Work portfoliohunterengineeringfbi

Rosemary M. Mrazik
PO Box 2112
Palos Verdes Peninsula, CA 90274
Mobile Phone: (310) 406-6732
RMM038 @ gmail .com
Hunter Engineering Company Work Portfolio
Job Description
Senior Territory Management Representative
12-17-99
Supervise and assist in the territory management duties of the department.
1. Train a clerical employee in all aspects of territory management.
2. Supervise and review the work of that employee to maintain accuracy.
3. Assist that employee during times of heavy workload.
4. Work with data processing and management on streamlining this area.
Assist in the preparation and distribution of distributor contracts (Sept – Dec each year)
1. Train a clerical employee in all aspects of distributor contracts.
2. Supervise and review the work of that employee to maintain accuracy.
3. Assist that employee with this project during September-December each year so that other more routine tasks do not get
behind.
4. Plan ways to streamline and improve this rather cumbersome procedure.
Prepare reports and maps.
1. Monthly reports.
2. “As needed reports”
3. Research ways to produce these reports and maps more easily.
Direct Mail Projects
1. Work with advertising on the timing and parameters of direct mail projects.
2. Prepare the actual lists from various sources.
3. Prepare documents with counts for salesmen to go along with list
4. Prepare documents for charging fees to the salesmen.
Back Up for Marketing Research Assistant
1. Learn and document procedures for commission transfers
2. Learn and document procedures for monthly reports.
3. Learn all other aspects of Ann’s job as back-up.
4. Communicate with Ann and Rhonda on all special projects as they arise so that there is not duplicate efforts and when
projects have to be repeated, all three know what to do and the easiest ways to do it.
This is my (Rosemary Mrazik) job description after being promoted from the Territory Management Clerk to the Sr. Territory
Management Representative. Compiled by Rhonda Tenkku and Dave Smith.
Both Dave Smith and Rhonda Tenkku were present in Mr. Smith’s office to discuss this job description and finalize my raise. All of
this followed from a job offer from Clark Door Engineering Company. I asked if Hunter Engineering Company was interested in
making a counter offer. After discussing the counter offer, I decided to stay with the same company. (1/11/2005)
Dave Smith: V.P. of Sales and Marketing
Rhonda Tenkku: Marketing Information Manager
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Territory Management Clerk

Major Job Duties: Territory Management, Distributor Contracts, and Reports
Territory Management
Percentage of Job Function: 72%
When a rep is contracted, terminated, retires, transfers, or the territory changes its boundaries.
1. Sales and Technical & Training Representatives
1. Send a reminder email to the regional managers for a Field Activity Report (FAR). The new reps will be listed on an
interoffice memo from Kay Cole on the quarterly training schedule.
2. Distribute the FAR after assigning a rep number and checking the effective dates against the training end date.
3. Write the territory change as soon as the FAR is received. Anticipate problems when a county is split by zip codes. Get
approval for the deletion of territories.
4. Produce the contracts at least one week prior to the training completion date.
5. Enter and check the territory change the day prior to the effective date.
6. Produce and send the amendments to the reps prior to the effective date.
7. Write and distribute the interoffice memos.
2. Returned and signed contracts/amendments.
1. Distribute and File.
2. Check for signatures.
3. Delinquent contracts
1. Delinquent contract/amendment report.
2. Call the reps or send a form letter.
Distributor Contracts
Start planning in September, Mail by November, effective January 1st
.
1. Planning: September
1. Contracts, get changes approved and have copies made.
2. Decals, get approved and ordered.
3. Bulletins, get approved and copied.
4. Print distributor report
2. Mass mailing: November
1. Mail contracts to the sales reps by region.
2. Produce county listings by rep.
3. Produce the sales rep mailing labels.
3. Returned and signed distributor contracts, after January 1st
.
1. Enter the distributor contracts, upon approval from customer service.
2. Add the signed distributor to the Distributor Directory started for the new year.
Reports and Maps
1. Distributed once a month, usually around the 15th
.
1. Open Territory Report
2. Dual Rep List
3. BLT/HDT List

4. Territory Changes Summary Report
5. Month end reporting
6. Rosters
7. Distributor Directory
8. Rep. Number Assignment Report
2. Distributed as needed or requested
1. Region Line Changes List
2. Delinquent Contracts List
3. Created Territories List
4. Regional/Divisional List
5. Distributor labels for franchise distributor mailings
6. Current maps and contracts for the regional managers, as requested.
7. Down load all zip codes in a region to Excel for the 1-800 phone system; whenever the Dallas, San Francisco, and the Los
Angeles Regions Change.
8. Copy all sales and service contracts and maps in a region for a regional manager.
9. Maps by region.
This was what my job evolved into before the promotion to Sr. Territory Management Representative. The original Territory
Management Clerk description was four or five sentences.
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Time Management for A Typical Day/Week
A Typical Day/Week: request from Rhonda Tenkku to document how my time was being used.
The following example describes two different days and one short-term project.
11/8/1999 Worked from 8:10am -4:50pm
Morning Hours
8:15-8:45 USB Errors fixed
8:45-9:15 Distributor Contracts
Entered new email addresses for the reps in the contact file on the AS/400 computer system
9:15-10:20 Write territory changes for the new service reps
10:30-11:00 Distribute the Field Activity Report (FAR) to those who need to know
Within the company and send an email for the reps no longer working for Hunter.
Afternoon Hours
11:00-3:15 Distributor Contracts
3:15-3:25 Break
3:30 -4:00 Enter distributor contracts
USB errors fixed in the computer system
4:00-4:30 Continue to write the territory changes for the new service reps.
11/11/1999 Worked from 8: 15am -5:00pm

Morning Hours
8:15-8:45 Enter address changes in the computer system
Distribute the FAR from the regional managers to those who need to know within the company
Certify mailing: most likely contracts
8:45-10:15 Correct USB errors in the computer system
Project request: Erwin Van Deman: distributor name and addresses for his region only.
10:15-10:45 Check the accuracy for my data entry on the territory changes.
10:45-12:45 Project request: Don Emerson: maps
Afternoon Hours
12:45-2:45 Write the territory changes due for data entry on the 13th and the 15th
2:45-5:00 Prepare the contracts for the new service reps.
1/3/2000-
1/7/2000
Redrawing Dave Smith's wall map outlining the sales territories in the United States:
Work Hours: 8:15am-5:00pm.
A weeklong project.
8 hours each day to complete the map.
Completed approximately once each year.
Daily Business Attire: Business Conservative
You must be ready for tours at any time.
Regular Working Hours: 8:15am-5:00pm.
Time Management for A Typical Day/Week
Regularly Scheduled Events In One Day
General Guidelines
Regular Working Hours: 8:15am-5:00pm.
Time Regularly scheduled events Daily Business Attire: Business Conservative
8:00am You must be ready for tours at any time.
8:15am Work Day starts Officially
8:30am Check email and respond
Check phone messages and respond. Phone Calls
9:00am Typical number of inbound phone calls daily
can average from 5-15 phone calls.
9:30am Typical number of daily outbound phone calls
see the monthly schedule to plan the day. can average from 5-10 phone calls per day.
10:00am Usually, the phone calls concern regional manager's
requesting information and questions.
10:30am Other phone calls are from the other departments
requesting information.
11:00am
11:15am 45 minute lunch break.
11:30am
Territory Changes
Length of time to write a territory change depends upon
12:00am Return from lunch the complexity of the changes as written by
Check email and respond the regional manager.

12:30pm Check phone messages and respond. The time frame to write a territory change varies from
15 minutes to several hours.
1:00pm
Contracts
1:30pm The average length of time required to complete a
new rep's contract varies from 1/2 hour to two hours.
2:00pm This would include listing all counties and zip codes
in the territory within the contract, plus making and printing
2:30pm the maps that accompany the contract.
Average number of sales and service territories to maintain
3:00pm was about 500 reps.
Average number of Regional Managers is 20 to 25 people.
3:30pm Average number of Divisional Managers is about 4 to 5 people.
4:00pm
Miscellaneous Requests
Average number of requests from other departments and
4:30pm File any paperwork. regional managers on a typical day: 0 to 4 requests.
Prepare for tomorrow's work
5:00pm Work day officially ends.
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Territ
ory
Mana
geme
nt:
Time
Mana
geme
nt for
the
Typic
al
Mont
h.
Sund
ay
Monday Tuesday Wednesday Thursday Friday Saturda
y
1 2 3 4 5
RMM
038
Finish any territory change
corrections
Open Territory Report
from the prior month end. Write Territory
Changes
Complete
writing of
Complete any requests
from
Start the new sales rep
contracts
territory
changes
Management from this
week.
New Sales Rep Information
Profile.
Obtain New sales Rep
account numbers
new sales rep
contracts
new sales rep
contracts
new sales rep contracts

6 7 8 9 10 11 12
New sales rep contracts
due
Correct USB Errors if
necessary
ALI Report Due Open Territory Report
New Sales Prospect/User
Lists
Distribute the signed New
Rep Contracts
from
Write Territory Changes Management from this
week.
Start new service rep
contracts
Complete writing of
territory changes
New Service Rep
Information Profile.
new service rep contracts new service rep
contracts
new service rep
contracts
new service rep contracts
Obtain New Service Rep
account numbers
13 14 15 16 17 18 19
Rosters Open Territory Report
New service rep contracts
due
Month End Regional
Manager's Reports
from
New Service User Lists Distributor List Management from this
week.
Trade Area Report
Copy all Splits, BLT, and
HDT changes.
Enter Territory Changes
Print Regional Manager's
Labels
Print Distributor Labels Complete
writing of
Time Sheets territory
changes
Write Territory Changes Complete writing of
territory changes
Distribute the signed New
Rep Contracts
20 21 22 23 24 25 26
territory changes
from
Management from this
week.
Enter Trade Area
Changes
Copy all Splits, BLT, and
HDT changes.
27 28 29 30 31
territory changes
Enter Territory
Changes
for the 1st Complete any requests

for
File Transfers Management from this
week.
Time Sheets
Due.
Finish any territory
change
corrections from the prior
month end.
Territory Management: Time Management for the Typical Month
The schedule of new reps completing training for the sales and service classes are based on a bimonthly or quartly basis. This will
affect the due dates of the new rep contracts and the resulting territory change data entry.
Service territory changes may be entered into the database at any date. While sales territory changes are completed only at the
beginning of the month.
Any questions about a territory change submitted by a regional manager must be resolved well in advance of the effective date of
the territory change.
Phone calls to and from the regional managers can occur on a daily basis to resolve questions and fulfill requests.
New Rep Contracts (sales) finished for the reps completing training on the 4th of this month.
ALI Report completed and faxed to the Automotive Lift Institute. Copies made for Mr. Pete Liebetreu. Signature from the manager
for the ALI bill
New Rep Contracts (service) completed for the reps completing training on the 12 of this month.
New reps completed with training; signed contracts must be returned from the training instructors.
New reps complete training: new rep contracts due at the latest.
Print Rosters; Month End Regional Reports: Distributor List due: Open Territory Report Due.Time Sheets Due: Trade Area Report
printed.
Enter Territory changes.
New reps completed with training; signed contracts must be returned from the training instructors.
Enter Trade Area Changes: Copy all split state/county codes, Balancer, Beake Lathes, and Tire Chengers (BLT), and Heavy Duty
Truck (HDT) changes for the current month to the Marketing Analyst:
Enter Territory Changes due on the 1st of the next month: Check the changes after entering for accuracy.
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Territory Management: Time Management for Yearly
Projects
Jan Sales Territory Map
to be redrawn for Mr. Dave Smith's Office.
Approximately one week.
Feb Franchise Distributor Contracts
November to March (Continued from prior year)
Data entry for the signed distributor contracts
Mar Franchise Distributor Contracts
March 15th
Obtain approval from Steve Helmkamp to activate
the current year distributor contracts entered on the
AS/400 computer system.

Apr
May
Jun
Jul
Aug
Sep Franchise Distributor Contracts
September
Notify Steve Helmkamp to update the distributor contract
and the accompanying bulletin.
Request the appropriate reports from the AS/400
computer or the IT Department.
Complete the required calculations from these reports:
Give the calculations for the number of contacts and
bulletins to Steve Helmkamp.
Order the listed supplies for the Direct Mail Project
Produce the Hunter Engineering Company mailing return
labels
Produce the required amount of territory maps
Produce and customize the territory maps.
Oct Franchise Distributor Contracts
October
Get approval from Steve Helmkamp for the newly printed
Hunter Authorized Distributor Decals.
Start the mass mailing for the distributor contracts.
The time frame for the entire mass mailing should last for
approximately two weeks.
Produce the sales representatives’ mailing labels at this
time.
Assemble the Distributor contract mailing package
alphabetically by region.
Nov Franchise Distributor Contracts
November to March
Data entry for the signed distributor contracts.
Coordinate efferots with Betty Vogelsang in the Customer
Service Department.
Dec File Transfer from Current year to Next Year.
Territory data entry must be coordinated and completed
according to the time schedule
set by the IT Department. They close out the year end for
data entry.

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Franchise Distributor Contract Issues
This follows from a conversation with Steve Helmkamp and myself (Rosemary Mrazik) on 5/5/2000.
Issues
1. Distributor contracts are not returned to Marketing in a timely manner.
2. Distributor contracts are missing important information.
3. Outdated contracts are used instead of the current year’s contract version.
4. The status of a distributor contract are unknown by the customer service rep and Steve Helmkamp.
(My interpretation at the time of the conversation.)
Solutions
Issue 1: Distributor contracts are not returned to Marketing in a timely manner.
To encourage the sales representative to return the signed contracts on time, include a return envelope with Hunter’s address with
an attention to Marketing. The purpose is to keep the returning contracts from getting lost within the company.
Issue 2: Once the contracts get to Hunter, they are missing important information including: quota, sales representative’s and
regional manager’s signatures. , a list of products sold, a description or map of the territory, and missing important pages.
Currently when marketing gets an incomplete contract, the procedure is to not enter the contract, email the representative
requesting the missing information, and keep a file of the pending contracts. Steve Helmkamp follows this up with a telephone call.
The solution is to return the contract is any information is missing and keep a database on all of the incomplete contracts. The
database will be used to answer questions from the sales rep or the regional manager by tracking the following information:
distributor name, representative, a reason for the return, date received by marketing, date returned to marketing, and a reason for
the return. This database will be shared with Steve Helmkamp and myself on Excel. A form letter can be used to check off a reason
for the return and sent with the contract, hopefully answering the questions from the sales rep.
An exception will be made for contracts that have all of the important information, but are missing information pages. This would
include the last two pages of the contract.
Issue 3: The sales representative used the prior year’s version of the distributor contract to sign a distributor for the current year.
The solution is to return the contract to the sales rep since it is not valid.
Issue 4: The status of distributor contracts are unknown by the customer service coordinators or Steve Helmkamp (my interpretation
at the time of the conversation). They usually walk over to my desk and ask if a contract for a distributor has been signed with a
specific rep.
The solution is to put the existing contract information as entered on the AS/400 in an inquiry screen available to the customer
service reps and Steve Helmkamp. The screen would show the name of that distributor, the sales reps who have sent in signed
contracts, and the specific territory covered by that distributor. Note: this solution follows from a suggestion made by Melinda
Haskins in customer service.
NOTE: Mr. Helmkamp and myself have copies of this memo from the original date of writing; 5/12/2000. This memo was also copied
and attached to each of my performance reviews.
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Authorized Distributor Contracts
Yearly Procedure

Time Table
September: Start Date
October: Mail Date
January: Completed contract by sales rep return
March: Activate the distributor contracts on the AS/400
April: Contract data entry slow down
Supplies
Hunter Engineering Authorized Distributor Decals
Bulletins
Sales Represenatives’ territory maps and product pages
Sales Representatives’ Mailing Labels
First Class Mailing envelops
Return envelopes
Hunter Engineering Company return labels
Chip board
Postage
Calculations
Number of Distributors
Number of Sales Representatives
Decals: (2 per distributor) + 20%
Contracts: (4 per signed distributor per sales rep + 3 per signed distributor per Heavy
Duty Truck sales rep) + 20%
Bulletins: (1 per sales rep) + 20%
Particle Board: ( 1 per sales rep) + 20%
First Class Mailing Envelopes: (1 per sales rep) + 20%
Territory maps and Product pages: (4 per signed distributor per sales rep + 3 per signed
distributor per Heavy Duty Truck sales rep)
Return Envelops: (1 per sales rep) +20%
(The 20% is the extra ordered to allow for error and new distributors to be assigned throughout the year.)
Reports
Distributor by Salesman List-2 copies
Distributor Roster
Sales roster
State/County Listings for each sales representative
Signed Contract-Distribution List
Sales Representative Product Type:
Balancers, Brake Lathes, and Tire Changers Sales Rep: (BLT)
Systems Sales Rep: (Excludes BLT products, and includes HDT and Systems products)
Combo Sales Rep: (includes HDT, BLT, and Systems products)
For all of the above types of sales representatives: 4 copies are made of the signed distributor contract. The copies are distributed

as follows:
Marketing Department
Yearly Procedure
Regional Managers
Sales Representatives
Distributor
Heavy Duty Truck (HDT) Sales representatives: 3 copies are made of the signed distributor contract. They are distributed as follows:
Marketing Department
Regional Managers
Sales Representative (who also acts as the HDT distributor)
The Distributor Contract and documents
This is assembled for the mass mailing and sent by certified mail.
Bulletin
State/County Listing
Maps
Product pages
The Work Flow
(as it follows the time table)
September
Notify Steve Helmkamp to update the distributor contract and the accompanying
Bulletin.
Request the appropriate reports from the AS/400 computer or the IT Department.
Complete the required calculations from these reports:
Distributor by Salesman List: the number of contracts and territory maps to be mailed.
Distributor Roster: Number of Distributors, Decals to be ordered, and Contracts to be produced.
Salesman Roster: Number of sales representatives, Bulletins, Chip boards, first class mailing envelopes, return
envelopes.
Give the calculations for the number of contacts and bulletins to Steve Helmkamp.
September
Supplies:
Order the listed supplies from the following people:
Rhea Petty in Advertising: Decals
Amy Engrav in the Mail Room: copies of Contracts, Chip Board, First Class
Mailing Envelopes, and Return Envelopes
Produce the Hunter Engineering Company mailing return labels from Excel and print on a laser printer.
Produce the required amount of territory maps using the MapPoint Mapping software and print on a laser printer or color printer.
Download the territory information from the AS/400 computer to an Excel spreadsheet. Link the spreadsheet to MapPoint Mapping

software, customize and print the maps on the color printer.
October
Get approval from Steve Helmkamp for the newly printed Hunter Authorized Distributor Decals.
Start the mass mailing for the distributor contracts. The time frame for the entire mass mailing should last for approximately two
weeks. This will allow for a reduced work load from regular duties that will be occurring at the same time.
Yearly Procedure
Produce the sales representatives’ mailing labels at this time. A request can be sent to the IT Department.
Assemble the Distributor contract mailing package alphabetically by region. Send the unassigned territory contracts to the regional
manager. Mail the contracts in batches each night to keep control of the workload given to the mail room. Check with the mail room
supervisor prior to mailing the first batch. They must have the correct amount of postage and time to process the large amount of
mail.
Use an Excel spreadsheet to keep track of the contracts mailed by the sales rep and the mailing date.
November to March
Data entry for the signed distributor contracts on the AS/400 computer system in the inactive data entry screen.
After the signed distributor contract reaches the Marketing Department for data entry, notify Betty Vogelsang in the Customer
Service Department. She will send two Authorized Distributor Decals per distributor.
March 15th
Obtain approval from Steve Helmkamp to activate the current year distributor contract on the AS/400 computer system.
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Territory Change Outline
Territory Change Outline
I. Initial Preparation
1. Field Activity Report (FAR)
1. Assign rep numbers based on the Rep. Number Assignment Report.
2. Check the effective dates for the territory change request against the sales and service rep. training end
dates.
a. Expect a new rep list and Training Center schedule from Kay Cole that can be used for this
purpose.
b. The effective date is the day after training ends, except for:
1. Systems reps- the effective date is at the end of week 3 of training.
2.
3. Approval from Dave Smith is required for all exceptions to the rules.
1. Obtain a rep account number from Accounting for new reps.
4. Distribute the FAR to those who need to know after the above information on the FAR is added or checked
for accuracy.
5. Schedule the territory change on a calendar. The actual date of the territory change may be several weeks
from the date the FAR is received.
2. Write the changes according to the regional manager’s instructions.
1. Expect a Field Activity Report from the regional manager well in advance of the effective date for the territory change.
1. There are approximately 20 to 25 regional managers that send instructions for the maintaining of the sales and
service territories for their regions.
2. There are 4 to 5 divisional managers that are also regional managers. Expect correspondence from them
concerning their regions.
3. It is important to follow the instructions as written. Any discrepancies should be addressed by contacting the
regional manager.
2. Write the territory change for all reps involved at the same time.
1. Territory changes are based on several different situations: Region line changes; the hiring /firing of sales/service

reps; transferring one rep to a different territory; the introduction of a product line; a new sales/service contract is
written. These are a few of the main types of territory changes.
1. Sales territory changes occur at the end of the month. This has to be coordinated
with the payment of commissions from the accounting department.
2. Service territory changes can occur at any time.
1. Complete one territory change at a time. Have all of the reps personnel folders available when writing the one
territory change. This can involve as few as two territories to 25 territories, depending upon the regional managers’
instructions.
2. Cross check all territories involved to make sure that counties gained or lost by reps seems logical based on the
physical locations of counties for adjacent territories. If it seems that a county reassignment should or should not
logically move from one rep to another, ask the regional manager.
3. Use the most recent territory maps in the personnel folders for all reps involved to mark counties that are moved.
This keeps track of the changes as the writing of the territory change may take several hours.
4. If necessary, produce working maps of the new territories to compare and contrast with the written instructions and
the old territory maps of the individual reps. Use this as an accuracy check on the territory change writing.
5. If the territory change is in dispute between several regional managers, and after an attempt is made to resolve the
dispute, Dave Smith will resolve the dispute.
6. Use a territory change data entry sheet to write the movement of a county from one rep to another.
1. Trade Area Changes: this is completed at the same time when reassigning the counties for sales reps. This is completed for
sales territory changes and not service territory changes.
1. Trade areas are based on the sales quota for individual counties.
2. Trade area quota amount is set by management and used for the tracking of sales by county and by individual
reps. (My assumption based on my experience.)
3. Keep adjacent counties together to make one trade area that have an accumulated quota dollar amount meeting
the amount set by management.
4. When a sales rep has a county added or removed from the territory and pre existing trade area, the remaining
trade areas for this territory should be realigned by adding counties to a pre existing trade areas. Create a new
trade area as a last resort.
5. Use the territory change sheet to keep track of the trade areas that are reassigned to different counties. Use a
trade area change sheet for data entry when reassigning the trade areas to new sales reps, or deleting/adding
trade areas.
6. Trade area changes are entered into the computer system that may be at a different date from the territory changes
based on counties. Trade area changes are completed at the same time for all applicable territory changes at the
end of the month. When this occurs, keep the entire territory change in a pending file until all changes are
completed.
1. File the territory change in a pending file based on the effective dates for the territory changes. File all sales and service
personnel folders.
2. Produce the contracts for new sales and service reps at this time. Produce the amendments at this time. ( Note: I was not
able to produce and send the amendments until after the territory was entered into the computer territory database due to
the backlog of work. Management would prefer that the amendments be sent prior to the territory effective dates. This
would allow the reps to review the amendments and prepare for their new sales or service territories well in advance of the
date that the territories are covered by that rep.)
II. Data Entry
1. Territory Changes
1. Input the data entry into the AS/400 computer file for territory changes according to the effective date of the territory
change.
2. Dedicate an entire day for data entry only. This will require accuracy and checking of the data entry for errors. If an error is
found, the correction must be made immediately.
3. Print the state/county lists for all reps involved in the territory change. Use this to check the accuracy of the data entry from
the original instructions from the regional manager.
4. After obtaining the computer printout for a specific territory change, review the printout for errors in the data entry. Make
corrections if necessary and check the new computer printout once again.
5. File
2. Trade area changes.
1. Input the data entry at the end of the month for all territory changes that have changes to the trade areas.
Dedicate one day for this.
2. Check the data entry for accuracy after obtaining the computer printouts. Make corrections as needed and

check once again for accuracy.
3. File
III. Prospect/User Lists
1. Produce prospect/user lists on paper and/or disk for sales reps.
2. Produce User lists on paper and/or disk for service reps
C. This is produced for sales and service reps after the date of the territory change. The report is based on the
computer files on the A/S 400 used for the sales and service territories. A correct prospect/user list can only be
produced from the computer after the correct/new territories are entered into the computer. This is usually the
effective date of the territory change and after the time of data entry. (Note: this was the case at the time I was
employed.)
IV. Contracts/Amendments.
A. Sales or Service Representatives
1. Contract/Amendment cover letter
2. Contract/Amendments
a. Legal document
b. Product pages
c. Maps and information: Maps, zip code maps, and zip code listings.
3. State and County listings
4. Return envelope addressed to Steve Helmkamp.
5. Certified mail
B. Sales or Service Representative’s personnel folder
1. Cover sheet
2. Product page.
3. Maps and information: Maps, zip code maps, and zip code listings.
4. Interoffice memos
5. Field Activity Report (FAR)
6. State and County listing of the current territory
7. Amendment cover letter copy
3. Marketing binders
1. Current territories in readily accessible binders.
2. Sales and Service territories
a. Coversheet
b. Maps and information: Maps, zip code maps, and zip code listings.
c. Product lists
3. Interoffice memos
4. Regional and Divisional Managers
1. Cover sheets
2. State and County Listings
3. Contract/Amendment cover letters
4. Product lists
5. Maps and information: maps, zip code maps, and zip code listings.
6. Interoffice memos.
7. Distributed in the Mail Room.
V. Filing
1. File and email interoffice memos.
2.
VI. Return of signed contracts/amendments
1. Signature from senior management that can represent the company on a legal document.
a. Steve Helmkamp: Customer Relations Manager
2. Distribute and file signed contracts/amendments.
a. Dave Smith: V.P. Sales and Marketing
b. Regional and Divisional Managers
c. Sales and service personnel files in Marketing
------------------------------------------------------------------------------------

Mission Equipment and Lifts, Inc. Work Portfolio
Mission Equipment and Lifts
Company Meetings
Weekly Staff Meetings
Date: January 3, 2006
To: Jerry Giardullo: CEO
Teresa Swank: Office Manager
Lucas McAhren: Service Manager
Rosemary M. Mrazik: Administrative Coordinator
Attendees:
Jerry Giardullo
Teresa Swank
Lucas McAhren
Rosemary M. Mrazik
Jerry Giardullo
1. 2006 Plans: This will be the second year of incorporation. The lease will soon expire and there will be a possible relocation
to a different office.
2. The ADG Group: The purpose of joining the ADG group is to gain access to buyers, provide an economical line of products,
and sell more Hunter Engineering Company products.
3. The goals for the next thirty days: double the sales.
1. On 1/5/2006 is a training meeting with the Hunter Engineering sales representatives.
2. The advertisement mailers will lead to more telephone calls and orders.
3. Increase the sales and service orders.
4. Rosemary Mrazik: Learn the business workflow.
i. This will include bookkeeping, logging the sales, collections, accounts payable, telephone calls.
ii. Duties: learn the filing system, the sales agreement and purchase order system, enter into quickbooks,
track shipping, product arrivals, product installations, and payments to Mission Automotive.
iii. Steamline the order procedure: look at the filing system to start; coordinate the incoming telephone calls
into a call memo sheet to where it is organized. The frequency of the telephone calls will increase and so
should the quality of the telephone calls. The telephone calls should include the name of the business, the
person calling, and the telephone number. Do not give quotes over the telephone. Forward the telephone
calls for Jerry Giardullo to review.
iv. Organize the literature.
v. Policies and procedures; have all transactions written and given to Jerry Giardullo for approval.
vi. The databases: A customer database, vendor/manufacturer database, Sales database. Possibly use the
software from ACT.
vii. Eventually coordinate the crossover of the sales functionto the service function.
viii. Housekeeping: learn the basic functions of. Keep the doors locked/ UPS delivery and Fed Ex deliveries.
5. Lucas McAhren: He will be providing the inhouse service for installations and working with contractors. Lucas will
coordinate with the sales people to install the equipment, drive the forklift. He is licensed and insured to drive the
forklift.
6. Teresa Swank: File System, keeps track of the shipping, bookkeeping with Caroline; time sheets for the pay dates
on the 1st
and 15th
of each month.
4. There will be a sales meeting on January 5, 2006 at Coco’s followed by a meeting at the office with the sales
representatives.

To: Jerry Giardullo: CEO
Teresa Swank: Office Manager
Lucas McAhren: Service Manager
Rosemary M. Mrazik: Administrative Coordinator
5. There will be staff meetings each Monday to discuss the prior week’s duties, the current week’s tasks, and the future goals.
1. Discuss the accomplishments.
2. Discuss where assistance is needed.
3. Discuss the quality of the work and expectations.
4. The meetings will last for one hour.
RMM 1/11/2006 4:00:57 PM
---------------------------------------------------
Mission Equipment and Lifts
Company Meetings
To: Jerry Girardullo
Teresa Swank
Rosemary Mrazik
Topic: Administrative Duties/Open Accounts-Business in Process
Attendees:
Jerry Giardullo
Teresa Swank
Rosemary Mrazik
Priorities:
Prior Week Duties/Tasks
Current Week’s Issues:
Future Plans
Jerry Giardullo:
1. Housekeeping. The coffee pot was on all weekend. Teresa and Rosemary need to coordinate the housekeeping duties.
Each day, in the morning when opening the office and in the evenings before leaving, certain duties must be completed to
maintain the premises. This will include turning off the coffee pot in the evenings, alarm setting, vacuuming the carpets,
turning on/off the heating, locking the backdoor, and taking messages. A complete walk through should be done before
locking the doors at the end of the day.
1. Teresa Swank: Obtain estimates for a new alarm system from ADG. The lease for the current location will expire in
six months. Appointment with ADG on 1/11/2006 with an ADG representative.
2. Rosemary Mrazik: Complete a task list for the walk through. Completed by Teresa Swank in a prior memo. The
task list is posted in the lunch room.
2. Monday Meetings: Be prepared for each meeting. Make copies of reports for review with Jerry.
1. Teresa Swank: Topics-Accounts Receivable-Work in Process.
2. Rosemary Mrazik: Take notes for the meetings and type the minutes. Give to Jerry for review. Completed for the
first two meetings.
3. Orders:
1. U-Line orders-order plastic wrap and binders. Complete this week.
2. Spetrix: order ½ dozen water filters, order 6 of each kind of water filter.
4. Merchant Card Machine: The current merchant card machine costs too much.
1. Call other merchant card providers to obtain a different card machine. The goal is to decrease the cost. The current
cost is .10 per transaction, ½% for the data RT; 1.25% of the 10% for an additional cost; fees/dues are $49.00 per
month; an additional 2% fee.

2. Task assigned to Teresa Swank. To be completed by next week.
5. Accounts Receivable (Open Accounts): The most important part of the business.
1. This is to be reviewed each Monday meeting
2. Automotive Specialist: Contact today; a high priority for Teresa.
3. Bay Area 3000
4. Bob Baker Subaru: They have a total of nine locations. Contact the location in Carlsbad, CA today.
5. Accounts Receivable Report: Questions concerning the due date on the report. Is the due date on the report
reflecting the correct date?
6. Rosemary is to become familiar with the work flow process.
7. The file for Teresa: invoices, ledger receipts for bills paid; credit card bills, etc. There is a question about the
Mountain Valley order. Contact Bob Valencia today.
To: Jerry Girardullo
Teresa Swank
Rosemary Mrazik
Topic: Administrative Duties/Open Accounts-Business in Process
Jerry Giardullo
6. Order Service Parts: SVI: The bill for Carriage Motor Parts for $155.00, $118.00 is in question.
7. Commissions: This duty is currently completed by Jerry Giardullo.
1. Service Commissions: When Russ, Gary, and Tom Cattell write an order for service, what is the procedure to pay
Buddy for the labor to install the equipment?
2. The goal is to maintain good records. File the commissions for the sales and service representatives in one place.
For the service representatives, maintain two files per rep; one for work in process and one for work completed. For
the sales representative, maintain two files per rep; one for pending commissions and one for paid commissions.
3. Jerry will be hiring one sales rep and one service rep within the next year.
8. Purchase Orders:
1. Purchase order for Tuxedo Distributor’s
2. ADG Purchase Order: for RTI. Call the customer to get the status for the order. This is a first time order. Give the
status of the order to Jerry.
3. Carriage Motors: What is the status of the purchase order? Was this invoiced?
4. Lexus: Jerry Giardullo closed the sales deal this past Friday with a signed Purchase Order Agreement.
5. Rosemary: follow the work flow process as this order is placed.
RMM
1/9/2006 3:25:08 PM
Updated: 1/10/2006 1:33:28 PM
-------------------------------------------------------------------------------
Date: January 16, 2006; January 18, 2006
To: Jerry Giardullo
Teresa Swank
Rosemary Mrazik
Lucas McAhren
Topics:
Attendees;
Jerry Giardullo
Teresa Swank

Lucas McAhren
Rosemary Mrazik
Priorities:
Future Plans
Staff Meeting on January 16, 2006
Jerry Giardullo:
1. Current Topics:
1. The brochure on meter seals should be given to Lucas McAhren.
2. Filing: Complete a filing area for the state compensation fund, workman’s compensation, insurance companies, etc.
3. Year End Taxes: Chris White and Associates is the company to complete the taxes for Mission Equipment and
Lifts. It is time to get ready for taxes; the year end financial statements.
4. AESCO: contact the company for the second time to have the part returned due to an incorrect shipment from this
company.
5. Caroline- the bookkeeper – needs to be in on a regular basis.
6. Miramar with MCAS; the billing.
7. Copy of the resale number needs to be sent to Coastal Equipment.
8. Accounts receivable
9. Quick Books upgrade; read about. Should the QuickBooks software be upgraded?
10. Tax assessor: Gregory J. Smith: save the information to a file.
11. Big O documentation for the accounting. File the receipts.
2. Lexus
1. Bend-Pak order: Place the order on the 17th
and schedule Buddy and Lucas to install.
3. ADG Literature filing; Determine the space for filing the ADG literature and consolidate the Champion literature. Send each
salesman 10 brochures.
4. Check the status for the emblem on the truck.
5. The advertisement fliers: the telephone number was correct, but the exchange was not correct with AT&T.
6. Confidential Information: leasing companies, vendor lists, costs of items, etc are not to be shared with people who are not
employees of the company. Lucas is on a need to know basis.
7. Computers: Obtain a USB device to back up the information on the computers.
Jerry Giardullo:
8. Sales Leads Report:
1. For the sales lead report, print the header at the top with the company name larger.
2. How did the sales leads originate? Include a column for the source of the lead-the advertisements, the sales
representative, or from Mission Automotive?
3. Contact each sales representative each week to obtain the sales leads to enter onto the report.
4. Send an email to document the sales leads.
9. Advertisement Mailers: sent every three months.
10. Service Requests

1. Rename the report; include a column for a telephone call the following week.
2. Inform Lucas the type of service requests.
11. Expected Work Hours:
1. Teresa Swank: Mondays and Fridays-8:00-2:00; Tuesdays, Wednesdays, and Thursdays-8:30-4:30.
2. Rosemary Mrazik: Mondays –Fridays-8:00-5:00 with one hour for lunch. Pay raise on February 1, 2006 to $11:00
per hour.
3. Lucas McAhren: Mondays –Fridays 8:00 (8:30) -5:00. Fill the time sheet on a daily basis, use a clipboard, he is on
a salary basis.
12. Website: Jerry Giardullo would like to have the website ready within 30 days.
13. Act! and QuickBooks update.
14. Lucas McAhren; He will need a workbench, filing cabinets, and a computer.
15. Shipping and Receiving:
1. Call the customers to deliver the equipment
2. Make a shipping and receiving log
3. Purchase Order Agreements
Jerry Giardullo
1. The time sheets: separate the hours on the time sheet into regular hours, overtime hours, and total hours. Round the hour
calculation to the quarter hour. For the incorrect payment amount for Rosemary Mrazik, Jerry does not need a copy of the
prior paycheck stub to document the hours paid. The paycheck stub is on file for future reference. The time sheet is to be
kept visible for Lucas McAhren.
2. Rosemary Mrazik will have an increase in pay on February 1, 2006 to $11.00 per hour. The added responsibilities will
include learning Quickbooks and producing invoices, shipping and receiving.
3. Petty cash will be created for miscellaneous purchases for the office. The purchases will be tracked on an accounting sheet
(tracking/register)- to be completed by Rosemary Mrazik. Teresa Swank suggested obtaining a strong box to lock the petty
cash. The petty cash was suggested by Teresa Swank.
4. The past due accounts are collected. The cash flow is caught up.
Jerry Giardullo
5. Jerry Giardullo will be hiring an additional service person and purchasing a truck within one month. He is also searching for
a warehouse to move to within two months.
6. Mission Equipment and Lifts website: Dianne Giardullo will coordinate with the webmaster to have the website up and
running within a short amount of time. Teresa Swank has a description of the website content.
7. Purchase Orders/Invoices:
1. Bend-Pak: Lifts for Russ
2. Hunter Engineering Company–Mossy
3. Big-O Tire
4. Purchase Order and Invoice for Toyota Purchase Agreement; Spetrix: Tom Cattell.
8. Service to be scheduled on the Service Board: Buddy is to be scheduled for service with Carriage Motors on January 23,
2006 and Toyota in San Diego on January 25 and 26, 2006.
9. An order is to be placed with Minute Man Press to make the stickers for the company’s equipment after installation. Minute
Man Press produces the company’s letterhead, logos, and business cards.

10. U Line: Buy a machine to secure the equipment to the pallets when shipped to the customer for installation.
---------------------------------------------------------------------------------------
To: Jerry Giardullo
Teresa Swank
Rosemary Mrazik
Lucas McAhren
Topics:
Attendees;
Jerry Giardullo
Teresa Swank
Lucas McAhren
Rosemary Mrazik
Danny Castro
Priorities:
Future Plans
Jerry Giardullo
1. Quickbooks: Invoices for Collision Plus.
2. Pertty Cash: obtain a strong box.
3. Monday January 30, 2006: Richard Martinez for the decal on the company truck.
4. Clean and Organize the lunch and conference rooms.
5. The lease for the company office is over in June. Jerry Giardullo is currently searching for a new office with a larger
warehouse.
6. Make certain that questions are asked during meetings to clarify any topics.
7. Lucas:
1. Keep a roll of company Parts, Sales, and service stickers in the company truck. This is to be used at the shop
locations to advertise how to reach Mission Equipment for service requests.
2. The Sure workbenches will be delivered to Lexus this week.
8. Rosemary:
1. Sales leads
2. Telephone calls: obtain the company name, the phone number, the nature of the telephone call.
3. Leads: These can be verbal and by email. These must be sent to the sales rep the same day the leads are
obtained.
i. Send directly to the salesperson; Russ, Gary, and Tom
ii. Enter onto the sales lead sheet
iii. The sales reps should provide at least 4 leads per week.
iv. Complete the sales lead report for review by Jerry Giardullo during the company meetings each Monday.
v. Lucas can work with sales by providing sales leads. Sales and service can work together.
vi. Send a reminder email to all of the sales reps each Monday to have the sales leads by Friday of the week.
9. Teresa:
1. Website: provide the information to give to the website designer.
2. Sales leads will also be generated by customers browsing the web site.
10. Emails: Check every hour

To: Jerry Giardullo
Teresa Swank
Rosemary Mrazik
Lucas McAhren
11. Inventory/Shipping/Receiving:
1. Shipping Log: Create a shipping log with columns to include the date of the shipment, the shipping company, the
manufacturing company, the product description including the serial numbers, short/full order.
2. Receiving Log: Similar description for the log as the shipping log.
12. Billing/Open Invoices: Reviewed with Jerry Giardullo and Teresa Swank
13. IRS: Caroline, Teresa Swank, and Jerry Giardullo. Form 9-40 compensation.
14. Lexus Carlsbad/ Vices and oily cans.
15. Toyota Carlsbad: Order from Myers Tire Supply: open the box and check for the invoices from the supplier. Do not send the
invoices from the manufacturer to the end user.
16. NORCO: fax an order form to order brochures. File the literature order forms in Teresa Swanks desk.
17. Meeting with Hunter Engineering Company: Jerry Giardullo, Bill Markey, Brian Fusiliar.
-----------------------------------------------------------------------------------
To: Jerry Giardullo
Teresa Swank
Rosemary Mrazik
Topics: Mission Equipment and Lifts, Inc is a growing company and we will be hiring more people. We should be cognizant of the
people that we interact with on a daily basis and our guests.
Attendees:
Jerry Giardullo
Teresa Swank
Rosemary Mrazik
Danny Castro
Lucas McAhren
Priorities:
Future Plans
Jerry Giardullo:
1. Monday: Lucas and Danny to the job site at Lexus; Staff Meeting at 10:00 AM; Visitors/Guests: Banker at 11:00AM, Gary
Zuckerman, and Kerry with MEDCO at 3:00PM.
2. Topics with Rosemary M. Mrazik
1. Sales Leads
i. By the Friday of each week, 4 sales leads from each sales rep should be emailed into Mission Equipment
with a status update.
ii. Send a reminder email on Monday of each week asking for the sales leads by the end of the week.

iii. During the staff meeting on Monday, Jerry Giardullo will review the sales lead report by dales rep.
2. Service Board/Deliveries-Shipping and Receiving
i. Keep the Service Board current. Be aware of deliveries, know the shipping status, schedule the service
date, and contact the manufacturer if necessary.
ii. Schedule Buddy, Lucas, Danny and Jesse Franklin this week for the Lexus and San Diego Toyota service
jobs.
iii. Keep the shipping and receiving log sheets in a ready to access place for Lucas and Jerry Giardullo.
3. U-Line Strap Puller
3. Topics with Teresa Swank
1. Mission Equipment advertisements: ASC Ad and ADG Ad.
i. ASC Advertisement: complete the mock-up for this ad by the end of today for Jerry Giardullo to review.
Have the changes for Paul at Shade tree for this ad by Friday of this week.
ii. Begin the advertisement for ADG in the next couple of weeks.
2. Administrative and Billing-Open Invoices
i. Billing Proceedures: Obtain all information before sending an invoice or cutting a check.
ii. Know the cost of the equipment for Mission Equipment and Lifts, Inc. and the agreed upon price for the
end user-the customer. If necessary, obtain the approval from Jerry Giardullo and have him initial the
paperwork before sending the invoices/check.
3. Scottsdale-General Liability Underwriter: The agent is Boswell.
4. Business Tax: City of Oceanside: paid business tax.
---------------------------------------------------------------------------------------
Sales Order Process: Lexus
1. An agreement to purchase equipment from Mission Equipment and Lifts is completed and signed with the customer (Lexus)
and Jerry Giardullo. This specific deal was completed on January 6, 2006.
1. Create a Purchase Agreement (quote) for the customer to sign and date. This will include the price quote charged
to the customer and the details for the equipment purchased.
2. The purchase agreement will be faxed into Mission Equipment; check that it is signed-as on a contract.
3. The pricing for the order. The cost from the vendor to Mission Equipment for the equipment order is different from
the price charged to the end user-the customer.
4. Place a purchase order.
2. Multiple parts are ordered from different vendors to fulfill the purchase agreement.
1. A purchase order is completed and faxed to each vendor.
i. Call the vendor the next day to confirm the receipt of the fax. Some vendors will fax a confirmation plus
any corrections to pricing with delivery time frames. Give any revisions to the purchase order to Jerry
Giardullo for review.
ii. Confirm the cost of the order. Enter any cost revisions on the purchase order form and initial. Give the
revisions to pricing to Jerry Giardullo for review.
iii. Obtain an estimate of the shipping time frame.
iv. Vendors involved with this specific deal are Lyon Workspace, MEDCO, Shure Manufacturing, NORCO,
and Bend-Pak, Inc.
v. File a copy of the faxed purchase order with the vendor and the customer files.
2. Track the shipping time frames for each vendor on the calendar.
i. To schedule the shipping times on the calendar, note the vendor name, the order date, and the customer
name (Lexus).
ii. Call the vendor for the shipping date. Ask for a Pro #, ID #, or a shipping #.
3. Contact the customer to inform them when the product will ship, and we will schedule a service installation when
the product arrives to the customer’s site.

4. Schedule the people necessary for service on the calendar.
i. After the customer confirms the arrival of the shipped product, contact a service person to schedule a
service and installation date.
ii. To schedule the service representatives, note the people to be scheduled, the location for the service, and
the name of the company.
iii. Prepare an itemized list of the equipment that will be installed at the customer’s/client’s job site. This will
be used by Lucas to prepare for the installation and check all of the equipment before the products leave
the warehouse to the job site.
3. When the equipment is shipped to Mission Equipment, check the order for accuracy.
1. Compare the packing slip with the order from Mission Equipment purchase order.
2. Contact the vendor if the equipment was shipped incorrectly. Arrange for the company to pick up the incorrect
shipment, if necessary.
3. File copies of the shipping papers with the vendor, shipping company, and the customer. When filing the shipping
papers with the customer, place this with the entire order.
4. Return Equipment Items
1. Schedule a return date with the shipping company.
2. Complete a Bill of Lading for the shipping company.
i. Shipper’s number: 184164
ii. Shipper: Mission Equipment and Lifts, Inc.
iii. Consignee
iv. No of packages, description, weight, class (.70)
3. Pack the return items with a copy of the original invoice.
4. Contact the vendor to coordinate a credit for the return items.
------------------------------------------------------------------------------------------
MCCS Marine Corps
MCAS Miramar
Miramar Way Building 6214
San Diego, CA 92145
Larry Piraino-Center Manager
Telephone: 858-695-7359
Fax: 858-536-1684
Date of Inspection: July 21, 2006
Service Technicians: Lucas McAhren and David Daniels
MCCS Marine Corps
MCAS Miramar
Bay # Lift Make Model SN# Date of Mfg Findings and Recommendations
1 Bend-Pak, Inc. MX-10A 51798 9/3/2005 10,000 lb capacity 2HP 1-Phase
Condition: Working properly at this time.
Recommend: Service in six months.
2 Bend-Pak, Inc. MX-10AC 51797 9/3/2003 10,000 lb capacity 2HP 1-Phase
Condition: Working properly. The equalization cable was
recently changed.
3 Wayne 36K 1533 N/A Inground 2 post
Condition: water in oil tank.
Recommend: Drain oil tank and refill.
4 Hunter N/A N/A N/A See Hunter Engineering Company service technicians
Engineering for maintenance.
Company

5 N/A N/A N/A N/A Inground single post.
Condition: Hydraulic seal is leaking.
Recommend: Replace seal.
6 Bend-Pak, Inc. XL-9 50796 6/24/2002 9,000 lb capacity 2 HP 1-Phase
7 Rotary BA1721 N/A N/A Inground 2 post.
10 Bend-Pak, Inc. XL-9 51274 9/3/2003 9,000 lb. capacity 2HP 1-Post.
Condition: Lift was just moved.
NOTE: Maintenance includes: Visual and Physical inspection, Grease and Lube as needed, Adjust cables,
Adjust arms to raise and lower properly, adjust leg locks, check safety release cable and adjust, check
Advise management as to any additional parts that may be required and discuss safety issues.
**PARTS ARE NOT INCLUDED**
--------------------------------------------------------------------------
February 14, 2006
Jeff Elder
Hunter Training Center
Hunter Engineering Company
5625D Brisa Street
Livermore, CA 94550
Mr. Elder:
This is the signed and dated distributor contract for 2006 from Jerry Giardullo with Mission Equipment and Lifts, Inc. and Matt
Harrington.
Rosemary M. Mrazik
Mission Equipment and Lifts, Inc.
-------------------------------------------------------------------------------------
February 14, 2006
Brian Fusiliar
43063 Benjamin Street
Hemet, CA 92544
Mr. Fusiliar:
This is the signed and dated distributor contract for 2006 from Jerry Giardullo with Mission Equipment and Lifts, Inc. and your BLT
territory. Included are six copies for the territory: three copies with the quota for $225,000.00 and three copies with the quota for
$120,000.00. I did notice that the map and zip code listings are missing. Please review.
Rosemary M. Mrazik

-------------------------------------------------------------------------------------
February 27, 2006
Richard Chilton
Region Manager-Phoenix
909 East Loma Vista Street
Gilbert, AZ 85296
Mr. Chilton:
You will find four copies of the Hunter Engineering Company distributor contract between Mission Equipment and Lifts, Inc. and Raul
Aguilar. Jerry Giardullo and Raul Aguilar signed all four copies. We have one on file for our records.
The distributor contracts are complete except for your signature.
Sincerely,
Rosemary M. Mrazik
-----------------------------------------------------------------------------------------
February 23, 2006
Randell Youngblood
1637 Rowland Drive
Santa Maria, CA 93454
Mr. Youngblood:
Enclosed is the invoice for the 2 Cheetah Bead Seater 5 Gallon products ordered and shipped to your address.
Thank you for working with me as I learn a new job.
Sincerely,
Rosemary M. Mrazik
--------------------------------------------------------------------------------------
June 23, 2006
Randell Youngblood
1637 Rowland Drive
Santa Maria, CA 93454
Mr. Youngblood:
Per Jerry Giardullo’s instructions, I am sending fifty (50) Mission Equipment and Lifts, Inc. brochures, plus three (3) credit
applications, and three (3) Lease applications.
Please review and contact Jerry Giardullo if you have questions.
Sincerely,
Rosemary M. Mrazik
------------------------------------------------------------------------------------------
FACILITY EQUIPMENT AND INSTALLATION QUOTE

For TOYOTA CARLSBAD
An Effort Completed in Cooperation between Balcrank and Mission Equipment and Lifts, Inc.
Offered By:
Jerry Giardullo
President
Mission Automotive Equipment and Lifts, Inc.
In Coorperation With:
Tim Malolepsy
Balcrank
Table of Contents:
Wheel Service Page 1
General Shop Equipment Page 2
Lifts and Racks Page 3
Compressor System Page 4
Vehicle Exhaust Ventilation System Page 5
Cabinets and Benches Page 6
Lubrication System Page 7
New and Waste Fluid Tanks Page 8
AIR LINK Air Tube Systems Page 9
Labor, Setup and Installation Page 10
Summary Page 11
Notes and Declaration to Customer Page 12
Scope of Work Page 13
WHEEL SERVICE EQUIPMENT PRICING Page 1
QTY DESCRIPTION Unit Cost Cost
2 BL505-AB Hunter brake lathe with Bench $4421 $8842
2 20-1667-1 Level 3 Quick Chuck Lathe Adaptor set $899.5 $1799
For the BL505
2 Hunter R811 Aligners with additional 2 Years Software $9293 $18586
Updates
2 DSP600 Camera Sensors with Targets and Adaptors $10771 $21542
2 30-328-1 Remote Indicator Screens $662 $1324
2 RX12XL-43-P Hunter Pit Style 12,000lb. Capacity Align $20776 $41552
Rack, Long Deck with Swing Air Jacks
6 OCL-400 Hunter On-The-Car Lathe with Servo Drive $7329 $43974
And Computer Compensation
6 RP9-9032.0941 Toyota 4x4 Flange offset $129 $774

6 RP9-9032.0794 Toyota Flange Ring $91 $546
1 TC3500-SS Hunter Premium Tire Changer w/side Shovel $8212 $8212
4 GSP9712-LP Hunter Road Force Balancer with StraightTrak $10689 $42756
and Printer System
4 20-1911-1 Low Taper Cone & Flange Kit: Wheel Spacer Ring $1129 $4516
Adjustable Flange Plate Kit, Pin Storage Tray
4 46-433-2 Spacer Ring Light Truck, Performance $39.7 $158.8
4 20-1207-1 Extra Large Truck Cone Kit $97.4 $389.6
4 192-99-2 Toyota Tundra Truck Cone, In-Between $119 $476
4 51-2151-1 RX12/9 Scissors Rack Extender Plates $249 $996
4 147-121-1 RX12/9 Scissors Ramps for Pit Style $287 $1148
Sub-Total $75193.6 $197591.4
Wheel Service Freight $6450
GENERAL SHOP EQUIPMENT Page 2
2 #7790 Tennant Walk around Floor Scrubber, ( 0
9 Stainless steel eye wash stations with foot peddle $365 $3285
6 Norco Telescoping Transmission Jack ½ Ton Fast Jack $819 $4914
11 RFJ-3T 3 Ton Premium Floor Jack, Racing Style $149 $1639
2 NORCO Power Train Lift/Table air/hydraulic foot pump $1843 $3686
operated 1,250 lb. Capacity
30 Justin Red Oily Rag Cans 6 gallon capacity $39 $1170
4 78106 NORCO Folding Engine Crane 2 Ton Capacity $668 $2672
8 Jack Stands 3-Ton Capacity Set of 2 total of 16 $35 $280
4 R134-a, Air Conditioning Units “Fully Automatic”; Recovery, $2798 $11192
Recycle, Recharge, Oil Injection
6 81036A NORCO 1 Ton Capacity hydraulic under hoist stand $379 $2274
With wheels
1 Nu*Star Super Power Pusher, 150K Capacity, 3 Batteries $0
Sub-Total $31112
Shop Equipment Freight $1171
LIFTS and RACKS Page 3
64 Rotary SL210RA with 3-Stage RA arms Front and Rear arms. $0
New 3-stage arms allow for an increase in overall arm sweep
and minimum arm reach. Accommodates short and long wheel
base.
Conventional Smart Lift with Two Plunger Side by Side Fully
Contained Electric-Hydraulic Operation.

208-203 Volt Single Phase. Flip up Adaptors. (each $5,563.00)
Includes; Rotary Power Pack Installation for under bench setup.
2 Hunter Alignment Rack to be moved, setup and re-installed $0
for pit application. See page 11 installation.
Sub-Total $0
Freight and Handling $14046
AIR COMPRESSOR SYSTEM Page 4
2 Champion Rotor-Champ Rotary Screw Air Compressors. $8900 $17800
RCS30 Model #EFC99G 103cfm@150psig Base Mounted
75 dBA Quiet Enclosure. 3600 RPM, 460 Volt, 3-Phase60 Hertz
30 HP
1 400 gallon vertical receiver ASME stamped 200psi 36”x93” $2135 $2135
Compressor Options
2 Nerma 4 control enclosure $349 $698
2 Champion 5 Year extended warranty maintenance kit $575 $1150
2 Air pilot + Remote System Control $0
1 CRN200 Champion Refrigerated Air Dryer, 200cfm $3195 $3195
Voltage 208-230/3/60, Dimensions 40x32x32 1 ½” NPT
Dryer Recommended Options:
1 *Sure Save $213 $213
1 *Suction Pressure Gauge $126 $126
1 *Integrated Coalescing Filter $518 $518
Sub-Total $25835
VEHICLE EXHAUST VENTILATION SYSTEM Page 5
System #1
1 Harvey Model #BD-13, 3 HP 208/230 Volt 3-Phase Blower $4009 $4009
1 Recommended accessories Kit for BD-13 Blower unit. $0
Includes: Vibration Pads, Inlet and Outlet Flexible
Connectors, Back draft damper, Drive cover
On/Off starter for 3HP 230 Volt.
4 Harvey Model #C-UF-PS-30 underground units consisting of $0
Molded plastic floor fitting w/ flush mounted cast aluminum
top flange and lid all with stainless steel piano hinge.
8 x 3” non crush neoprene rubber hose and tailpipe adaptor.
System #2
1 Harvey Model #BD-15 5 HP 208/230 Volt 3-Phase Blower $5761 $5761
1 Recommended accessories Kit for BD-15 Blower unit.
Includes: Vibration pads, Inlet/Outlet flexible connectors
Drive cover, Back draft damper On/Off starter for 5HP 230 Volt.
8 Underground units, 8” x 3” non-crush neoprene rubber hose, adaptors.
System #3

8 Underground units, 8” x 3” non-crush neoprene rubber hose, adaptors $0
System #4
8 Underground units, 8” x 3” non-crush neoprene rubber hose, adaptors. $0
6 Harvey model # H-30-3”-57 “Y” Harnesses, one to each team. $190 $1140
(for dual exhaust vehicles) consisting of: cast aluminum Y fitting,
rubber hose and tailpipe adaptors.
1 Materials fittings, Risers, connectors, sealants, Curving and $29400 $29400
Underground piping range from 8” to 18” as needed. Complete
materials and Harvey exhaust system to complete project.
1 Polished Stainless Steel Frames and Lids $4296 $4296
Sub-Total $56128
CABINETS and BENCHES Page 6
64 Shure Manufacturing Custom Series Bench-Wall mounted, 2 sliding $789 $50496
Doors 60”W x 24”D stainless steel top 48”Wx 24” bench cabinet
with Rotary lift mounting holes on bench legs. Forming (32) 10’
Work centers.
64 Rotary Lift Control Unit Concealment Panel for Smart III with push $156 $9984
Button controls. 12” cover panel to conceal Rotary In-ground lift
Power unit. #791565
32 #791405 Upper 10’ TC3 System Wall-mounted storage cabinet $1058 $33856
Consisting of (2) 4’ storage sections and (1) monitor enclosure with
Retractable, adjustable keyboard stand and mouse pad. Locking with
Gas spring shocks, 120”W x 15”D x 18-1/2”H.
32 #791454 10’ Stainless Steel full length utility chase. Panels (2) $439 $14048
60”W x 1 ½”D x 22 15/16”H panels from the bench top to bottom
Of upper cabinet.
64 Technician Task Light 34” Thin fluorescent light mounts directly $98 $6272
under upper storage cabinet to illuminate work surface.
5 TC3 Sink Station 36” Deluxe Single, Wall mounted stainless steel $1599 $7995
Top with splash guards. Includes Stainless Steel gooseneck faucet,
Mirror, soap dispenser, towel dispenser and trash shoot.
2 #800117 TC3 Sink Station 144” Deluxe – Quad Wall Mounted Stainless $5967 $11934
unit with splash guards. Includes: Mirrors, soap dispensers, (2) towel
dispensers and (2) trash shoots.
64 Tool Storage Cabinet 58 5/8”W x 52 13/16”H x 28 1/8”D. 16 total $2934 $187776
Full extension drawers including 1 full top drawer (58 ½”W),
400 lb.drawer capacity, stainless steel top cap, locking drawers,
Drawer liners, swivel casters with removable concealment skirt.
Dividers and patricians are optional.
Sub-Total $322361
NOTE: Estimated Freight on benches and tool storage is $14900
LUBRICATION QUOTE
Mission Automotive Equipment Page 7

A Calfornia Corporation
QTY PART # DESCRIPTION UNIT PRICE TOTAL
Hose Reels & Control Handles (2) Oil, (2) ATF, Water, (2) Air, (2) Light
56 2220-008 #N/A $383 $21448
56 3330-071 #N/A $185 $10360
56 2220-008 #N/A $383 $21448
56 3330-073 #N/A $185 $10360
28 2220-010 #N/A $381 $10668
28 3340-007 #N/A $17.31 $484.68
56 2220-012 #N/A $389 $21784
56 3270-003 #N/A $5.14 $287.84
56 2530-001 #N/A $322 $18032
28 2230-006 #N/A $83 $2324
28 2230-007 #N/A $97 $2716
28 2230-001 #N/A $162 $4536
Total of 28 Banks of Enclosed Reels, 9 Reels per Bank Subtotal: $124448.52
Hose Reels & Control Handles (2) Oil, (2) ATF, Water, (1) Air, (1) Light
16 2220-008 #N/A $383 $6128
16 3330-071 #N/A $185 $2960
16 2220-008 #N/A $383 $6128
16 3330-073 #N/A $185 $2960
8 2220-010 #N/A $381 $3048
8 3340-007 #N/A $73.31 $586.48
8 2220-012 #N/A $389 $3112
8 3270-003 #N/A $8.14 $65.12
8 2530-001 #N/A $322 $2576
8 2230-005 #N/A $83 $664
8 2230-006 #N/A $97 $776
8 2230-001 #N/A $162 $1296
Total of 8 Banks of Enclosed Reels Subtotal: $30299.6
Oil Pumps & Accessories (2) Oil (2) ATF
4 1130-008 #N/A $1187 $4748
4 3120-025 #N/A $85.19 $340.76
4 4411-015 #N/A $28.67 $114.68
4 3260-051 #N/A $95 $380
4 8261-005 #N/A $33 $132
4 8141-005 #N/A $18.4 $73.6
4 3270-048 #N/A $6.76 $27.04
4 3270-027 #N/A $4.86 $19.44
1 3110-009 Pump Sentinel Console
Total of 4 Pumps & Accessories Subtotal: $5835.52
Page 7-a
Waste Oil & Waste Coolant Pumps & Accessories
8 1120-013 #N/A $323 $2584
8 3120-040 #N/A $56.8 $454.4
8 4140-015B #N/A $194.73 $1557.84
8 1120-015 #N/A $436 $3488
8 3120-040 #N/A $56.8 $454.4
8 4140-015 #N/A $194.73 $1557.84
Total of 8 Evac Locations for Waste Oil and Waste Coolant Subtotal: $10096.48
Waste Oil & Waste Coolant Drains
24 4110-012 #N/A $318 $7632
12 4110-017B #N/A $318 $3816
Total Drains Subtotal: $11448
TOTAL: $187963.64

Note:
Waste Coolant couplers and nipples are a different size than waste oil to minimize the chance of cross
contamination.
NEW and USED FLUID TANKS
New Oil Tanks
1 Custom 5,000 Gallon Double Wall Rectangular UL 142 Listed $29987 $29987
Tank 10’L x 6’W x 12’H made of ¼” steel. Painted White,
1 Tank Trim and Ground level Fill with Overfill Prevention $3492 $3492
valve.
3 Custom 2,000 Gallon Double Wall UL 142 Listed Tank $8594.33 $25782.99
7’L x 4’W x 12’H made of 3/16” steel. Painted white.
3 Tank trim and Ground level fill with overfill prevention $3119 $9357
valve.
Waste Oil Tanks
1 Custom 7,540 Gallon Double Wall Rectangular UL Listed $39987 $39987
Tank 14’L x 8’W x 9’H, Tank is made of ¼” steel. Painted
white.
1 Tank Trim and Evacuation spill box $963 $963
Waste Coolant Tank
1 Custom 2,040 Gallon Double Wall Rectangular UL 142 Listed $9164 $9164
8’L x 5’W x 9’H Tank is made of 3/16” steel. Painted white.
1 Tank Trim and Evacuation Spill Box $963 $963
Sub-Total $119695.99
AIR LINK, Pneumatic Tube System Page 9
1 Base System to include (1) Cashier & (6) Service Write-up $41985 $41985
locations. Materials Include: Steel tubing and bends (2) 6-port
diverters, 7 hp 220/440volt, regenerative blower with starter,
pneumatic air shifter, computer consoles, (7) box style stations
with trim frames for building into the wall.
1 Service Bay Teams Include: (6) stations located evenly throughout $27272 $27272
The service bays. To include steel tubing & bends, (1) 6-port
Diverters, and (6) slide sleeve style stations.
1 Future Service Write-Up “rough-in” Materials consists of tubing $6477 $6477
& bends run from the diverter up to the service write up area.
Stations & controls to be added at a later date.
1 Remote Service Bays Materials to run tubing & bends from $11250 $11250
diverter up to the rear of the building, exit building for under-
ground routing (~350’) to remote building. Diverter, stations and
controls to be added at a later date.

Sub-Total $86984
Freight $585
The AIR LINK System 5000 is Fully Automatic.
Exclusions:
Electrical power feed and general contractor content such as framing,
patching, or fire stopping thru fire wall or paint. Air supply to be shown
with compressor quote. Sound installation wrap for showroom.
LABOR, SETUP and INSTALLATION Page 10
Cost
Wheel Service $1800
Disassembly and relocate 2 existing Hunter Scissors alignment
racks for use with pit-style installation. Includes moving the DSP600
sensors (No charge for the new RX12). Hunter Rep to calibrate cameras.
General Shop Equipment $0
Assemble, setup, install and train on all equipment list as General
Shop Equipment.
Lifts and Racks $126400
Install 64 Rotary In-ground twin post 10,000lb. Capacity hoist.
Includes Power Pack setup on Shure work station. Electrical hookup
And finish work for each hoist. Turn key ready to use.
Air Compressor System $92180
Install Champion Rotary Screw Compressors and Refrigerated Air Dryer.
Run all air lines to hose reels and work areas including air supply to tire changers,
balancers, and benches. Includes piping, ball valves, clamps, rental equipment and materials as
necessary for the service area air requirements. Run piping and supply
air to the Air Link tubing system, petroleum pumps, dynamometer, alignment racks as necessary.
Vehicle Exhaust System $29811
Install complete Harvey vehicle exhaust system including 4, belt drive motors,
port lids Inlet and outlet connectors underground duct concrete lines and risers
to roof. Turn key System ready to use.
Cabinets and Benches $29600
Installation of 32, 10’ Shure Work Stations with Cabinets, and Tool Boxes.
Includes setup, installation and mounting for 64 benches, Tool Boxes, and
7 Sinks.
Lubrication System $128045
Petroleum, lube, ATF piping and fittings for Balcrank assembly and installations of
350 reels and I mile of piping for new and used oil delivery system.
NOTE: see “Scope of work for details.
New and Waste Fluid Tanks $0
Tanks are us.
Air Link Pneumatic Tube System $63800
Labor includes installation with control fire feed & terminations w/ Concrete
Core bores and man lift. Includes: Base System, Service bays-Teams, Future
Service Write up and Remote Bays. (*Add $20,740 for Future Service Areas)
Sub-Total $471636
LABOR, SETUP and INSTALLATION
Wheel Service

Disassembly and relocate 2 existing Hunter Scissors alignment
racks for use with pit-style installation. Includes moving the DSP600
sensors (No charge for the new RX12). Hunter Rep to calibrate cameras.
General Shop Equipment
Assemble, setup, install and train on all equipment list as General
Shop Equipment.
Lifts and Racks
Install 64 Rotary In-ground twin post 10,000lb. Capacity hoist.
Includes Power Pack setup on Shure work station. Electrical hookup
And finish work for each hoist. Turn key ready to use.
Air Compressor System
Install Champion Rotary Screw Compressors and Refrigerated Air Dryer.
Run all air lines to hose reels and work areas including air supply to tire changers,
balancers, and benches. Includes piping, ball valves, clamps, rental equipment and materials as
necessary for the service area air requirements. Run piping and supply
air to the Air Link tubing system, petroleum pumps, dynamometer, alignment racks as necessary.
Vehicle Exhaust System
Install complete Harvey vehicle exhaust system including 4, belt drive motors,
port lids Inlet and outlet connectors underground duct concrete lines and risers
to roof. Turn key System ready to use.
Cabinets and Benches
Installation of 32, 10’ Shure Work Stations with Cabinets, and Tool Boxes.
Includes setup, installation and mounting for 64 benches, Tool Boxes, and
7 Sinks.
Lubrication System
Petroleum, lube, ATF piping and fittings for Balcrank assembly and installations of
350 reels and I mile of piping for new and used oil delivery system.
NOTE: see “Scope of work for details.
New and Waste Fluid Tanks
Tanks are us. (Needs Labor for Install of Tanks)
Air Link Pneumatic Tube System $63800
Labor includes installation with control fire feed & terminations w/ Concrete
Core bores and man lift. Includes: Base System and Service Bay-Team area.
*For Future Service Write up and Future Remote Bays add $20,740.
Sub-Total $498036
SUMMARY: Page 11
Wheel Service $197590 $0
General Shop Equipment $38962 $0
Lifts and Racks $349632 $0
Compressor System $25835 $0
Vehicle Exhaust Ventilation System $56128 $0
Cabinets and Benches $298574 $322361
Lubrication System $187963 $187963.64
New and Waste Fluid Tanks $119696 $119695.99
AIR LINK Air Tube System $86984 $86984

EQUIPMENT SUB-TOTAL $1360882 $1361364 $0
Labor, Setup, Installation $491636 $471636
Freight and Handling $25356 $16635
Sales Tax (before Floor Scrub equip) $105468.35
Project Total (Before complete Tax and Tank Install) $1983342.35
Notes and Declaration
This is a preliminary budgetary proposal based on your input, needs and recommendations.
In-ground hoist
The Job labor time period for installing the In-ground hoist is expected to be 60 to 90
days from our first access to the job site. The general contractor (someone other than
Mission Equipment) will lay electrical line and allow for air line drops before initial
concrete work. General Contractor will provide for 36” wide open trench areas for installation
of hoist and will provide the finish concrete work after the hoist are installed.
The General Contractor will haul away any excess dirt from the site.
The General Contractor will remove excess pallets, crates and shipping materials.
A staging area will be available to off load and receive freight.
It is expected that we will have reasonable access to the work site without excessive interference
from other contractors or other unknown factors.
Water and water lines/piping and related connections are not included in this quote.
All boxes, crates and equipment within the scope of this quote will be opened, setup, installed and
made ready for operation.
Mission Equipment will work with Toyota Carlsbad to provide turn key installation, product
setup and equipment training. We will work with you to cover any areas not considered in this
quote that may surface at a later date but is not currently in the scope of this bid.
Warranty
Many of the products quoted for Toyota Carlsbad have a manufactures 5-year parts
warranty with a 1 year labor warranty. Hunter and other manufactures offer a 3-year parts
and 6 months labor warranty. In consideration of our current working relationship
Mission Automotive Equipment will offer Toyota Carlsbad the best of both warranties.
Toyota Carlsbad will receive 4-years parts and labor warranty (5-years on Balcrank reels &
Champion motors) on all equipment purchased from Mission Equipment.
*Exclusion: Negligence, normal wear items (such as floor jacks and hoses) and failure to
perform recommended maintenance.
New and waste tanks
This is a budgetary proposal based on your expectations, needs and input. We are
prepared to value engineer the storage tanks to better fit your budget.
SCOPE OF WORK FOR TOYOTA CARLSBAD
New and used oil delivery system
Furnish and install petroleum equipment and system as follows:
A) Quantity 4 of U.L. 142 double wall painted steel tanks, (1) 2,000 gallon synthetic oil, (2)
2,000 gallon for (2) ATF, (1) 5,000 for 5/30 motor oil, including necessary
vents and emergency vents, external venting above roof level, Scully tank level gauges, locking
tanks and touch up paint. Product labels for tanks by petroleum fluid supplier.
B) Quantity 4 of air operated 10:1 pumps, (2) for motor oils and (2) for ATF including connecting
hoses, filter/regulator/lubricators, pressure relief valves, suction check valves, air operated safety
solenoid valves, fluid console (Pump Sentinel) to be located in the parts rooms, low voltage wiring
to be installed in conduit, ball valves, product labels on pipe ion the tank room and ground wires.
C) 1" piping loop around shop with 3/4" branch lines to reels to connect pumps to reels. Piping is
seamless stell tubing with Parker hydraulic bite type fittings, isolation ball valves (200 psi) and
including piping brackets, product labels and flow arrows.
D) Enclosed reel banks & accessories including (8) banks of (7) reels to be mounted per drawing
consisting of (2) motor oils, (2) ATF, (1) air, (1) water and (1) electric light cord reel; 28 banks of
(9) reels to be mounted per drawing consisting of (2) motor oils, (2) ATF, (1) water, (2) air and (2)
electric light cord reels; included are 36 reel brackets primed & painted, total of 308 reels, 144
metered control handles, 308 ball valves (2000 psi for oil & ATF / 600 psi for air & water), 36
water bibs; (64) SAE auto shop interchange air quick couplers.

E) Waste oil system to include custom 10,000 gallon U.L. 142 double wall painted steel tank to
be located per drawing in concrete pit by contractor; galvanized 1" pipe from tank to pumps with
piping brackets, product labels and arrows; (8) 1" air operated U.L. diaphram pumps with
connecting hoses, filter/regulators, necessary back flow check valves, pump bracket, hose
hanger, high level shut off system with low voltage wiring in conduit, pump labels and ball valves;
(31) 23 gallon heavy duty steel roll around waste oil drains powder coated black and labeled "for
used oil only" with quick disconnects to match waste oil pumps only.
F) Waste Coolant fluid system to include custom 2,000 gallon U.L. 142 double wall painted steel
tank; galvanized 1" pipe from tank to pumps with piping brackets, and product labels and arrows;
(8) 1" air operated diaphram pumps with connecting hoses, filter regulators, necessary back flow
check valves, pump bracket, hose hanger, high level shut off system with low voltage wiring in
conduit, pump labels and ball valves; (8) 23 gallon heavy duty stell roll around waste coolant
drains powder coated green and labeled "for anti-freeze only" with quick disconnects to match
waste coolant pumps only.
G) Waste oil and coolant tanks to include necessary vents, emergency vents, externalventing,
Scully tank level gauges, locking fill caps, external remote evac location with spill box/cover and
2" cam lock fittings and caps, seismic clips, ground wires and touch up paint.
H) Waste oil and coolant pumps to be mounted in (8) painted shroud/covers.
I) Necessary threaded inserts for reel brackets and piping lines to be installed prior to floor pour.
WARRANTY
Lubrication equipment; 5 years: parts, labor, travel included
Piping; 1 year: parts, labor, travel
NOTES
1) The new and used oil delivery system is to be installed, the lines filled and the system
tested as required by local codes.
2) Petroleum products to be supplied by others.
3) Water piping by others to be terminate within 1 foot of reels and include a ball valve for
connection provided by us.
4) Electrical by others except for conduit and wire for Pump Sentinel and waste oil/coolant
high level shut off system. Electrical contractor to furnish and install plug in boxes above
electrical reels.
5) Drawings to be provided for complete shop latout of equipment and required air or
electrical. Copies to be provided for other trades, General Contractor and owner.
6) Drawing with tank location supplied to obtain permits. Permit cost are additional and will
be billed as an extra to the owner.
7) Service manuals to be supplied upon completion of testing and permit approval.
8) Project management, attendance of all necessary contractor construction meetings and
training for shop technicians included.
SCOPE OF WORK FOR TOYOTA CARLSBAD
Labor to install tanks and accessories:
Off load and set the following tanks with a crane and fork lift to location approved on drawings.
1 of 5,000 gallon new oil tank.
3 of 2,000 gallon new oil tank.
1 of 7,540 gallon waste oil tank.
1 of 2,040 gallon waste coolant tank.
Install ground level fill, vents and level gauge on new tanks (equipment provided on other quote)
Install remorte evac with spill box, vents and level gauge on waste oil/coolant tanks (equipment provided on
other quote).
Install single vent piping to roof level on new oil tanks (4 products to be vented to rook in 1 pipe)
Install vent piping to roof area of loading dock part of the building (venting to roof level of main building will
be an additional charge if required)
Hazardous material lables on all tanks
Touch up all tanks with white paint provided by tank manufacturer
Install high level shut off (BJ Enterprises) system, equipment to be provided by others
Install low voltage wire on WO & WC pipe to shut off valves at the pumps (condiut not included if required)
Test system for proper operation
Clean up all debris left by installation
The following are not included:
Permits (can be billed as an extra)
Crash posts
Product tanks labels
Chase pipe for vent piping to roof and through parking levels (contractor provided)
Roof flashing or finish construction around vent piping
Additional work not described above

=================================
From: postings@ic.fbi.gov
Sent: Friday, August 19, 2005 11:01 AM
To: RosemaryMrazik@aol.com
Subject: FBIjobs Results
Dear ROSEMARY,
Thank you for applying to the position LA-2005-0144, Administrative Specialist (Records Management) (EX) at Federal Bureau of
Investigation.
Your responses, as listed below, are being reviewed. You may revise your answers until this vacancy announcement closes August,
22, 2005 by logging into FBIjobs and reapplying for the same position or by following this link:
https://jobs.quickhire.com/scripts/fbi.exe/rundirect?Org=1&Job=3757 .
Grade 07 responses:
1. Select the response that best describes your education and/or experience as it relates to the position.
Answer: I have completed a bachelors degree and meet the requirements for Superior Academic Achievement - I meet one of the
following: (1) class standing, (2) a grade-point average, 3.0 or higher, as recorded on an official college transcript, or as computed
based on courses completed during the final two years of curriculum, or (3) honor society membership.
2. Indicate your ability to maintain and retrieve files and records.
Answer: Have previously established file systems using various alphabetical and numerical systems.
Have experience filing and retrieving documents, folders, and index material for reference.
3. Indicate your training/experience with searching files, documents or other sources for information.
Answer: I have performed this task as a regular part of a job, independently and usually without review by supervisor or senior
employee.
4. In the text box below, please elaborate on your answer to the previous question. Identify the specific experience, training and/or
education that you received to perform the duties.
Answer: Hunter Engineering Company
Territory Management Clerk and Sr. Territory Management Representative
As part of managing approximately 500 sales and service representatives? territories, the entire process was documented and
maintained in files for the purpose of tracking all instructions sent into the home office and making certain that these instructions
were followed according to the decisions from the approximately 20-25 regional managers and 4-5 divisional managers.
Some of the instructions from the regional and divisional managers were incomplete and missing significant information where I
would not be able to logically complete the territory change process. One divisional manager, Greg Dunkin, routinely requested
territory changes over the telephone with no written instructions. He would then schedule a visit at the home office to meet with me,
review the maps I made showing the current territories and maps showing the territories after the proposed changes. He would then
agree to the proposed territories or make further adjustments to achieve his
objectives. After I would write the instructions, he would sign the Field Activity Report (FAR). All FAR?s from the Regional and
Divisional Managers were documented and filed according the regions for review in the future if a dispute over territory changes
occurred.
Physical Files Maintained
1. Sales and Service rep file maintenance
2. Maintaining the files for the instructions from regional and divisional managers
3. Current territory maps for the sales and service reps
4. Computer printouts for all changes made to the AS/400 computer system for all territory changes, trade area changes, and
sales and service rep contact information.
5. Current maps of the regional and divisional sales and service boundaries for the regional and divisional managers
6. ALI (Automotive Lift Institute) monthly report
7. Sales and service representative assignment numbers; regional managers and divisional managers assignment numbers
8. Interoffice memos concerning the territory changes sent to managers internal and external, and the sales and service
representatives
9. Distributor contracts: a 3-4 month project completed on a yearly basis.
10. Sales and service representatives contracts: continual changes made as the territories were adjusted and/or product lines were

added.
Computer files on AS/400 computer database maintained
1. Territory management database: territories maintained with state/county codes and zip codes; trade area files maintained by
grouping counties according to quota.
2. Maintaining sales and service representative contact information
3. Many of the above listed physical files were also maintained on the computer as the transition was made from paper to
computer for these files.
5. Please provide a brief summary of your knowledge of National Archives and Records Management Administration (NARA) record
keeping requirements, methods, and techniques.
Answer: None
6. Please provide a brief summary of your knowledge of Federal policies and procedures as they relate to records management.
Answer: None
7. Please indicate which description best describes your highest level of experience providing advice and assistance to others
regarding Records Management.
Answer: I have not had experience, education, or training in performing this task.
8. In the text box below, please elaborate on your answer to the previous question. Indicate where this is reflected on your resume
(i.e. identify the specific experience, training and/or education), but do not paste your resume here.
Answer: I do not have education or training in the National Archives and Records Management or the Federal policies and
procedures for records management. I am assuming that this essay question is directly concerned with these policies and
procedures and giving instruction to others on this specific topic. I am also assuming that this question should not be drawing upon
experience gained from other non federal jobs that included extensive record management systems, such as my experience from
Hunter Engineering Company. Hunter Engineering Company is a contractor for the Army as a part of vehicle fleet maintenance.
9. Which of the following most accurately describes your experience and/or ability to communicate orally?
Answer: I have applied basic communications skills to conduct work activities with internal and external customers as well as
co-workers and superiors. I have answered the telephone and responded to inquiries regarding non-technical or routine matters.
10. In the text box below, please elaborate on your answer to the previous question. Indicate where this is reflected on your
resume (i.e. identify the specific experience, training and/or education), but do not paste your resume here.
Sr. Territory Management Representative
Training Judy White on the 3-4 month direct mail project in 2001 and 2002: Distributor Contracts. The initial step was to prepare an
outline for the distributor contract job duties by documenting the entire procedure for the first time in a job flow/time sequence
according to different deadlines to be met throughout the project. The outline was used to answer when to order supplies, how to
calculate the correct amount of supplies to order, the different documents required to make these calculations, names of the people
in different departments who place the orders for the supplies. Then I scheduled time to talk with Judy to cover the scope of the
project, the time frame to complete specific tasks, and the people to consult with in other departments who are necessary to work
with at different times. The contract preparation involved obtaining the correct documents to complete sections of the contracts,
such as the territory maps and the correct product listings. This section of the contract preparation involved downloading the current
territories from the a database on the AS/400 computer to a Microsoft Excel spreadsheet, and uploading the information to
MapPoint? Mapping Software, then customizing and printing the maps on an available laser printer. Time was to be scheduled with
the mail room/printing room to print a large volume of contracts. Territory maps and product lines were printed at the last minute
since territories were being updated on a frequent basis as this project was completed over the entire time span allotted for the
project. This required a coordination of efforts between Judy and the person completing the territory changes. Throughout the
process of this direct mail project, efforts were to be coordinated with the Customer Relations Manager-Steve Helmkamp, who was
a guiding influence and worked with the distributors. A secretary for the Customer Relations Manager-Betty, was helped Steve
Helmkamp with the distributor contracts that flowed from the Marketing Information to Customer Service. The oral communication
involved teaching Judy by using the project outline for a complete overview of the tasks and deadlines, coaching her through the 3-4
month process to keep her within the task deadlines, introducing her to the different people she would be working with, and
reviewing any deficiencies that I would discover with Judy to make sure that the work meet specific measures for quality and
assisting her on different matters. Periodically, I would stop Judy to review the task deadlines with the outline to give her the tools
necessary to measure her own progress and teach time management skills.
Territory Management Clerk and Sr. Territory Management Representative: Questions from Regional Managers
As questions would arise concerning the territories and contracts for sales and service reps, I would first try to answer any questions
from regional/divisional managers by searching for the instructions on the Field Activity Report (FAR) that described how to alter a
sales/service territory written by a specific regional/divisional manager and comparing that information to the existing territories in
dispute. If a conflict existed from the written instructions, after attempting to solve the dispute by telephone calls/emails with the
involved regional managers, I would provide a summary of my actions and give possible solutions to the VP of Sales and Marketing,

who would then make the final decision.
The following is an explanation of a conflict found on the written instructions from a regional/divisional manager for territory
changes. During an initial review of the FAR instructions, if I noticed any amguities while writing the territory changes, I would ask
questions to clarify the instructions. This would prompt an email to the regional manager, requesting additional information.
Usually, I could solve this by trying to understand the purpose for the territory changes. After understanding what the managers
would like to do with a given territory, I would propose a solution to the manager. Because the territory change process is very
specific and involved using a database that did not allow for ambiguities, the explanation had to take into consideration that some
regional managers were not computer savvy. In these
cases, I would explain by telephone and provide map to help them understand why my questions were necessary. As long as I could
translate the written or verbal instructions into a computer code by understanding the intent of the territory changes, I succeeded in
communicating with the regional managers. All changes to the instruction from the regional manager were documented, restated
and sent by email to him to obtain a confirmation for any alterations to the original instructions. All changes to the instructions on the
FAR were to be verified by the regional manager by email before those changes were to take effect and saved as part of the
documentation process and filed.
Sr. Territory Management Representative
Copy Machine Maintenance
After my promotion to the Sr. Territory Management Representative, an additional duty was given to me as an extension my new job
duties. (The promotion was signed by Dave Smith and Rhonda Tenkku on 12/17/1999 after a meeting with both of them.) After a
casual discussion with Joe Staniszewski and an accountant, who asked about the basic requirements for a copy machine to be used
for the newly built floor for the Advertising, Marketing Information, and the Technical Publications, I volunteered to keep the
copy machine maintained. This included scheduling a technician for copy machine repairs with the contracted repair company over
the telephone, escorting the technician to/from the department, and requesting supplies from the printing room.
11. From the following list, identify the types of written products you have produced.
Answer: Form letters, Standardized Reports, Memorandums Electronic Communication
12. In the text box below, please elaborate on your answer to the previous question. Indicate where this is reflected on your
resume (i.e. identify the specific experience, training and/or education), but do not paste your resume here.
Territory Management Clerk and Sr. Territory Management Representative
1. Form letters: Cover letters accompanied each contract or amendment to the contract before being sent by certified mail to the
sales and service representatives for a final review and signature. A copy of the cover letter and unsigned copy of the amendment
were kept with the representative?s file until the signed copies of the amendments were returned to the home office. A company
official who represented Hunter Engineering Company provided a counter signature. Then the signed
amendments/contracts were distributed to the VP-Sales and Marketing-Dave Smith, the regional and divisional managers, the
individual sales or service representative, and the representatives? file managed by the Sr. Territory Management Representative.
2. Standardized reports: Two examples exist for a standardized report: the Automotive Lift Institute (ALI) Report and the Open
Territory Report.
The ALI Report was completed on a monthly basis for the Product Manager-Pete Liebetreu and signed by the available supervisor
(Rhonda Tenkku or Jeff Russell). A copy was given to the VP of Sales and Marketing-Dave Smith and a separate form for a clerk in
the accounting department for payment to ALI. The basic procedure involved retrieving specific data from a computer report and
completing basic mathematical computations on a form to be given to the appropriate Product Manager. Then information from the
ALI report was completed on a Microsoft Word document and faxed to the representative at the Automotive Lift Institute.
The second example is the Open Territory Report to be given on a monthly basis to the Retired VP-Sales and Marketing- Don
Emerson and the Customer Relations Manager-Steve Helmkamp. After requesting a computer printout of the sales and service
territories from the IT Department, specific data was taken from the computer report and entered onto a Microsoft Word template to
reflect the territories that did not have a sales or service representative assigned to work in a specific area. Over the seven years of
completing this report and answering questions that were frequently asked from the retired VP-Sales and Marketing, I added
additional Columns with extra information to this report to answer his common questions.
3. Memorandums: A memorandum was completed that summarized the territory changes made on an effective date and involved
specific representatives for changes to the territory boundaries and/or the product lines. This memorandum was sent to managers
at the home office, the regional and divisional managers, and the sales and service force.
4. Electronic Communications: Daily communications with the regional and divisional managers occurred concerning field activity
reports (FAR) that encompassed instructions and questions on the specific details for changes made to territories ranging from zip
code questions, county questions, and product assignment. Many of the questions were also answered over the telephone to
include conference calls with the regional managers and sometimes the specific sales or service reps.
13. Do you have experience collecting information from a variety of sources and evaluating the similarities and disparities in the

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