On May 1, 1995, PHILACOR's new management team was entrusted with the tasks of training inmates in marketable skills and running the Industries Program like a business. The staff consists of a director with 20 years of experience as the prison's business manager; an administrator with a business background specializing in law; and a production coordinator with 12 years experience in the prison service. Like many industries programs, PHILACOR has had to face external issues such as court decrees, marketing laws, and city procurement and accounting standards, as well as internal issues that include financial and personnel management, policy and procedures, inventory control, product development, and production and security issues. This article focuses on how PHILACOR has dealt with security concerns, financial management, competition for inmate workers with other institutional programs, revamping the product line, and the expansion of sales and marketing. The furniture plant -- carpentry, wood finishing, and upholstery -- constitute three of PHILACOR's 14 shops. The 11 other shops include barricade, dry cleaning, engraving, garment, general products, janitorial, laundry, office practices, print plant, transportation and delivery, and the hospitality apprenticeship program (a culinary arts program). Six shops earn revenues, with the furniture plant and the print plant bringing in 33 percent and 45 percent of revenues respectively.