neurotoxins (e.g., Botox-category treatments) and dermal fillers administered under licensed medical oversight, VIO’s highest-frequency recurring service and the primary driver of membership renewal.
• Laser treatments — Laser hair removal and energy-based skin resurfacing and rejuvenation devices.
• Advanced facials & skin rejuvenation — Medical-grade facials and resurfacing protocols positioned between spa-grade and clinical-grade care.
• Body contouring — Non-invasive body sculpting and contouring treatments.
• Wellness services — IV therapy and related wellness add-ons.
• Medical-grade skincare — Retail and take-home skincare product lines sold in-clinic.

Key Differentiators

• Physician-guided clinical model: Every service is delivered under licensed medical oversight, a positioning point the brand leans on heavily against lower-cost, less-regulated independent operators.
• Membership-based recurring revenue: Unique guest memberships are structured to fit the specific needs of each guest and convert one-time treatments into recurring, budgeted revenue for franchisees.
• Franchise-enabled national scale on a local footprint: Injector recruiting and training, volume purchasing, and vendor relationships are centralized at the corporate level and passed down to individual owner-operators.
• Brand consistency across owner-operators: Comprehensive training and standardized protocols aim to narrow the quality variance that has historically plagued independent med spas.

VIO’s own market commentary points to industry tailwinds behind this positioning: med spa category growth of roughly 14.89% in 2024, alongside AmSpa’s finding that the broader U.S. med spa segment topped $17 billion in 2024 revenue across more than 10,000 locations — a fragmented base that favors a standardized, safety-forward challenger brand.

Strengths and Weaknesses

SECTION 4

Strengths

• Category-leading brand recognition: Three consecutive years as Entrepreneur’s #1-ranked med spa franchise, plus a top-150 overall ranking among all U.S. franchise concepts, gives VIO outsized credibility versus independent competitors during franchisee recruiting and consumer acquisition.
• Institutional capital backing: The Freeman Spogli majority investment (September 2024) brings robust operational infrastructure, expanded senior leadership, data-driven insights, and long-term capital to fund continued unit growth.
• Recurring membership economics: A membership-based model drives predictable, recurring revenue and supports client retention — a structural advantage over transaction-only med spa competitors.
• Rapid, capital-efficient unit growth: From one location in 2017 to 65 units by 2026, largely funded by franchisee capital rather than corporate balance-sheet expansion.
• Physician-guided safety positioning: Licensed medical oversight across all services differentiates VIO from unregulated or loosely supervised independent med spas, an increasingly important factor as state regulators scrutinize the category.
• Strong average unit economics: Franchisees open more than two years averaged $2,049,144 in gross sales in 2023, and a PeerSense franchise performance index score of 88/100 for the brand’s 2026 FDD reflects comparatively healthy system health.

Weaknesses

• Franchise quality variance: Because VIO is newer to national scale than incumbents like Ideal Image or LaserAway, individual location quality can vary more — a commonly cited growing pain of rapid franchise-model expansion.
• High capital barrier to entry for franchisees: A total investment range of $794,261 to $1.2 million, on top of a $50,000 franchise fee, is a meaningfully high bar that can slow unit growth in markets where qualified multi-unit operators are scarce.
• Discretionary spending exposure: Aesthetic treatments are largely elective and price-sensitive to macroeconomic conditions, exposing membership retention and average selling prices to consumer discretionary spending cycles.
• Competitive intensity from well-capitalized peers: LaserAway (200+ clinics), Ideal Image, Milan Laser, and SkinSpirit are all backed by major private equity sponsors and are actively consolidating the same fragmented category.
• Category headwinds in energy-based devices: Industry-wide, spending on energy-based devices (lasers, body contouring) dipped roughly 5% to $3.6 billion in 2024 even as neurotoxin and filler spending rose about 7% to $3.3 billion — a mix shift VIO’s multi-service model must continue to navigate.
• Limited public financial disclosure: As a privately held, PE-backed franchisor, VIO discloses less granular systemwide financial data than publicly traded peers, limiting outside visibility into consolidated performance.

Buyer Persona Development

SECTION 5

Consumer (Guest) Personas

• The Maintenance Member — Existing injectables client seeking predictable, budgeted recurring treatments through a membership plan rather than one-off purchases.
• The First-Time Aesthetics Client — Typically a Millennial or Gen Z consumer newly comfortable with non-invasive treatments, drawn in by social media and normalized attitudes toward aesthetic enhancement.
• The Non-Invasive Seeker — A consumer actively avoiding traditional plastic surgery in favor of lower-downtime, lower-risk laser, injectable, or body contouring alternatives.
• The Wellness-Integrated Client — A guest folding aesthetic treatments into a broader self-care and wellness routine alongside IV therapy and skincare.

Franchisee (Investor) Personas

• The Multi-Unit / Multi-Brand Operator — Experienced franchise investors — often from hospitality, fitness, or QSR backgrounds — seeking to add a high-growth healthcare-adjacent brand to an existing portfolio (e.g., the six-location Chicagoland agreement signed by veteran multi-unit operators in 2026).
• The Clinician-Investor Couple: Physicians or healthcare professionals partnering with a spouse or co-investor who brings business and sales experience — a recurring franchisee archetype in VIO’s 2026 territory announcements.
• The Healthcare-Operations Professional: Individuals with clinical operations backgrounds seeking to combine healthcare expertise with franchise ownership economics.
• The First-Time Business Owner: Candidates with no prior industry experience who are drawn to VIO’s requirement of “no industry experience required,” relying instead on corporate training, injector recruiting support, and turnkey operating systems.

Customer Pain Points and Needs

SECTION 6

Guest Pain Points

• Inconsistent quality across independent providers: A traditional facial or injectable treatment varies widely depending on the individual esthetician’s or injector’s skill, creating unpredictable outcomes.
• Safety and credential uncertainty: Guests increasingly want assurance that injectables are being administered under real medical oversight rather than by an unsupervised or under-credentialed provider.
• Unbudgeted, one-off treatment costs: Without a membership structure, recurring treatments like neurotoxins (which wear off over months) become unpredictable, high-friction purchases.
• Aggressive sales tactics and deep-discount red flags: Consumers are wary of high-pressure consultations, vague product sourcing claims, and heavily discounted injectable deals that signal corner-cutting on product quality.

Franchisee Pain Points

• Injector recruiting and retention: Licensed injectors are a scarce, competitively recruited labor pool; independent operators often lack the training pipeline and vendor relationships to staff reliably.
• Volume purchasing and vendor access: Individual operators cannot match the purchasing scale of national brands on devices, injectable products, and marketing technology.
• Regulatory and compliance complexity: Medical spa regulation varies by state and is evolving quickly, creating compliance risk for operators without dedicated corporate support.
• High initial capital requirements: Build-out, equipment, and working capital needs (near $800K–$1.2M) require operators to secure SBA or conventional financing, adding execution risk to the franchise ramp.

Touchpoint Identification

SECTION 7

• Franchise development team: Led by Chief Development Officer Ryan Rao, engaging prospective multi-unit and first-time franchise owners directly.
• Franchise Advisory Council: A standing structure for transparent, ongoing communication between franchisees and corporate leadership — cited by VIO as a core competitive advantage.
• Trade and franchise media: Coverage in Entrepreneur’s Franchise 500®, 1851 Franchise, PatientNow’s True to Form podcast, and franchise-analytics platforms such as PeerSense and Franchimp shapes prospective-franchisee due diligence.
• SBA and conventional lending partners: Named top SBA 7(a) lenders for VIO franchisees include The Huntington National Bank, The Middlefield Banking Company, and First National Bank of Pennsylvania.
• In-clinic membership sales: Front-line consultations at each of the 65 locations, where membership plans are presented as the primary vehicle for guest retention.
• Digital and social marketing: National brand marketing support paid for in part through the 1.5% advertising fund contribution from every franchised location.
• Territory and real estate development: A published territories map and structured area-representative program guide market selection and franchisee onboarding.

Addressing Pain Points with Solutions

SECTION 8

Usage Scenarios

SECTION 9

Scenario 1: New Guest Membership Enrollment

A 29-year-old first-time aesthetics client visits a VIO Med Spa location after seeing a social media ad. During a consultation with a licensed provider, she reviews a customized membership plan that bundles a quarterly neurotoxin treatment with a discounted add-on facial. She enrolls in a recurring membership rather than booking a single treatment, converting a one-time visit into predictable recurring revenue for the franchise location.

Scenario 2: Multi-Unit Franchise Development

A pair of experienced multi-brand operators with backgrounds in hospitality and real estate sign a six-location development agreement to bring VIO Med Spa to a major metro market. VIO’s development team supports site selection, build-out standards, injector recruiting, and staff training as the operators phase in openings beginning with a flagship location.

Scenario 3: Clinician-Led Single-Unit Ownership

A practicing physician and his spouse, who brings two decades of healthcare and clinical operations experience, sign their first VIO Med Spa franchise agreement. The physician’s medical license and the spouse’s operational background combine to satisfy VIO’s medical-oversight requirements while day-to-day management is handled by the operating partner.

Scenario 4: Regional Density Build-Out

Having already established a location in a metro market, a franchise partner identifies an underserved suburb roughly 20 minutes away. Working with VIO’s territories map and development team, the operator secures the adjacent territory to build regional density, sharing marketing spend and injector staffing pools across both units.

Scenario 5: Guest Retention Through Wellness Cross-Sell

An existing injectables member adds IV therapy and a medical-grade skincare regimen to her membership after a consultation with her provider, increasing her average spend per visit and deepening her retention inside the VIO membership ecosystem.

Monetization Strategies

SECTION 10

Franchisor Revenue (VIO Franchise Group, LLC)

• Initial franchise fees: A $50,000 upfront fee per unit, paid by new franchisees to secure territory rights, training, and brand access.
• Ongoing royalties: 6% of gross sales collected systemwide from all 62 franchised locations.
• National advertising fund contribution: An additional 1.5% of gross sales funds systemwide marketing and brand development.
• Area Representative fees: A separate disclosure track allows qualified Area Representatives to earn fees for sourcing, qualifying, and supporting franchisees within a defined territory.

Franchisee (Unit-Level) Revenue

• Membership-plan recurring revenue: The core unit-level monetization vehicle, converting injectables, facials, and wellness services into predictable recurring guest spend.
• Transactional treatment revenue: Non-membership, one-off treatments including laser services and body contouring.
• Retail skincare sales: In-clinic sales of medical-grade skincare product lines.

Unit Economics

Franchisees open more than two years reported average gross sales of $2,049,144 in 2023. The 2026 Franchise Disclosure Document lists a total initial investment range of $794,261 to $1.2 million, inclusive of the franchise fee, build-out, equipment, and initial working capital. The standard franchise agreement term is 10 years, with 10-year renewal options.

Implementation Plan

SECTION 11

Vector 1: Regional Density Build-Out

• Fill gaps in existing markets to build meaningful regional density rather than spreading thin across disconnected territories, per Chief Development Officer Ryan Rao’s stated 2026 strategy.
• Continue disciplined entry into new markets, prioritizing California, Florida, the Midwest, and the Northeast, where 2026 franchise agreements have concentrated.

Vector 2: Franchisee Recruiting & Development

• Continue targeting multi-unit and multi-brand operators from hospitality, fitness, QSR, and healthcare-adjacent backgrounds.
• Expand clinician-investor partnerships pairing a licensed physician with an operationally focused co-owner.
• Convert the 200+ territories currently open, sold, or in development into opened, revenue-generating units.

Vector 3: Clinical & Service Portfolio Expansion

• Continue investing in the mix shift toward neurotoxins and fillers, the higher-growth segment of industry spend, while maintaining differentiated laser and body-contouring offerings.
• Expand wellness and IV therapy cross-sell to increase average membership value per guest.

Vector 4: Operational Infrastructure

• Deploy the expanded senior leadership, field operations, and data-driven insights brought by the Freeman Spogli partnership across the full franchise network.
• Strengthen vendor partnerships and systemwide performance reporting to support the growing 22,000+ member base.

Vector 5: Brand & Category Leadership

• Defend and extend the #1 Entrepreneur Franchise 500® med spa ranking as a recruiting and consumer-trust asset.
• Continue positioning physician-guided care as VIO’s primary differentiator against less-regulated independent competitors amid tightening state-level med spa oversight.

Measuring Success

SECTION 12

System Growth Metrics

Franchise Economics Metrics

Competitive Benchmarking

SECTION 13

VIO Med Spa’s principal competitive advantage is structural: it is the only major national med spa brand scaling primarily through a franchise model rather than corporate-owned rollups, allowing unit growth to be funded largely by franchisee capital rather than sponsor equity. That model, paired with three consecutive years atop Entrepreneur’s med spa category ranking, gives VIO an outsized brand-trust advantage relative to its unit count when recruiting both new franchisees and new guests in markets where incumbents have not yet built density.

Future Opportunities

SECTION 14

• Regional density completion: Converting the current pipeline of 200+ open, sold, or in-development territories into opened units represents the single largest near-term growth lever.
• Neurotoxin and filler mix expansion: Industry-wide spending on neurotoxins and fillers rose roughly 7% in 2024 to $3.3 billion while energy-based device spend declined about 5% to $3.6 billion — a tailwind for VIO’s injectables-led membership model.
• M&A and consolidation optionality: With Freeman Spogli’s backing, VIO is positioned among the recognized tuck-in acquirers in a med spa M&A market where LMM platform multiples run 5.5x–8.5x adjusted EBITDA and membership-model regional platforms clear 10.0x–13.0x.
• Deepening the Franchise Advisory Council model: Continued investment in franchisee-corporate alignment could reduce the location-quality variance the brand has acknowledged as a growing pain of rapid franchise expansion.
• Financing infrastructure expansion: Broadening the roster of SBA-approved lenders beyond the current top three could accelerate franchisee capital formation given the $794K–$1.2M investment threshold.
• E2 visa investor channel: VIO’s positioning as an E2-visa-eligible investment (down payments starting at $100K) opens a distinct international-investor pipeline for U.S. territory development.
• Wellness and IV therapy cross-sell: Expanding wellness services alongside core aesthetics offers a path to higher average membership value without requiring additional licensed-injector capacity.

Conclusion

SECTION 15

VIO Med Spa’s story is a case study in franchise-model consolidation inside a historically fragmented, under-professionalized industry. Rather than competing purely on corporate balance-sheet expansion the way Ideal Image, LaserAway, Milan Laser, and SkinSpirit have, VIO built a physician-guided clinical standard and layered a membership-driven economic model on top of a franchise system funded largely by entrepreneur-operators — reaching 65 units across 20-plus states less than a decade after opening its first location.

The brand’s three consecutive years as Entrepreneur’s #1-ranked med spa franchise, its 22,000-plus active membership base, and the September 2024 Freeman Spogli growth investment together signal a system with real institutional validation. The risks are the risks of any young, capital-intensive franchise system in a discretionary-spending category: location-quality variance during rapid scale, high per-unit capital requirements, competitive intensity from larger sponsor-backed rivals, and exposure to shifting consumer demand across service lines.

For franchise investors, strategic acquirers, and industry observers, VIO Med Spa represents one of the clearer examples of a fragmented, regionally variable service category being systematically standardized and scaled through franchising — with substantial territory still available to convert from pipeline into operating units.

References

SECTION 16

VIO Med Spa Franchise — Official Franchise Site. https://viomedspafranchise.com/

VIO Med Spa — About Us. https://viomedspafranchise.com/about-us/

PR Newswire — “VIO Med Spa Adds 10 New Franchise Owners Across Key U.S. Markets” (May 18, 2026). https://viomedspa.com/news/vio-med-spa-adds-10-new-franchise-owners-across-key-u-s-markets/

Freeman Spogli — “VIO Med Spa Named #1 Med Spa Franchise for Third Consecutive Year in Entrepreneur Magazine’s Franchise 500®”. https://www.freemanspogli.com/news/vio-med-spa-named-1-med-spa-franchise-for-third-consecutive-year-in-entrepreneur-magazines-franchise-500/

American Med Spa Association — “Entrepreneur Magazine Recognizes VIO Med Spa as Top Med Spa Franchise for Third Consecutive Year”. https://americanmedspa.org/news/entrepreneur-magazine-recognizes-vio-med-spa-as-top-med-spa-franchise-for-third-consecutive-year

Franchimp — VIO Med Spa Franchise Disclosure Summary. https://www.franchimp.com/franchise/vio-med-123771

PeerSense — “Vio Med Spa Franchise Cost: $50K Fee, $794K–$1.2M Total — FDD & Funding 2026”. https://peersense.com/franchise/vio-med-spa

1851 Franchise — “VIO Med Spa Franchise | Costs, Fees & ROI Data for 2025”. https://1851franchise.com/franchise-deep-dive-vio-med-spa-franchise-costs-fees-profit-and-data-2723625

PatientNow — “S6 EP14 | The Rise of the VIO Med Spa Franchise”, True to Form Podcast. https://www.patientnow.com/resources/podcast/s6-ep14-the-rise-of-the-vio-med-spa-franchise/

FranchiseSidekick — VIO Med Spa Brand Profile (major competitors listing). https://www.franchisesidekick.com/brands/vio-med-spa

CT Acquisitions — “Med Spa and Medical Aesthetic M&A Multiples Report 2026”. https://ctacquisitions.com/guides/med-spa-ma-multiples-2026/

Beauty Independent — “Laserie Shuts Down As Operator Focuses On Fast-Growing Face Foundrié” (industry spend data on energy-based devices and neurotoxins). https://www.beautyindependent.com/laserie-shuts-down-operator-focuses-face-foundrie/

Locations Near Me Now — “Best Med Spas Near Me: Find an Aesthetic Medical Spa (+ Price List)” (competitive positioning commentary). https://locationsnearmenow.net/best-med-spas-near-me-with-prices/

PREPARED BY

Blaksolvent Dept Operations — Corporate Intelligence Division

Blakolvent Consulting Group

www.blacksolvent.com