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Page 1: RROI: Roles, Responsibilities, Objectives & Initiatives I ... · 1 RROI: Roles, Responsibilities, Objectives & Initiatives I GENERAL INFORMATION Associate Name: Mary Ann Johnson Position

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RROI: Roles, Responsibilities, Objectives & Initiatives

I GENERAL INFORMATION Associate Name: Mary Ann Johnson Position Title: VP of Sales Location: Omaha, Nebraska Hire Date: July 1, 2011 Reports to: President People this position has reporting: Four Regional Territory Managers, Inside Sales Manager, and Sales Support Assistant. People closely coordinating with or providing services to: Marketing Manager, Operations Manager, Logistics Manager, IT Manager (People leading processes you support or that support you)

Review Info 1) Current Review Date: Dec. 2015 2) Previous Review Dates (indicate the initial review): Dec. 2014, Dec. 2013, Dec. 2012,

Dec. 2011 (initial) II POSITION DESCRIPTION & PERFORMANCE AGREEMENT

General Description of Position Role & Mission: Consistent with the core values and strategic plan

of our company, my Role is to:

Lead and manage the Business Development Organization in identifying targeted customers, building customer relationships, promoting our product and service differentiation and generating revenue and gross profit in accordance with our annual financial plan and our strategic growth plans.

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III KEY RESPONSIBILITES Responsibilities, Accountabilities and Expectations of this Role within the Strategic Plan 1. My primary responsibilities and accountabilities in this role are (minimum of 3):

(A) Recruit, hire and develop high performing associates in each position within the sales organization.

(B) Provide the leadership in developing processes and training that focuses on target customer identification and development, lead generation, an effective and efficient call planning process, and closure hit rates that allow for revenue and gross profit budgets to be met.

(C) Support the leadership team in the development of strategic and tactical plans that drive the long-term growth, sustainability and financial performance of the company.

2. Set your expectations for each key responsibility and accountabilities listed above.

(A) The company revenue and gross profit budgets are met. (B) Organization plans are developed and executed for both sustainability and growth

of the sales organization in accordance with the strategic plan. (C) Contribute to the strategic planning process on an ongoing basis.

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Performance Review: Key Responsibilities, Accountabilities and Expectations

(A) Associate comments and date. Dec 2015

I agree with the key responsibilities and accountability as outlined.

(B) Supervisor comments and observations and date. Dec 2015 I also agree

IV RESULT EXPECTATIONS OF THIS ROLE

1. This role will be considered as performed successfully when the following key results are achieved:

(A) The company revenue and gross profit budgets are met. (B) Organization plans are developed and executed for both sustainability and growth

of the sales organization in accordance with the strategic plan. (C) Key associates are being developed for future advancement.

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Performance Review: Results vs. Expectations

1) List actual results from IV and compare to the result expectations set.

Objective Actual

A. Revenue $ 100% 95% Gross profit $ 100% 96% Increase calls per sales person to 4 4 3.6

B. Development Plan in place. C. Future sales leaders have been identified.

2) Discuss associate performance against agreed upon expectations and results.

(A) Associate comments and date: Dec. 2015 Fell a bit short of revenue and GP plan. Had an unexpected open territory for 5 months. We are now at full strength and should be back on plan in 2015. I believe I was effective during the strategic planning process.

(B) Supervisor comments and observations and date. Need to develop a plan for having either a bench or resources in place to replace key people a little faster. Ask yourself if there is anyone on your team that may not be currently fulfilled. Be prepared to replace! You did a good job of forward planning and were very helpful in the new product development segment. The company cannot be viable without making our GP$ objectives.

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3) Indicate whether the “expected results” of this role are stated accurately. If not, indicate desired adjustments for the future.

(A) Associate comments and date The financial objectives are very black and white. Regarding the development of a bench I never knew I had a budget to do that. (B) Supervisor comments and observations and date. All of your activities lead toward the accomplishment of the desired results of your role. Key to your ongoing success is a good plan for sales associate selection and development. We need to meet with H.R. to see if we can develop a better plan for recruiting new and replacement candidates.

V Description of Position Activities

Identify 8-12 activities that will allow your objectives, initiative and ultimately the results of your Role to be achieved.

1. Hold weekly sales review with a strong agenda of Dashboard reports on number of contacts made, business in the pipeline and estimates of business that will close, etc.

2. Generate the necessary internal support and training for the outside sales team. 3. On-going development and coaching of associates to improve their efficiency and

effectiveness. 4. Establishment of cost budgets that are approved by the CFO. 5. Monitoring of all expense budgets. 6. Prepare for and participate in the weekly management meeting. 7. Travel and visit with top 10 customers and top 10 prospects. 8. Approving all variances to standard pricing. 9. Assure all turnover processes are in place to assure customer satisfaction. 10. Manage the Voice of the Customer Process.

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Performance Review: Position Activities

1. Comment on performance of above activities designed for this Role.

(A) Associate comments and date: Dec. 2015

• Need to do a better job of monitoring sales calls made by our team. • Need to improve internal support that will allow sales team to make more calls in

person. • Need to be more disciplined in assuring sales call plans are met.

(B) Supervisor comments and observations and date: Dec. 2015 I would agree with your assessment. Please outline your plans regarding your teams sales call planning process and improved internal support. The number of sales visits and the stay-in-touch contacts with customers is 100% directly related to revenue generation and meeting your team’s revenue & GP goals.

2. Comment on any recommended changes to activities to best accomplish the results of the role.

(A) Associate comments and date: Dec. 2015 None

(B) Supervisor comments and observations and date: Dec. 2015 Agree

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VI Leadership Loops-Tactical (Operational) and Sub-Strategic Team Meetings

1. This position leads the following regularly scheduled meetings. A. Weekly Sales Conference Call or in person meeting. B. Monthly Sales Team Meeting. C. D. Key Agenda Items you want covered in each tactical (operational) meeting you lead. A. Sales backlog & pipeline by Regional Territory Mgr. Sales vs. Plan MTD & YTD GP vs. Plan MTD & YTD, Call Plan review, Sales opportunities in the Red Zone

2. This position attends the following regularly scheduled meetings. A. Weekly Management Meeting. B. Monthly Leadership Team Meeting. C. Strategic Planning Meetings. D. E.

Key agenda items you will report on in each meeting you attend A. Give Dashboard report on backlog, pipeline & Red Zone. B. Same C. Operational and Organizational plans to support planned strategic growth. D. E.

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Performance Review: Leadership Loops

1. List my recommended changes to the meetings you lead or attend. 1. The weekly Management Meetings and the monthly Leadership Meeting should be consolidated and held monthly. 2. The Operations & Logistics Managers should attend the weekly Sales Service Meeting. There are a lot of issues that go unresolved without their presence. 3. I think I should participate in the monthly product development meeting.

2. Comment on how meetings could be more effective.

I think we can consider strongly your No. 2 and 3 comments. I do think we need to continue to hold the weekly Management Meeting at least for now. The weekly department head meeting is designed to be much more tactical in nature. The Leadership Meeting is designed to be more strategic in nature. Good suggestions.

3. List any other meetings you or your colleagues should attend in order to improve communications and support the attainment of results. List meetings you do not think you need to attend.

(A) Associate comments and date: Dec. 2015 No changes

(B) Supervisor comments and observations and date: Dec. 2015 I agree.

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VII PERSONAL SKILL SETS & EXPERIENCE

Personal skill set: List the key skills, experience and knowledge required in this position. Answer as though you were to put an ad in the paper for this position (minimum 4).

1) College Degree. 2) Direct field sales experience. 3) 2-3 years of sales management experience. 4) Proven skills in selecting and developing sales associates. 5) Experience with using a CRM. 6) Strong relationship building and communication skills. 7) Strong organization and follow-up skills. 8) Familiarity with selling our category of products.

Performance Review: Key Skills

1) Discuss the proficiency you have in skills listed above that enable you to be successful in this position. Note any education and/or training you feel would improve any of the listed skills.

(A) Associate comments and date: Dec. 2015 I could use formalized training in our CRM System. I could also use, as all of our team could, additional product training when it comes to various applications.

(B) Supervisor comments and observations and date: Dec. 2015 I will arrange for both of our suggestions to occur.

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VIII Personal Attributes: Check any of the attributes you feel are specifically critical to your role. The boxes marked are required for employment in all Roles.

Conformity Stress Management Ability to express clear expectations X

High degree of ethics X Adversity Management X Proactive solution provider X

Personal organization skills X Sense of urgency X Reach out for input/offer feedback

Leadership X Strong work ethic X Ability to recognize & develop talent X

Management skills X Passion to succeed X Verbal & written communication skills X

Respectful to everyone X Sense of humor Ability to coach constructively X Ability to effectively prioritize X Flexible Team and Organization Building X

Ability to delegate X Decisive X Accepts and understands direction

Dress X Overcomes obstacles X Recognizes Achievement of others

Risk adversity Presence / professionalism X Builds external & internal

relationships X

Risk tolerant Planning skills X Consistent work accuracy

Proactive problem solver Sense of honor Persistence X

Safety Conscious High Stamina Create Recognition-based Environment X

Performance Review:

1. Discuss how well you employed the attributes that were jointly identified as being important to the success of your position.

(A) Associate comments and date: Dec. 2015 Organization, communications, prioritization and persistence are all in the very good column from my perspective.

(B) Supervisor comments and observations and date: Dec. 2015 I would agree

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2) Summarize any attributes for which you believe you have opportunities for improvement.

(A) Associate comments and date: Dec. 2015

Constructively coaching more often is something I want to work on.

(B) Supervisor comments and observations and date: Dec. 2015 I agree that a stronger focus on “coaching” your team when there are potential performance issues is a top priority. Don’t allow a low standard on performance creep into our sales organization and culture.

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IX Behavioral Attitudes 1) Positive behavioral attitudes can represent a critical accelerator to existing skill sets and attributes. The attitudes shown are positive behavioral attitudes that are desired within our company culture.

Positive Attitudes x Humble, Team Player Appreciative/Gracious Forgiving Team Attitude Charitable/Giving Optimistic Sharing Attitude of Gratitude Get it done attitude

Performance Review: Behavioral Attitude

1) Discuss any attitudes you feel may need improvement.

(A) Associate comments and date: Dec. 2015 All of my attitudes are positive and team oriented.

(B) Supervisor comments and observations and date: Dec. 2015 I would agree with you 95%. I do think you could focus a little more on the sense of urgency and “get it done” no matter what it takes attitude. Be an example to your team by both completing all initiatives and sharing the “glory” when there are successes.

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X PERFORMANCE RESULTS CURRENT REVIEW CYCLE: OBJECTIVES & RESULTS

A) List 3-5 objectives for the current review cycle, what completion looks like and the time frame in which completion should be realized. Also check if they were achieved.

Objective Objective Met When

Time Frame Achieved

1. Meet revenue goal 100% 100% of revenue goal is met

Annual year end

2. Meet GP$ goal 100% 100% of GP$ goal is met

Annual year end

3. Increase weekly calls per week per person to 4

When TYD call plan reflects that

Annual year end

4. Formalized sales & product training is scheduled

We can list formal training session dates for both

During the year

No

No

No

Yes

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Performance Review: Current Objectives and Results

1) Comment on any results that met or exceeded jointly defined objectives.

(A) Associate comments and date: Dec. 2015 Revenue achieved – 95% GP$ achieved – 92% All formalized product and sales training occurred. Number of calls per sales person per week goal 4 – actual 3.6

(B) Supervisor comments and observations and date: Dec. 2015 Good job on implementing formalized product and sales training. Missing 4 out of 5 objectives, however, will need improvement quickly.

2) Comment on any variance against jointly defined objectives.

(A) Associate comments and date: Dec. 2015 Do need to focus more and be more rigid on calls made per week by each sales person.

(B) Supervisor comments and observations and date: Dec. 2015 1. Continue to develop resources to replace associates who leave on a timely basis.

2. We cannot ever afford to miss the GP$ budget by 8% and still be a viable company.

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CURRENT REVIEW CYCLE: INITIATIVES & RESULTS

A) List Initiatives needed to achieve overall objectives.

Initiative Initiative Met When: Time Frame Achieved

1. Have regular schedule for sales & product training

Evidence that training meetings have occurred

Completed by 1st quarter

Yes

2. Reduce hotel cost by establishing business rates within each territory

YTD hotel cost vs. prev. yr. reduced

Set up by end of 1st quarter

Yes

3. Construct a new trade show booth

New booth is constructed and in use

By end of second quarter

No

4. Have created 4 additional “leave behind” marketing pieces to cover new products

New marketing pieces are in the hands of sales

Mid-year Yes

5. Full implementation and training on CRM

All sales associates use it 100%

By 3rd end of 3rd quarter

Yes

Performance Review: Initiatives and Results

1) Comment on any results that met or exceeded jointly defined Initiatives.

(A) Associate comments and date: Dec. 2015 4 of 5 Initiatives were achieved.

(B) Supervisor comments and observations and date: Dec. 2015 Great job on achieving most of your Initiatives

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2) Comment on any variance against jointly defined Initiatives.

(A) Associate comments and date: Dec. 2015 Trade Show Booth initiative not completed.

(B) Supervisor comments and observations and date: Dec. 2015 The delay in getting the new trade show booth did not impact our show schedule so no harm done.

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NEXT REVIEW CYCLE: OBJECTIVES

A) Establish objectives for the next review cycle Objective Objective Met When: Time Frame

B) Comment on the planned strategies or anticipated support needed for meeting objectives for the next review cycle.

(A) Associate comments and date

(B) Supervisor comments and observations and date.

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NEXT REVIEW CYCLE: INITIATIVES

A) Establish initiatives for the next review cycle. Initiative Initiative Met When: Time Frame

B) List any planned strategies and anticipated support needed for developing new initiatives that will improve our ability to meet current and future objectives.

(A) Associate comments and date

(B) Supervisor comments and observations and date.

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XI Commitments to our Valued Associate

1) PERSONAL & PROFESSIONAL GROWTH GOALS

A) Discuss personal and professional goals for yourself as you perform in this Role. I want to continue to learn and advance with our company. My personal goal is to improve my performance so that my opportunity for growing my compensation is present.

B) Discuss the most important things you would like to see come from this position for you personally. I would like to be recognized as a professional in my sales leadership role. I want to work in an environment where you are appreciated and listened to.

C) Any other comments on personal expectations you have within your Role. To be recognized as a productive performer and a team player.

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Performance Review: Personal & Professional

EDUCATION AND TRAINING 1) Discuss training and education that will support your career with the company. These will

be thoughts and ideas regarding any needs or desires for personal or professional development, skill proficiency training or on-going education that will enhance your career path opportunities.

(A) Associate comments and date: Dec. 2015

I would like to take the 3 part series on Leadership Training

(B) Supervisor comments and observations and date: Dec. 2015 I agree with your interest in Leadership Training. That is good for all of us. I would also like you to look at the sessions on “Coaching” your Team.

1) Review previous and current discussions regarding career path interest and future expectations.

(A) Associate comments and date I had made no request for training at last year’s review.

(B) Supervisor comments and observations and date. Let’s go with a plan for “Leadership” and “Coaching” courses this year.

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XII COMMUNICATIONS PLAN

1) Outline the one-on-one communication plan you would like with your supervisor to discuss the jointly agreed upon activities and status of your performance along with any other topics. Discuss the ideal intervals between these one-on-one discussions (monthly, quarterly, and semi-annually).

Performance Review:

1) Discuss whether the one-on-one plan was maintained and if you would like to continue with the current intervals.

(A) Associate comments and date: Dec. 2015 I would enjoy having a quarterly one-on-one sit down to discuss by performance, ideas I might have and ask for guidance on challenges I might be experiencing.

(B) Supervisor comments and observations and date: Dec. 2015 I would prefer to move our one-on-one’s up to monthly to be sure we are accomplishing our joint objectives. I will schedule them.

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XIII Discuss Career Path Interest and Expectations going forward

1. Review any previous discussions regarding career path. Discuss expectations going forward. Discuss any obstacles or challenges from either the associate’s or supervisor’s point of view that stand in the way of the associate’s desired career path goals.

Performance Review: Career Path Expectations

(A) Associate comments and date: Dec. 2015 I would, at some point, like working toward a position where I could also be involved with International Business Development.

(B) Supervisor comments and observations and date. I will keep that in mind as we grow our International Business. Let’s continue to have this discussion.

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THIS SECTION FOR MANAGERS ONLY

XIV Plans for the personal & professional development of key people on your team

1. “Keeping the Keepers” who do a great job in their Role and the identification of future leaders.

A) Identify the “Keepers” on your team that do an excellent job within their current Role. i Bob Jones ii Mary Smith iii

B) Discuss the needs and interests of the individuals you want to keep on your team and what development is needed for each. I Organization and Time Management – Discuss and recommend training ii Presentation Skills – Available training video’s iii

2. Comment on whether you and the company are doing enough to keep them.

I have done a good job of Team Development. I do need to focus more time on it.

3. Identify any future supervisors, managers or leaders who you feel not only perform work in their Role but also have leadership abilities that would make them promotable in the future.

Joe Smith, Tom Green, Janet Wilson

4. What specific development activities have you outlined for these potential future supervisors or managers?

Joe Smith – Enlarge territory

Tom Green – Involve in new product meeting

Janet Wilson – Let her shadow me on a sales call. Continue to develop her skills.

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Performance Review: Team Growth & Development

1) Comment on the level of accomplishments you achieved in the development of your team over the last review period (both the “keepers” in their existing roles and also the identification and development of future supervisors and managers).

(A) Associate comments and date: Dec. 2015 I have scheduled on-site Training Sessions on Organization and Time Management. For those who want to join outside sales I am setting up a “Shadowing” program for new sales associates to shadow my Senior Sales Associates. I think shadowing will also help those who want to enlarge their territory by watching the senior sales associates.

(B) Supervisor comments and observations and date: Dec. 2015 Watch their progress and adjust any training as necessary.

2) Outline plans for team development during the next period.

(A) Associate comments and date I want to concentrate on my current training plan and make adjustments next year.

(B) Supervisor comments and observations and date. I will follow up with you on this plan at your next review.

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XV Other Topics on Your Mind Discuss any other topics on your mind. A) Associate comments and date: Dec. 2015

Is there any chance I can convert my car allowance to a company provided car.

B ) Supervisor comments and observations and date: Dec. 2015 Unfortunately, the company went to a policy of car allowances. As company cars phase out there will be no new ones purchased.

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XVI Overall RROI Review Summary Assessment

A) Outline your assessment of the fairness and accuracy of this review of your current and planned performance.

1) Associate comments and date: Dec. 2015

I agree with the discussions we have had during this review.

B) Supervisor’s summary of overall performance during this review cycle with future recommendations.

I agree this has been a good discussion. I very much appreciate your great contribution to our company. I know you will continue to focus on the areas that will allow budgeted sales and GP to be achieved. It is important that you continue to develop as a respected leader. We will meet monthly to review your progress.

C) Overall Rating: X Excellent □ Very Good □ Good □ Needs some improvement

□ Needs Considerable Improvement

Signed Associate (Reviewee) _______________________________________ Date: Dec. 2015

(Signature)

Supervisor (Reviewer) ______________________________________ Date: Dec. 2015 (Signature)

Next Level _______________________________________ Date: Dec. 2015 (Optional) (Signature)

Mary Ann Johnson

Clarence Hopewell

N/A


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