Aid Only, which gave us hundreds of thousands of industrial first aid kits in the U.S. market. Then we moved into Canada with First Aid Central. Then we bought, went vertically, and we bought companies like Spill Magic that gave us cleanup materials. Then we bought Med-Nap, which gave us alcohol wipes and prep pads, all of which went into these kits. So as you look at that, what started as a startup today, years later, is a $140 million business with about $40 million of recurring revenue from the refills. The bottom area is about $60 million. All total, we're about $200 million today. We bought a company called Elite First Aid last May, and Elite saves lives. This is not for a cut or a bruise or a headache. This is when you've got massive bleeding, broken bones, airway obstructions. It saves lives.
When we bought Elite, it was about $4 million in sales. We paid $6 million for it. Made about $1 million a year. But what it did is it gave us the capability to go to every one of our customers, whether it's an industrial account, whether it's a McDonald's, whether it's a home, police department, fire department, municipality, and gave them the ability to now have a product that saves lives. It's $4 million today. We're working hard with our marketing team to get it placed in all those kinds of accounts, and we hope it has the runway that we believe it will. The company footprint started as a small scissor shop in Bridgeport, Connecticut, with some German immigrants. It grew, obviously. Around 20 years ago, we opened an office in China, and that grew to four offices and a dormitory and production sites.
So I just got back from a month in China, and it's a very important part of our business. About 40% of our sales come from there. You'll ask about tariffs. One of you should. I'd be happy to answer it in the Q&A. The last 10 acquisitions have been in North America. So within our footprint, we've got factories making first aid components or the products that go into the first aid kits in Vancouver, Washington, Santa Ana, California, Smyrna, Tennessee, Rocky Mount, North Carolina, Marlborough, Massachusetts, and Brooksville, Florida. Here's the financial results. As you can see, year after year after year, it's not easy to grow like that. And it's mostly been organic, as I said, with some small acquisitions, but then the small acquisitions grow and add to the overall pie.
In 2024, we will be around $200 million in sales, and that will be a record for the company. Last year, about this time, we sold a piece of business that we deemed non-core to our company, and that was the hunting knife and fishing tool business, Cuda and Camillus. It was about $13 million in sales. We paid, well, I'm embarrassed to tell you, we paid $180,000 for a business we sold for $20 million, and we just collected, well, we'll collect in the next three days, another $1.5 million, which was an escrow, collecting it in full. So all in, we'll have sold it for $20.6 million, and our cost basis was $180,000. It was a little over 100 times. All of us generated, I mean, what it did is it recapped the company.
Yes, we had to cut about the SG&A and some of the people associated with it, and you never saw it at all in the earnings. We'll have probably record earnings this year from operations. There was an impact of about $10-$11 million in the sales. So, you know, if you were to add up, the growth of 191 last year would have been higher. This year, it'll be 200 even with the sale. So we're back on the path. EBITDA, consistently generating cash. One year in 2022, you may remember there was a port problem. Like LA had containers coming out of the sky. It was everywhere. And it cost us millions of dollars for the portion of our business that we imported from China. Fortunately, the container prices and the logistics sorted themselves out.
We rolled right back with $18 million of EBITDA last year, and this year it'll be in excess of $20 million. Net income, a little bit more lumpy. One piece of that, somebody said, well, why is it more lumpy? Well, mostly it isn't. But I think it was in 2017 where it was, or 2018 where it was down. Well, we had $13 million in Hong Kong from profits there, and we would have to pay a lot of taxes. And you may remember the prior administration gave a holiday if you paid, I think it was 5% extra tax to repatriate cash. So we brought in $13 million, paid more in taxes. The earnings went down a little bit, but we were $13 million to the good. And then we used that for one of the acquisitions.
This year, the net income will be somewhere around $10 million fully taxed. So a lot of cash flow, $20 million a year. We recapped ourselves last year with the sale of Cuda and Camillus. Debt will be about $22 million at year-end. We've got $75 million of bank availability. What we intend to do with it, obviously, is continue to finance growth and more importantly, when there's an opportunistic acquisition, we'll write a check. Earnings per share, again, a little lumpy, but the big issue was in 2022 with the cost of the containers. This year, it'll be higher than the nine-month number, so here's some growth drivers. This is what an industrial first aid kit looks like. It's a white box. There's components in there that are in smaller boxes. Each of those have a barcode.
When these boxes are filled, and say they're at a Ford plant or a fracking plant or any kind of industrial plant, when they're two-thirds done, our current system automatically generates a replenishment. We had a problem in that we couldn't figure out how do you capture obsolescence because these things expire. And what the goal is, is to keep those kits filled. From a financial perspective, every time you put in one of those refills, it's generating 55%-60% margin refills on an annuity. So you want to keep them filled, but you want to be precise as well. So we introduced, and this is at the National Safety Show, it's a picture of a portion of our booth. In the center, it looks like a little white thing. That's a box. And it's got an RFID reader in it, and each of the components have RFID tags.
We put the lot numbers in them and the expiration dates. Now, because we know the expiration dates, this next generation is completely automated on refills. It captures expiration. It captures it missing. It captures consumption. You put it on the, and it automatically will generate a refill. I can tell you, we've never had a product introduction. Now, remember, if we're making scissors, you don't get lines of people that show up. So when I say we've never had a product introduction that had this kind of interest, well, I have experience because we've had them where nobody shows up. Here, this had 60 people, big companies, one after another, show us what it's doing, show us what it's doing. And it's all a patented approach. One big distributor seems to be running with it, and they look at it as a vending machine.
Basically, you put it on the shelf, and as the things are used or consumed, they're doing automatic entry, and you've got a closed system, and they come right back, order after order. So we're very excited with the introduction. And if it's successful, then the growth rate's going to pick up. If it's not, I'm not worried. We'll do the generation that eventually does make it work. But I think it's here. This is another example of first aid. Now, you might think, oh, these are little boxes. No. What this is, is for bleed control. People die with a serious accident from bleeding in about 90 seconds. So being able to stop bleeding is lifesaving. The way we break it out is limbs, your legs, your chest, and your torso. And each of those have different ways you address it. Tourniquets for your limbs.
And then there are four parts that you can't get a tourniquet, like your chest. There we have bandages with blood clotting material in them. One big one that's known is QuikClot, and in many of those, that's in the kits. Here's an emergency response situation. So here, if somebody is hurt on the floor, you grab the red bag. It's coming right off the white box. Go to the site, deal with it. With our new Elite First Aid kits, it's a whole nother level because now it's not just dealing with problems on site. You know, there it would be bleed control. It would be cuts, bruises. Once you put an Elite First Aid kit in, now you're talking about you're on site and you've got to be dealing with major bleeding, major airway issues, major broken limbs.
And that Elite kit will be an ancillary to that, and it'll be out in weeks. So when we bought Med-Nap, we did that to make alcohol prep pads, alcohol wipes to do BZK wipes, hand sanitizers, all these things that go into our first aid kits. But the equipment lent itself for lens cleaning wipes. And lens cleaning wipes are things you use for goggles, you use for your eyeglasses. And within the two years that we've owned Med-Nap, we've now put modernized the production and gone after the global market with this. And we're succeeding. So it was an ancillary product, but it leveraged the distribution because we sell to everybody. So that scissor business, you know, you're at Staples, you're at Office Depot, you're at Target, you're at Walmart, you're everywhere. And we're placing those. So it's leveraging the factory in North Carolina.
And you can do different things to them. For example, you can make them anti-fog, anti-static by changing the components that go into the lens cleaners. Okay, let's talk about scissors and cutting. On the left, that green thing looks like a toy. It's not a toy. What it is, is a ceramic box opener that you really can't hurt yourself. Now, I demonstrated that to my board. I'm chairman, so I go to these. And I went like this. See, it doesn't cut. And I cut every one of my fingers. It cuts. It was very embarrassing. But it doesn't cut the way a razor blade would. This is ceramic. It's narrow. So when you're opening a box, you go right down the tape, both sides, and it opens. Okay. That product was developed with Amazon. And it went from one distribution center to another to another.
And then we started to develop other ones that would fold in your pocket or cut the top of a box, all with ceramic. It's reasonably inexpensive, and it's very safe compared to razors. So that product line is multi-million dollar today and growing. The one in the middle is our traditional scissors that has non-stick blades. And you probably have one of these at home. The blades with the non-stick, glues, tapes, eggs, nothing sticks to them. I use them on my boat. They don't rust. And the one on the right is a product that was developed for the floral market. And when we bought the Clauss business, it's just a little niche, but we have a big dominance in the floral market. So if you go to the local florist, you'll see a Clauss scissors.
You'll probably see a product like that for cutting the tips of flowers. It's a very high leverage blade, and it's an example of, although you call it a scissor, it's really a tool, and that's what we did as we migrated the Westcott business. This is the craft market. For years, it was dominated by Fiskars, good quality company, the orange-handled scissors. In the past two years, but particularly this year, we cracked the craft market in a meaningful way, and it's millions of dollars of growth that's coming from Westcott this year, and yesterday, I had a review of a number of the business categories. In the craft area for next year, it's lining up with additional good growth, so when you think of Westcott and you think of scissors, it's a growth business because people are always opening boxes.
But there are segments where we're gaining market share. And in the craft area this year and looks like next year, it will be a real runway. Now, here's a recycled ruler. You know, we make them. And you think, well, what are these rulers for? Well, I don't know what we use them for. You measure, of course. You use them for lines. But we sell millions of these a year. And the Westcott ruler is one of the dominant ones globally. And it's amazing. These particular ones are made with husks of rice. So it's recycled, and they're biodegradable. And they're being placed in quite a number of school systems as we speak. And finally, this is what you do when you're bored. Here's a Vibes scissors for kids. It's got very, very cushy hands. It's got grips. It's got just excellent cutting performance.
It's getting placed, of course. Here's a foldable ceramic blade. That's an example of part of that whole family that's going into the distribution market. The DMT sharpeners are made in Marlborough, Massachusetts. They're the finest sharpeners globally. We bought them to sharpen knives. We sold that business, so we don't do that anymore. We moved it into the kitchen area. They're currently at Walmart. They're going much more into broader kitchen distribution as we speak. The beauty of them is nobody knows how to sharpen a knife. You've got a V. We have in that V the ability to pivot to the blade angle. So you just take your knife and run it through three times. It's sharp. We've had multi-million dollar growth this year, and it's keying up to being quite an interesting opportunity for next year. I'm very excited about that.
Our priorities just continue to pursue solid revenue opportunities. We're clearly driving our product family across all channels, but particularly e-commerce. Those who have been with us a long time know that Amazon is our biggest customer. When I talk about driving e-commerce, we're playing with the big players, and we're doing it on a global scale. We're continuing to develop new products. I showed you some of the new ones. The particular one that I want to have you walk away with is that SmartCompliance with the RFID because that is a vending machine with an annuity. We'll continue to do cost-saving initiatives. A year ago, we had over $5 million of cost savings. This year, and looking into next, it's about $2 million, mostly from automation of our warehousing and some of our production. We intend to continue to gradually increase our dividend.
That's not a primary reason to invest in the company, but we've had years of consistent increases in that dividend. And we'll be looking for additional tuck-in acquisitions. So I'll open it up to questions. Who's going to ask me about tariffs? Tariffs. Okay. So here's when I was in China, there are things called the Trump tariffs. And those dealt with, you know, those rulers, they're considered to be engineering tools, even the kids' ones. So there's a 25% tariff on it. Paper trimmers, that's a tariffable thing. Knives are tariffable. So what I was working with was our factories that have products that are in the tariffs and moving to allied countries. For years, that had been something we talked about. In the past year, the pressure on China has been so strong that the factories that we work with regularly have made leaps.
The first paper trimmer in the world from Thailand will come from one of our suppliers working with a new operation in Thailand. We're going to be following that up with first aid boxes, 700,000 of them. And again, that had a tariff. We saved 25%. It was amazing. When it was time to actually move, we discovered that the wages in the places we're going to are less expensive than China. In the case of Thailand, half. The way we're addressing the tariffs is we're using our existing factories. We're going to places that it's easy for Chinese nationals to go to with their visas and a place where our operation can work with our factories and benefit from our combined knowledge. In the course of the next six months, we'll have production in the Philippines, possibly Malaysia. That's a little bit behind.
Thailand is December, and Vietnam is probably March. So I've run almost out of time. Room for one question more. Do you have a cap table? Like, what's your company shares around standing or anything like that? Yeah. So there's about fully diluted about 4 million shares. Over the course of the last 20 years, we bought in about a third of our shares. The price of the stock is $40. So that's about $160 million fully diluted market cap. It's about $20 million of debt. We'll generate $20 million of EBITDA this year. So those are some ballpark numbers. As I said, we've got two great businesses with now 15 years of record sales in a row. Thank you very much.