J. Abraham works with business owners to find operational problems that limit growth, such as leads going unhandled, routine work staying with senior staff, and team commitments lacking a clear owner. Their posts focus on improving execution and delegating work to the right people before adding new strategies or hires.
J. Abraham is most useful for diagnosing operational gaps in small business execution and delegation before new hires or strategies.
Best for
A content or advisory campaign on operational efficiency and delegation for small business clients.
Not for
Campaigns needing demonstrated reach, video demos, or enterprise software audiences.
Key takeaways
A request to hire is usually a symptom, not the diagnosis.
Senior time spent on admin work carries a hidden cost.
Finish the strategy you already started before adding another one.
Check first: Confirm sponsorship policy, rate card, media kit, and audience survey results.
Main ideas
A request to hire is usually a symptom, not the diagnosis · The fastest growth is often putting someone in charge of what already exists · Senior time spent on admin work carries a hidden cost
Abraham writes about operational problems that can limit a business’s growth: leads left waiting, routine work that keeps returning to senior staff, and team commitments without a clear owner.
Before adding a strategy, tool, or hire, the posts suggest examining what is already going undone and why.
Readers interested in execution, delegation, and preparing a business for growth will find concrete prompts grounded in familiar situations.
J.
Abraham turns broad business concerns into diagnostic questions.
A request to hire an appointment setter becomes a question about why leads in the CRM are not being followed up; a delegation discussion becomes a review of yesterday’s calendar and the work that keeps coming back to one person.
The posts connect small operational weaknesses to larger consequences: unresolved problems can become more damaging as a business gets busier, and a new growth strategy may add little if the existing one is not being executed.
This work helps readers identify ownership and execution gaps before deciding whether they need a new hire, process, or strategy.
Abraham writes about the operational problems behind a business owner's request for more help or more growth.
The recurring argument: the visible ask—hire an assistant, add a campaign, buy a new CRM—is usually not the real problem; the real problem is work nobody owns.
Across the posts, they ask owners to look at what repeatedly comes back to them, price their own time honestly, and finish or fix what's already in place before adding something new.
A request to hire is usually a symptom, not the diagnosis
J.
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Abraham notes that business owners rarely describe their situation as an organizational design problem.
They use everyday language: "I need an EA," "I need somebody following up with these leads," "I can't keep doing this."
Taking those words at face value, the argument goes, leads to a narrow hire when the underlying issue is a process nobody owns.
In the follow-up example, the practical fix might be hiring an appointment setter, but the real question is why nobody followed up with the leads in the first place.
They call this a growth problem hiding inside an operations problem.
An entrepreneur asked for help with lead follow-up.
J.
Abraham points out that hundreds or even thousands of dollars in opportunities were sitting in the CRM while the owner was selling, managing the team, handling clients and solving problems.
The fastest growth is often putting someone in charge of what already exists
Several posts return to one idea: revenue, capacity and opportunity are often already there, but unassigned.
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Leads wait in the CRM for a call.
Commitments made in a meeting have no owner.
Client follow-up depends on the owner happening to notice.
J.
Abraham's conclusion: the quickest way to grow is sometimes not to add something new, but to put someone in charge of what is already there.
One post closes with two questions: "What am I still doing because I'm the best person to do it?" and "What am I still doing simply because nobody else owns it?"—two very different things.
Senior time spent on admin work carries a hidden cost
J.
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Abraham argues that the most expensive person doing administrative work in a company may be the owner.
Scheduling meetings, updating the CRM, chasing invoices, following up with leads, preparing reports and coordinating vendors won't destroy a company—which is exactly what makes them dangerous.
They drain time in five-, fifteen- and thirty-minute blocks.
The point is opportunity cost: delegation isn't about being too important to do certain work, but about making sure the right person does the right work.
Someone worth $200 an hour spends half the day on $20-an-hour work.
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Abraham says this pattern appears among small business owners, companies doing millions and leadership teams alike.
Finish the strategy you already started before adding another one
J.
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Abraham challenges the impulse to pursue new growth activity by asking whether the previous strategy was fully executed.
New campaigns, software, offers, channels and partnerships feel productive to start, but the money is in finishing.
The practical version is blunt: a company may not need another CRM; it may need the team to use the one it bought.
It may not need another meeting; it may need someone to own what everyone agreed to in the last meeting.
One post opens with an uncomfortable question: "Did we fully execute the strategy we already had?" Execution is boring compared to strategy, it notes, but boring makes a lot of money.
Abraham argues that the problem hurting in the fourth quarter was probably already annoying people in September: a salesperson not following up consistently, a process everybody keeps complaining about, client work that always ends up back on the owner's plate, or a role that has needed filling since June.
None feels urgent enough to stop everything today, so it gets ignored until business picks up.
Growth rarely breaks something that was working beautifully; it puts pressure on something that was already weak.
The planning question they recommend: "What breaks if we actually hit the goal?"
December is described as lasting about 14 working days—the point at which a small operational problem that was tolerable in September becomes a big one.
A shift in how J. Abraham frames hiring and delegation
Two posts show J.
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Abraham's thinking evolving, rather than laying out a settled rule.
One opens: "I'm starting to think 'I need to hire someone' is usually the wrong first thought," recasting hiring as a second-order question behind ownership.
In another, they describe delegation as a distinction they wish they had understood much earlier as an entrepreneur, and admit to being "super guilty" of chasing new ideas instead of finishing existing ones.
The suggested replacement for "I need to hire someone" is "What keeps coming back to me that shouldn't?"—followed by a review of yesterday's calendar to see how much of it belongs to somebody else.
This offers a useful starting point for understanding J.
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Abraham’s focus on execution over novelty: what should a business check before pursuing another growth idea?
J.
Abraham argues that a new campaign, tool, offer, or channel can feel productive even as unfinished execution costs the business.
A team may need to follow up with every lead, use its existing CRM, or assign someone to carry out meeting decisions—not add another system or strategy.
For brands planning a campaign
A collaboration could help professional services firms audit a growth initiative, pinpoint where follow-through breaks down, and assign clear ownership before investing in another tool or campaign.
Abraham turns a familiar staffing request into a diagnosis of a business process. It offers newcomers a clear example of the operational problems they look for.
J.
Abraham starts with phrases business owners actually use—such as needing an executive assistant or someone to follow up with leads—and looks for the underlying issue.
An appointment setter might help, but the deeper question is why valuable leads sit untouched in the CRM while the owner handles sales, clients, and team problems.
The post reframes this as an ownership and growth problem, not just a hiring need.
For brands planning a campaign
For a small-business audience, a discussion or advisory exercise could trace a proposed hire back to the work falling through the cracks and clarify whether the need is for a person, a process, or both.
Look for routine work that repeatedly returns to the same person to recognize the delegation problem J.
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Abraham discusses.
J.
Abraham suggests reviewing recurring tasks—email, scheduling, lead follow-up, CRM updates, reports, and chasing information—and asks whether a senior person handles them because they are best suited to the work or because nobody else owns it.
This turns delegation from a general productivity idea into a review of actual work and responsibility.
For brands planning a campaign
A workshop or advisory session could use a calendar review to sort recurring tasks into work that needs a senior person’s judgment and work that could have a clear new owner.
For readers planning around growth, this shows how J.
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Abraham links present-day operational annoyances to future capacity risks.
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Abraham connects familiar problems—missed sales follow-up, a process people keep complaining about, client work returning to the owner, or a delayed hire—to the strain of a busy quarter.
The post asks, “What breaks if we actually hit the goal?”
It presents growth as a pressure test that exposes existing weaknesses, rather than as their original cause.
For brands planning a campaign
A seasonal planning collaboration could help business owners identify which existing process or role is most likely to fail under higher demand, then choose a preparation step before the busy period.
Abraham’s approach to delegation, with examples that assess the issue in terms of opportunity cost rather than status.
J.
Abraham lists administrative tasks business owners may still handle—scheduling, CRM updates, invoice chasing, lead follow-up, reporting, and vendor coordination—and asks what an hour spent on them costs when the owner’s higher-value work is selling, building relationships, allocating capital, or growing the company.
The post frames delegation as matching work to the right person, not treating any task as beneath someone.
For brands planning a campaign
A professional services firm could use the post to prompt an advisory discussion: map a leader’s routine tasks, identify the work that requires their expertise, and estimate the opportunity cost of the rest.
Treating a hire request as an operations diagnosis2
The opportunity cost of senior time spent on admin work2
Finishing the strategy already in place1
Q4 as pressure that exposes existing weakness1
Treating a hire request as an operations diagnosis
Business owners rarely open with the real problem.
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They ask for an executive assistant, someone to follow up with leads, or someone to take work off their plate.
J.
Abraham uses that language as a starting point, then asks why the work was never handled.
In one case, hundreds or thousands of dollars of opportunities were sitting in a CRM while the owner was selling, managing the team, handling clients, and solving problems.
The conclusion: a staffing request often conceals a growth problem.
Opens by quoting the request verbatim, asks what should be owned but currently is not, and closes with a direct question to the reader.
For brands planning a campaign
A professional services firm can build the collaboration around diagnostic-first content: an article or post that opens with the client's own words and traces the underlying operations gap, instead of leading with a service description or headcount pitch.
The opportunity cost of senior time spent on admin work
The recurring argument is that the most expensive administrator in a company may be its owner.
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Scheduling, CRM updates, invoice chasing, lead follow-up, report preparation, and vendor coordination do not destroy a company, but drain it in five-, fifteen-, and thirty-minute blocks. Someone worth $200 an hour ends up spending half the day on $20-an-hour work, a pattern that shows up in small businesses, companies doing millions, and leadership teams alike.
Asks readers to look at yesterday's calendar and separate work only they can do from work they do because nobody else owns it.
For brands planning a campaign
This supports an advisory or content role on delegation, executive support, and operations hiring. The angle—the cost of inaction in concrete hourly and dollar terms—suits clients who need a business case before changing how work is assigned.
One post questions new Q4 growth strategies by asking whether the previous one was fully executed.
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New campaigns, software, offers, channels, and partnerships all feel productive to start, while finishing is where the money is. The practical point: the company may not need another CRM, but a team that actually uses the one it bought; it may not need another meeting, but someone to own what everyone agreed to in the last one.
For brands planning a campaign
Useful for vendors whose buyers already own too many tools. A co-created piece on implementation and adoption can position the collaboration around making existing investments work rather than launching a new feature or platform.
A problem that hurts in the fourth quarter was already visible in September: a salesperson not following up consistently, a process everyone complains about, client work that keeps returning to the owner, or a role that has needed filling since June.
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Growth puts pressure on something already weak rather than breaking something that worked well. The suggested planning question: what breaks if the goal is actually hit?
Anchors the argument in a familiar calendar, then reframes the fourth quarter as a test of September's decisions.
For brands planning a campaign
Fits a seasonal operations-readiness resource, such as a pre-quarter checklist or planning session, for clients who set revenue targets without checking whether their delivery and follow-up capacity can carry them.
One idea runs through the material: revenue, capacity, and opportunity are often already present but unowned.
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Leads sit in the CRM waiting for a call.
Meeting commitments have no responsible person.
Client follow-up depends on the owner noticing.
The conclusion: the fastest way to grow is sometimes to put someone in charge of what already exists.
For brands planning a campaign
Suits CRM, follow-up, and accountability-tool vendors, or services that assign an owner to a process. Content can pair a lead-management or task-ownership tool with the question of who is accountable, rather than presenting software as the answer on its own.
They open with a blunt claim or an uncomfortable question, list their real tasks in short fragments, land one reframing line, and end by asking readers to check their own calendar, inbox, or CRM.
The tone is plain and conversational, with occasional self-deprecating humour and emoji; the examples stay concrete: invoices, calendars, pipeline follow-up, and working days in December.
J. Abraham's posts carry no publication dates and mention no commercial partnerships, sponsored formats, or product integrations. Ask for dated examples of paid work to assess which topics have been used in partnerships and how current these positions are.
For brands planning a campaign
Formats that fit this style include short posts, checklists readers can work through, and a worksheet built from the closing questions. Brand assets should be simple enough to use inside a single post, without a long explainer.
The posts do not name any brand, sponsor, client, employer, or partner, so no brand relationship is mentioned in the posts here.
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J.
Abraham writes about operational bottlenecks, delegation, and lead follow-up using generic references such as "the CRM" or "the software," none of which identify a vendor or commercial connection.
This describes what the posts say, not a claim that no relationships exist.
Abraham writes short LinkedIn posts about the work business owners still carry.
Start with posts quoting a hiring request or an owner’s complaint, then read those about what repeatedly comes back to the owner, and finish with the planning pieces on executing what’s already in place before adding something new.
Recurring subjects include operational bottlenecks, delegation, lead follow-up, process ownership, and the cost of owner time.
The style is blunt and conversational: a claim or question, a list of everyday tasks, and a closing prompt to inspect your calendar, inbox, or CRM.
Operations diagnosisDelegationOwner time costProcess ownershipLead follow-upGrowth strategySmall business operationsShort-formLinkedIn postsQuestion-ledBusiness ownersEntrepreneursLeadership teams
Chris Silverwood
Both write as advisers brought in to improve a business’s commercial performance.
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They focus on pipeline, follow-up, growth priorities, and getting the right people focused on what matters.
Silverwood argues that fractional sales leaders should be involved in the numbers, pipeline, team capability, structure, focus, and accountability, and warns against chasing too many ideas.
J.
Abraham makes a similar case about unowned follow-up, owner time, and unfinished strategy.
Silverwood focuses on sales leadership and the fractional sales director model, and offers a free 30-minute conversation.
J.
Abraham’s posts cover broader operations and delegation issues and don’t mention a commercial offer.
Both focus on owner dependency, follow-up ownership, and operating rhythm.
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Lobosco examines sales culture, rhythm, follow-up, and accountability, and argues that a business is worth less if all sales run through the owner.
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Abraham asks what keeps coming back to the owner and what is left unowned inside the business.
Lobosco writes for MSP owners, framing the work as a sales playbook and drawing on a personal health narrative about stopping drinking and MS brain fog.
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Abraham’s posts cover operations, delegation, and planning across industries.
Abraham’s posts address operational bottlenecks for business owners and leaders, including unowned lead follow-up, routine work staying with senior staff, and weak execution.
This makes the content relevant to collaborations on operational efficiency and delegation for small-business clients.
If reaching a particular professional audience matters, ask them for recent audience survey results or another documented source showing respondents’ roles and company sizes.
Abraham’s sponsorship policy, rate card, media kit or disclosed brand collaborations.
They do, however, establish the substance a partnership could draw on: advisory content for small business owners about operational efficiency and delegation, including unowned follow-up work, senior staff absorbed by administrative tasks and pressure-testing existing plans before adding new ones.
A content partnership or advisory engagement would most plausibly build on those themes rather than a published offer.
Buyers should ask about available formats, terms, deliverables, availability and the right inquiry route.
Abraham in a content collaboration or advisory role on operational efficiency and delegation for small business clients.
That is the focus of their posts, and the people they address—business owners and leaders working inside their own operations—are the same people the firm's clients are.
The posts also come in a form a services firm can use directly: each opens with a request a client actually makes ("I need an EA," "I need somebody following up with these leads," "I can't keep doing this"), then gets to the question underneath it.
In one post, the underlying issue is leads sitting in a CRM while the owner sells, manages the team and handles clients; the conclusion is that a staffing request is often a growth problem in disguise.
Two others make an opportunity-cost argument: the most expensive administrator in a company may be its owner, because someone worth $200 an hour spends half the day on $20-an-hour work.
The fix is assigning ownership, rather than treating any task as beneath anyone.
A fourth post asks whether the previous growth strategy was fully executed before adding another, and a fifth frames late-year planning as a pressure test with the question "What breaks if we actually hit the goal?"
For a professional services firm, this is unusually close to a ready-made advisory framing.
The firm supplies the client relationships, delivery capability and commercial structure; J.
Abraham brings a diagnostic voice clients recognise from their own week, and a habit of ending with a question the reader can act on that day.
Before committing, the firm should ask for recent audience data and confirm availability, terms, sponsorship formats, rates, prior paid collaborations and the inquiry route.
The posts don't establish audience composition or these commercial details.
When to choose a specialist
A campaign built around demonstrated reach and video is a poor fit.
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Take a materially different example: an enterprise software vendor launching a workflow-automation product wants a creator to produce short video demos that make the product concrete and drive measurable pipeline among IT and operations leaders at organisations with more than a thousand employees, with reach and engagement benchmarks agreed before the campaign starts.
Three things about J.
Abraham's posts work against it.
First, the formats don't match.
The posts are short-form written LinkedIn content: a blunt opening, a list of the reader's tasks in short fragments, one reframing line and a closing question.
They don't include video or a long-form article, show on-camera delivery, or provide reach or engagement results.
Second, the audience doesn't match.
The posts address owners and leaders of small and mid-sized businesses and leadership teams generally, not enterprise IT and operations functions.
They also don't identify readers' roles or the size of the companies they work for.
Finally, the posts don't describe a track record to support the promise: sponsorship formats, a rate card, brand collaborations or performance data from previous paid work.
Before proceeding, the vendor should ask for audience data, examples of video work and performance data from paid campaigns.
Without that evidence, a launch that depends on video reach would rely on an assumption, not a demonstrated capability.
A worked campaign example
Here is how a campaign for a professional services firm and its small business clients could be built.
Working angle: the hire request is rarely the problem.
The campaign turns J.
Abraham's diagnostic move, taking a client's own words and finding the ownership gap behind them, into a short collaboration a professional services firm can run for its small business clients.
Part one is one co-authored post, or one guest post written in the established style, opening with the phrases owners use when they ask for help (an executive assistant, someone to follow up with leads, someone to take work off my plate) and then asking what should be owned that currently is not.
Keep the structure J.
Abraham's posts use: short lines, the reader's own tasks named plainly, one line that reframes the request as an operations or growth problem, and a closing question the reader can answer from yesterday's calendar.
Part two is a one-page worksheet shipped as a downloadable: two columns, "what keeps coming back to me" and "who owns it right now," with the reader listing recurring work such as inbox, scheduling, lead follow-up, CRM updates, reports and chasing information, then marking each item as work that needs their judgement or work that nobody owns.
That worksheet is what makes the collaboration more than a post, because it is the thing a client can complete with an advisor present.
Part three is a forty-five minute session for the firm's clients, run by J.
Abraham with one of the firm's advisors, where two or three volunteers work through the worksheet live and the advisor translates the gaps into a next step, whether that is a new role, a changed process, or nothing yet.
The firm provides the invitation list, the worksheet design and hosting, and the follow-up; the creator provides the diagnostic framing and the session.
Success is measured in completed worksheets and booked follow-up conversations, not impressions.
Two things to confirm first: that J.
Abraham is available for a co-authored piece and a live session, and that the firm's clients are in fact the owner-and-leader audience J.
Abraham's posts address.
The strongest campaign line to test early is the cost-of-inaction argument, since it gives a client a reason to change how work is assigned without requiring a headcount decision.
Choose this alternative when the firm's client conversation is specifically about sales leadership rather than the broader delegation question.
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The two posts make the fractional model the subject: bringing experienced sales leadership into a growing business one or two days a week instead of hiring a full-time sales director; getting properly involved in the numbers; challenging the sales plan and pipeline; testing whether the sales team has capability or training gaps; and adding structure, focus and accountability so the founder can make better commercial decisions.
The second post adds a discipline argument: businesses rarely lack ideas, so the work is deciding where growth will actually come from, which customers and opportunities matter most, and how to stay focused on three or four priorities instead of chasing the next opportunity.
Nearly 30 years in sales and commercial leadership is stated as the basis for that work.
For a client asking why the sales plan is not converting, or whether they need a full-time sales hire, this is a closer match than the general operations framing.
The scope is sales and commercial leadership, not the wider ownership-and-capacity question J.
Abraham addresses, so this suits clients whose problem sits inside the sales function.
Their posts also move to a commercial ask—a free 30-minute no-obligation conversation—which works for a lead-generation collaboration but differs from diagnostic posts that end on an open question.
Ask for the wider range of work, audience composition and availability before committing.
Choose this alternative when the client is an agency owner deciding what the agency should stop doing.
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J.
Abraham's posts work through named cases with numbers attached: a $2.1M agency owner with four or five clients paying $3K a month for SEO, advised to stop selling it and build a referral partner list instead, because adding a service line means new hiring, training, QA and reporting for perhaps $15-18K a month in revenue; and a $1.8M owner with twelve things to optimise, advised to ignore eleven of them and fix the nineteen-hour-a-week block instead, on the argument that solving five one-hour problems does not fix a ten-hour problem.
For firms whose clients are agencies weighing service-line sprawl, founder calendar load, or work that should be handed to a partner, this is the closer match.
The audience is agency owners, and the subject is the agency's own delivery model and calendar—a narrower focus than J.
Abraham's broader address to owners and leadership teams.
The revenue and hour figures are the writer's own case descriptions, not verified client data, so treat them as illustrative.
Ask for audience composition and commercial availability before committing.
Choose this alternative when the client is an MSP or IT services business and every sale runs through the owner.
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J.
Abraham's posts diagnose sales from the inside, looking at culture, rhythm, follow-up and who owns what, then build a new playbook with the team and stay until it runs without the owner.
The central claim is that a business where all sales go through the owner is worth roughly half as much.
The suggested path is to rebuild in parallel through small changes to who owns the next step and what rhythm runs without the owner in the room.
One post draws an explicit parallel with a personal change made without a crisis, arguing MSP owners usually wait for growth to stall before acting.
For a firm whose clients are managed service providers, this is a vertical-specific version of the same ownership argument.
The vertical is specific, so translating it to a non-MSP client takes deliberate work rather than a direct lift.
One post also carries a personal health narrative that a services firm may not want in a client-facing collaboration, and another closes with a keyword direct-message call to action.
Ask for audience composition and commercial terms before committing.
This page is based on the full text of five short-form LinkedIn posts published by J.
Abraham, plus six dated posts from three comparable business-operations writers used to test whether the observations here are distinctive rather than generic.
The posts cover staffing requests that hide an operations problem, ownership of existing revenue and lead follow-up, the opportunity cost of owner time spent on administrative work, executing an existing plan before adding another, and late-year planning as a capacity test.
Read together, they share one habit: taking the request a client actually makes and asking what is unowned behind it.
Several limits are worth knowing before relying on this page.
J.
Abraham's posts do not say when they were published, so how current these positions are is not established, and the comparison material used to check them is dated late September to early October 2026.
The posts here do not include long-form articles, video, books, shows, or earlier career history, so anyone looking for signature work or a fuller biography will need a further, targeted search.
J.
Abraham's posts do not say whether there are brand relationships, sponsorship formats, rates, or a partnership inquiry route; that information is not published in the posts here, not a finding that none exist.
