The Company

<body> <p><font COLOR="Black">Centrally located in the Washington, D.C. metropolitan area, The </font><a NAME="Interaction"><font color="#008040">Interaction Research Institute, Inc</font><font color="#808000">.</font><font COLOR="Black"> </a>is an established research, training, and development organization. Incorporated in 1975, IRI has provided services in quality management, decision/information support systems, consumer research, systems design, motivational assessment, organizational development, and cross-cultural intervention.</font> </p> <p><font COLOR="Black">The Institute is staffed with a core of experts in the technosocial sciences with broad practical experience in domestic and international operations. Serving a wide spectrum of clients over the past 22 years, IRI has pioneered a variety of novel and specialized intervention programs for government, commercial, and industrial organizations.</font> </p> <p><font COLOR="Black">In the early 70s, IRI personnel supported military and civilian advisory efforts in Vietnam, and developed the Intercultural Transaction Technique. This method is used to select and train personnel for advisory functions and other multicultural missions overseas.</font> </p> <p><font COLOR="Black">In the late 70s, IRI designed the Leadership Evaluation and Analysis Program (LEAP) for the U.S. Marine Corps. This unit-applied organizational development program was implemented on a worldwide basis by the Marine Corps, and adapted for commercial application for numerous organizations throughout the United States.</font> </p> <p><font COLOR="Black">During the 1980s, IRI provided associate services to W. Edwards Deming in support of his seminars and consulting activities. IRI devised an operational procedure to implement the principles and methods of Deming, and in 1983, IRI presented the first "Applied Deming" course at George Washington University, and at the IBM Corporate Quality Institute. In 1984, IRI was responsible for introducing the Bill to Congress, and preparing the proclamation for President Reagan that established October as "National Quality Month."</font> </p> <p><font COLOR="Black">In the 1990's IRI created streamlined decision-support systems for client organizations, and implemented the STATMAN Expert System for Navy-wide Occupational Health and Safety application. Additionally, IRI designed and conducted training and intervention programs to improve cross-cultural interaction and customer service.</font> </p> <p><font COLOR="Black">Since the quality movement began, IRI has been instrumental in achieving continuous improvement within public and private sector organizations. IRI's services and products represent over two decades of professional experience in the quality management field.</font><br> </p> <hr> <p>IRI's <font color="#008000"><a NAME="philosophy">philosophy</a></font> synthesizes the teachings of Deming, Senge, Ishikawa, Juran, Ouchi, Drucker, and others who collectively represent a cogent approach toward modern organizational excellence. Our vision, entitled Organizational Process Managementä means </p> <p>Effective management of the entire organizational system through methods that provide predictive information for decision-making. </p> <p>Our focus is on understanding the interaction between all organizational processes through proper application of modern scientific methods. The insight gained ensures that decisions accomplish the mission in the most efficient and effective manner. Managing the organization as a system assures that all components function cooperatively to achieve the stated aim. Managing the organization as an integrated whole optimizes the performance of all, and leads to a greater level of achievement.<br> </p> <hr> <p>IRI's <font color="#008000"><a NAME="operational">operational </a></font>approach to process improvement, the Process Management Cycle is a four phase method that can easily be applied to any improvement objective. This model focuses on the mission of the organization and provides a more practical approach toward creating beneficial change. </p> <blockquote> <p>Plan : Establish the Objective<br> Analyze : Diagnose the Process<br> Correct : Change the Process<br> Evaluate : Validate the Solution </p> </blockquote> <p>The Process Management Cycle follows the same sequence as the scientific method to systematically address the conditions that produce improvement. </p> <hr> <p>IRI's implementation <font color="#008000"><a NAME="strategy">strategy</a></font> is simple, flexible, and multi-dimensional; designed to meet all modern organizational challenges. </p> <p>IRI's <i>Top Down</i> strategy focuses on executive level involvement. We call it the Big Bang approach. Executives and Steering Committee members roll up their sleeves and improve processes at their level. This represents a true model that generates activity from below. The nature of this involvement provides the insight necessary to formulate a viable strategic plan to guide future efforts. The ultimate goal is institutionalization of the philosophy and methodology. </p> <p>Our <i>Bottom Up</i> plan, the Catalyst, begins with the improvement of several key processes that produce a catalyst for expansion toward a total consolidation of effort throughout the organization. Cultural adaptation is a natural consequence of this plan. </p> <p>Finally, IRI's <i>Roadblocks and Roadmaps</i> program was initiated to address organizations stalled by insufficient guidance, or blocked by a lack of technical expertise. This approach is designed to get team members out of the doldrums, streamline their efforts, and steer them toward meaningful results. </p> <p>Whatever strategy or combination is selected, your organization will challenge the future with increased confidence and capability - we guarantee it! </p> <div align="center"><center><table border="1" width="90%" cellpadding="2" cellspacing="0"> <tr> <td width="20%" bgcolor="#008000"><p align="center"><a name="principals"></a><a href="#TOM"><font color="#FFFFD2">Thomas D. Affourtit</font></a></td> <td width="20%" bgcolor="#008000"><p align="center"><a href="#BARB"><font color="#FFFFD2">Barba B. Affourtit</font></a></td> <td width="20%" bgcolor="#008000"><p align="center"><a href="#MARK"><font color="#FFFFD2">Mark E. Chatfiield</font></a></td> <td width="20%" bgcolor="#008000"><p align="center"><a href="#SCOTT"><font color="#FFFFD2">M. Scott Zimmerman</font></a></td> <td width="20%" bgcolor="#008000"><p align="center"><a href="#NANCY"><font color="#FFFFD2">Nancy S. Borah</font></a></td> </tr> </table> </center></div><p ALIGN="CENTER"><font SIZE="4" color="#008040"><a name="TOM"><b>THOMAS D. AFFOURTIT</b></a></font></p> <p ALIGN="JUSTIFY">Founder of the Interaction Research Institute, Inc. in 1974, Dr. Affourtit has over 30 years of experience as a psychologist and management consultant.<font SIZE="2"> </font>As President and Chief Executive Officer, he also functions as an Industrial/Organizational Psychologist specializing in<i> organizational development</i>,<i> leadership/management dynamics,</i> <i>motivational assessment</i>, and <i>intercultural communication</i>. </p> <p ALIGN="JUSTIFY">Dr. Affourtit designed training programs for foreign nationals in transition from traditional to sophisticated communication and engineering systems. He wrote <i>Analysis of a Culture in Conflict</i>, a series of studies focusing on the problems of developing nations adapting to modern industrial methods. He is also the author of the <i>Intercultural Transaction Technique</i>, a method of selecting, preparing, and evaluating advisors assigned overseas.</p> <p ALIGN="JUSTIFY">Dr. Affourtit developed a simulation methodology to assess cross-cultural training effectiveness for DoD, and he designed a training and intervention program to improve cross-cultural interaction and customer service for the Immigration and Naturalization Service. He was the principal instructor and facilitator for the INS program conducted throughout the United States.</p> <p ALIGN="JUSTIFY">Dr. Affourtit has designed surveys for numerous government and commercial organizations, and developed the <i>Survey Guided Improvement System </i>methodology to link results from internal and external customers and stakeholders. He redesigned the <i>Cultural Survey </i>used by Federal Lands Highway to assess internal motivational climate and a <i>Public User Survey </i>to gauge satisfaction with and importance of highway conditions from the viewpoint of the driving public. He created a <i>Community Impact Management </i>program to understand and address community concerns and thereby avert project delays and terminations.</p> <p ALIGN="JUSTIFY">For the U.S. Marine Corps, Dr. Affourtit designed the <i>Leadership Evaluation and Analysis Program (LEAP)</i>, a unit applied, survey-guided organizational development program that was implemented on a worldwide basis for use by commanders in field environments. And, he developed the <i>Network Monitor System</i>, a Department of Defense information retrieval and data source method used to identify and transmit effective organizational procedures to units functioning under various environmental conditions.</p> <p ALIGN="JUSTIFY">Dr. Affourtit created the "Whole Person" officer selection program for the <i>Marine Corps Manpower Plans & Policy </i>office. Developed as an alternative to reliance on SAT scores as the single indicator of potential effectiveness of officer candidates, the effort involved identification of factors that impact officer effectiveness and deriving a composite scoring method for the multiple factors (e.g., achievement, motivation) that predict effectiveness.</p> <p ALIGN="JUSTIFY">Dr. Affourtit served in the Marine Corps in an active and Reserve capacity from 1954 to 1996. As a Corporal he served in Korea from 1955 to 1956. In 1970 he was awarded a direct commission as First Lieutenant under the Specialist Officer Program. During the Vietnam conflict, Captain Affourtit served in both a civilian and military capacity from 1971 to 1973. As an advisor to the Republic of Vietnam Armed Forces (RVNAF), he was responsible for training U.S. engineers and their Vietnamese military counterparts in the management and eventual turnover of all Intercontinental Communication Sites (ICS), under the highly visible Vietnamization program.</p> <p ALIGN="JUSTIFY">Continuing his reserve career, LtCol Affourtit developed the <i>Counterterrorism Master Scenario Event List (MSEL) </i>for use during JCS exercises, and he participated in three NATO operations as a Civil Affairs Staff Officer. Commanding the Reserve training unit of the <i>Marine Corps Command and Staff College</i>, LtCol Affourtit developed the curriculum and coordinated the training for Reserves of all services and foreign students. As Commanding Officer of the <i>Battle Assessment Mobilization Training Unit</i>, LtCol Affourtit prepared <i>Battle Assessment Team </i>members for data collection activities during Desert Shield/Storm in 1991 and 1992.</p> <p ALIGN="JUSTIFY">In 1983, Dr. Affourtit developed the first "applied" course to W. Edwards Demings seminar at George Washington University. In 1984, he was responsible for introducing the Bill to Congress, and preparing the proclamation for President Reagan that established October as <i>National Quality Month</i>. </p> <p ALIGN="JUSTIFY">Dr. Affourtit received his B.A. degree in<i> Psychology</i> from the University of Miami in 1964, and his M.A. degree in <i>Experimental Social Psychology </i>from Marshall University in 1967. He completed course requirements for a Ph.D. in <i>Industrial/Organizational Psychology</i> at the University of Delaware in 1975, and received his Ph.D. in 1989. He is a member of the <i>American Psychological Association</i>, the <i>Society of Industrial/Organizational Psychology</i>, the <i>Personnel Testing Council</i>, <i>Psi Chi National Honorary (Psychology)</i>,<i> </i>and<i> Chi Beta Phi National Honorary (Science)</i>.</p> <p ALIGN="JUSTIFY">Dr. Affourtit is the author of several reports, articles, and books including: <i>The Japanese Correction: Organizational Process Management Principles and Methods; Combating Ignorance: How to Transform Useful Information into Knowledge; Measuring Motivation: How to Understand, Predict, and Control Behavior</i>; and <i>The Organizational Process Management Programmed Workbook</i>.</p> <hr> <b><font SIZE="4"><p ALIGN="CENTER"><a name="BARB">BARBA B. AFFOURTIT</a></p> </font></b><p ALIGN="JUSTIFY">Vice President of Interaction Research Institute, Inc. since 1974, Ms. Affourtit is the designer of the <i>STATMAN: Statistical Management</i> software program, an organizational management and measurement program, licensed to over 800 government and commercial organizations to improve performance, quality, and efficiency. A specialist in performance measurement, she has assisted numerous organizations in developing performance measures that align with strategic objectives, and conducts customized on-location training and facilitation in process management and measurement.</p> <p ALIGN="JUSTIFY">Ms. Affourtit works with customers, stakeholders, and Federal Lands Highway professionals to redesign their <i>Program Administration </i>and <i>Customer Satisfaction </i>surveys. She develops the sampling, validation, and analytical methodologies for all the external and internal customer surveys conducted by IRI, including a method to correlate results from several different surveys.</p> <p>In 1998, Ms. Affourtit was involved in a coordinated effort with the Defense Systems Management College (DSMC) to assist Space & Missile Systems Center, Test and Evaluation Directorate at Kirtland Air Force Base in improving their work processes and creating a climate that enables optimal performance. The intervention combined conflict resolution sessions with training of in-house SMC/TEB professionals as mediators. Participants played their counterparts during role-play exercises. Team workshops defined critical processes and competencies needed, and developed a procedure for Integrated Program Teams<font SIZE="2">.</p> </font><p ALIGN="JUSTIFY">Ms. Affourtit has worked with various health care organizations in creating Benchmarking systems to compare key clinical indicators and target improvement opportunities. She also devised analytical methods to reveal critical factors that contribute to patient recovery, which helped reduce the recovery period for critical interventions such as heart bypass surgery.</p> <p>Ms. Affourtit conducted requirements generation sessions with user representatives from NAVAIR field activities to design the reporting module of the <i><b>Mishap Analysis & Reporting System (MARS)</b></i> for Naval Air Systems Command Occupational Safety & Health Program. An expert system, the program extracts the data required for the information requested from the MARS database and displays the data in the appropriate chart format. </p> <p ALIGN="JUSTIFY">Ms. Affourtit worked with the <i>Corporate Leadership Team </i>for Defense Systems Management College (DSMC) in defining objectives aligned with their strategic goals. She has facilitated several off-site sessions to examine critical issues and produce an action plan. Ms. Affourtit developed and analyzed DSMCs <i><b>Quality Initiatives </b></i>and <i><b>Organizational Assessment </b></i>surveys. She provided training and facilitation to Division Quality Coordinators in deriving performance measures, and consultation to the <i>Educational Product Quality Assessment Team</i> in developing and analyzing external customer surveys.</p> <p ALIGN="JUSTIFY">Ms. Affourtit functioned as consultant to the <i>Quality Management Board</i> chartered by the <i>Chief of Naval Operations</i> to derive a Navy-wide measurement system to assess Occupational Safety & Health program performance. Part of the effort involved developing a <i><b>Normalization Factor </b></i>to provide a level playing field when comparing different Navy installations.</p> <p ALIGN="JUSTIFY">Ms. Affourtit assisted EPA principals in the development of the <i>Data Quality Objectives </i>system to assist program managers in specifying the type of information needed to reach a decision. The method guides program managers in establishing research project objectives prior to data collection, and in specifying the acceptable degree of uncertainty in the results of an investigation. This led to more efficient sampling and timely knowledge based decisions.</p> <p ALIGN="JUSTIFY">Ms. Affourtit developed <i>Total Quality Leadership </i>awareness and tools training for NAVAIR Systems Command and provided <i>train the trainer</i> workshops for NAVAIRs trainers and facilitators. She conducted kick-off training and ongoing facilitation of <i>Process Analysis Teams </i>chartered by the <i>Marine Corps Systems Command </i>to pursue their strategic goals. She also assisted the <i>Marine Corps Manpower Plans & Policy </i>developing an assessment methodology for the "Whole Person" officer selection program.</p> <p ALIGN="JUSTIFY">Ms. Affourtit assisted several organizations in deriving alternatives for performance appraisal, including a <i><b>Salary Forecasting Model</b></i> that computes the appropriate salary for job candidates based on education, experience, and requirements of the position. She developed a procedure to create internal equity by modifying salary survey findings according to the strategic value of each position. She derived a method for employee self-assessment of the monetary value of their position using factors such as <i>job complexity</i> and <i>range of responsibilities</i>, and produced a process to compare actual salaries against those derived by the salary model.</p> <p ALIGN="JUSTIFY">Ms. Affourtit was the principal instructor at IBMs Corporate Technical Institute for several courses is process management, and assisted in devising measures to assess the value of IBMs educational offerings. She assisted a team of IBM <font FACE="Book Antiqua">software developers in</font> creating a procedure to incorporate functional verification test feedback into the functional requirements for future releases of the software, assess and improve the reliability of the test process, <font FACE="Book Antiqua">and produce performance measures to evaluate customer usage and satisfaction of operational systems.</p> </font><p ALIGN="JUSTIFY">Ms. Affourtit facilitated an executive government/contractor team in generating and implementing recommendations to reduce cruise missile flight tests failures, no-tests and other anomalies. They also <font FACE="Book Antiqua">developed an analytical scheme to accelerate analysis and reporting of Flight Test & Evaluation (FT&E) results to provide more timely feedback for future FT&E planning.</font> </p> <p ALIGN="JUSTIFY">From 1980 to 1982, Ms. Affourtit was an assistant to W. Edwards Deming during his seminars and in writing his first book on quality management, <i>Quality, Productivity and Competitive Position, </i>and was the principal instructor for Deming follow-up courses offered through George Washington University. </p> <p>Ms. Affourtit received her BS degree in <i>Chemistry and General Sciences </i>from Ohio State University in 1967. She has authored several papers and manuals on process management and organizational improvement, including <i>Principles and Methods in the Quality Sciences. </i>She is the author of the chapter, <i>Statistical Process Control</i> <i>Applied to Software, </i>in <i>Total Quality Management for Software</i>. </p> <hr> <font SIZE="4"><b><p ALIGN="CENTER"><a name="MARK">MARK M. CHATFIELD, PE </a></p> </b><p></font><font size="3">Vice President for Engineering Leadership, <i>Interaction Research Institute, Inc.</i> since 1998, Mr. Chatfield is a management specialist and Registered Professional Engineer with expertise in organizational development and management evaluation.</font></p> <p><font size="3">Mr. Chatfield received the 1996 Secretary of Transportations Award for Meritorious Achievement (Silver Medal) for exceptional leadership in implementing continuous quality improvement across the Federal Lands Highway organization. He authored a book published by the Federal Highway Administration titled, <i>Transforming Government  Six Years of Continuous Improvement in Federal Lands Highway.</i> In addition, he was the managing editor and primary writer for a quarterly 16-page newsletter that was circulated nationwide for seven years.</font></p> <p><font size="3">In leading the Federal Lands Highway organizations quality efforts from 1991 to 1998, Mr. Chatfield developed agency strategy and approach to management, led the organization and its parent agency, Federal Highway Administration, to adopting proven and appropriate management improvement initiatives. His insistence on overall performance tracking helped lead the organization to achieve six years of documented continuous improvement. He planned, formatted, and coordinated the organizations strategic business planning policy as well as the plan itself.</font></p> <p><font size="3">As a program manager from 1989 to 1990, Mr. Chatfield was team leader for four engineers. The team coordinated, managed, and helped develop programs for funding highways in National Parks, National Forests, and Indian Reservations. The team developed Federal legislation, regulation, and policy related to transportation facilities on federally owned lands. They also prepared needs studies based on performance management principles which were used to develop proposed program funding levels and resulted in nearly doubling the Congressional program authorizations.</font></p> <p><font size="3">Prior to 1989, Mr. Chatfield managed the Federal-aid Highway Emergency Relief (ER) Program and the Public Lands Highways (PLH) Program. He also was the Division level Information Resources Management (IRM) and microcomputer specialist. While managing these often controversial and high-exposure discretionary programs he developed legislation and regulation for ER and PLH, wrote the national Emergency Relief Disaster Assistance Manual, recommended approval of over 50 natural disasters and catastrophic failures on Federal-aid highways, controlled allocations of over $450 million for ER and over $200 million for PLH, managed day to day questions concerning eligibility of work, routinely responded to congressional inquiries, spoke at conferences and meetings such as the National Hurricane Conference, developed and implemented IRM projects at the division and interoffice levels, and produced a 30-minute instructional video program to help State and local government officials better understand the ER program.</font></p> <p><font size="3">Mr. Chatfield was a Highway Engineer from 1969 to 1983. After a three-year training program which was interrupted by two years service in the Army during the Vietnam era (1969-71), he worked as an Assistant Area Engineer, Area Engineer, and Engineering Coordinator in Mississippi and Kentucky. Upon his 1976 promotion to a Design Engineer Position in Washington, D.C. he was a Design Engineer on the Boston to New Haven portion of the Northeast Corridor Rail Improvement Project. After a two-year assignment in the Special Procedures Branch, he received the Emergency Relief Program Manager position in 1983.</font></p> <p><font size="3">Mr. Chatfield has authored many articles, reports, guidelines, and two books. Titles include: <i>Value-added Oversight; Bottom Line Quality; What To Do About Creeping Cynicism; To Team Or Not To Team; Partnering Overview; Customer Satisfaction Through Partnering; Empowerment - Quality or Anarchy?; Rewarding Quality; Leading Strategically; Total Cost of Quality; Handling Failure and Judging Success; The Shewhart Cycle in Three Dimensions; The Dead Toreador.</font></p> </i><p><font size="3">Mr. Chatfield received his BS degree in Civil Engineering from New Mexico State University in 1969 and his MA degree in Public Affairs from Kentucky State University in 1978. He is a member of the American Society of Civil Engineers, Registered Professional Engineer in Virginia, Member of the Rockville Traffic and Traffic Commission, and a Volunteer Driver for Montgomery County Red Cross.</font></p> <hr> <b><font SIZE="4"><p ALIGN="center"><a name="SCOTT">M. SCOTT ZIMMERMAN</font> </a></p> </b><p ALIGN="JUSTIFY">Mr. Zimmerman has over ten years of progressive responsibility in managing advanced development projects in <i>organizational development</i>, <i>training </i>and <i>systems design. </i>He has over 15 years experience in <i>systems integration </i>across a wide variety of operating systems, hardware, and program application. He has developed video, TV, and corporate LAN systems, and has managed projects in national intelligence, simulation modeling, computer architecture, operating systems, artificial intelligence, applied statistics and social network theory. In the past several years, he has designed corporate web sites, including interactive sites using Java, VB and CGI scripting.</p> <p ALIGN="JUSTIFY">Mr. Zimmerman conducted the detailed design, and managed the programming team for the <i>Mishap Analysis and Reporting System (MARS) </i>currently used by Naval Air Systems Command, and planned for Navywide implementation. This project includes a database for Navy occupational safety and health data, and generates reports required by the Bureau of Labor Statistics and the Naval Safety Center. Mr. Zimmerman designed a linking system with STATMAN to automatically analyzed data to support the Navys GPRA requirements for organizational performance reporting.</p> <p ALIGN="JUSTIFY">Mr. Zimmerman is responsible for all phases of on-site <i>training </i>and installation of IRIs STATMAN Expert system. He has been involved in writing IRIs process management and measurement tutorials, operations manuals, and associated training. He developed the design to program the Windows version of IRI's STATMAN: Statistical Management Program, and developed the Expert System for medical institutions. </p> <p ALIGN="JUSTIFY">During 1993 to 1995, Mr. Zimmerman was a <i>Technical Director </i>and member of the corporate R&D board for Scientific and Technical Analysis Corporation (STAC). He was responsible for solicitation and review of all R&D projects, and he supported Executive management with corporate technology, plans, and implementation. Mr. Zimmerman designed and developed the corporate Internet strategy for over 100 sites that included database query, reporting capability and security. Mr. Zimmerman also served as <i>Program Manager </i>for the Link Analysis system. In this capacity, he managed a staff of 12 technicians and two business development specialists. He was responsible for business development, product marketing, on-site consultation and all phases of project management.</p> <p ALIGN="JUSTIFY">From 1991 to 1993, Mr. Zimmerman served as an <i>Advanced Systems Manager </i>with Artificial Intelligence Technologies. He was responsible for developing and acquiring government business dealing with <i>research </i>and <i>development </i>software. The position involved emphasis on Mr. Zimmermans integrated knowledge of the software environment to government applications. He built business plans, performed market studies, determined market strategies, and researched all phases of government applications.</p> <p ALIGN="JUSTIFY">Mr. Zimmerman functioned as a <i>Research Scientist </i>and <i>Project Manager </i>for the Central Intelligence Agency from 1987-1991. In this capacity, he performed background research, developed and maintained customer support activities, and initiated business and improvement research projects.</p> <p ALIGN="JUSTIFY">Mr. Zimmerman completed course requirements for his Ph.D. in <i>Cognitive Science </i>and <i>Artificial Intelligence </i>at the University of Iowa (1980-1987). He received his MS degree in <i>Computer Science </i>in 1980, and his BS degree in 1979 in <i>Psychology </i>from the University of Iowa. Mr. Zimmerman received <i>Honors Convocation</i> for all four years in undergraduate school.</p> <hr> <b><p align="center"><a name="NANCY">NANCY S. BORAH</a></p> </b><p>Ms. Borah is a professional Administrator with significant experience in <i>account </i>and <i>contract management</i>. In addition, she has a background in <i>Managed Care </i>and <i>Employee Benefits </i>programs.</p> <p ALIGN="JUSTIFY">Since 1995, Ms. Borah has been responsible for all business development, contract management, negotiations, and external communications. She has functioned as <i>facilitator </i>for team and consensus building activities, and has prepared <i>research </i>and presentation programs for IRI clients. Ms. Borahs in-depth knowledge of health care data application has been instrumental in IRI's <i><b>consultation</b></i>, <i><b>training </b></i>and <i><b>product support </b></i>of Ancilla Health Systems, Sisters of Charity, Navy Occupational Safety & Health, Columbia HCA and Alliant Health Systems.</p> <p ALIGN="JUSTIFY">Ms. Borah works directly with IRIs clients in developing goals and priorities, and preparing plans for management, organizational and business improvement. Further, Ms. Borah manages all contract activities, establishes milestones, and assures overall quality of output.</p> <p ALIGN="JUSTIFY">Ms. Borah served as <i>Regional Account Manager </i>for HCIA, Inc. in 1994. In that position, she helped integrate the business development activities for the <i>Health Care Decision-Support System</i>, the Comprehensive Health Care Management and Analysis Program (CHAMP), serving Fortune 500 employees and managed care organizations in 25 states.</p> <p ALIGN="JUSTIFY">From 1992 to 1994, Ms. Borah was an <i>Account Executive </i>for CoreSource, Inc. In this position, she managed and coordinated all aspects of client relationships. In addition, she analyzed claims and clinical data, and made recommendations on benefits. She negotiated fees at renewal, and she met regularly with clients to monitor <i>customer satisfaction, </i>and to devise action plans to meet customer needs. Ms. Borah also provided and negotiated additional service to brokers and consultants in the areas of managed care, worker compensation, and flexible spending accounts.</p> <p ALIGN="JUSTIFY">Ms. Borah served as <i>Senior Account Executive </i>for the Travelers Corporation from 1982 -1992. She was responsible for selling and managing all products related to <i>Employee Benefits, </i>including managing disability, multi-option health plans and managed mental health. In this position, Ms. Borah negotiated directly with clients through brokers and consultants, researched benefits, and made recommendations for resolution. In addition, she <i>conducted seminars</i>, planned and conducted Employee Benefits orientation sessions, and implemented alternate funding arrangements. Ms. Borahs accomplishments included the negotiated sale of the first managed disability program in her region, covering 12,000 employees in eight companies. She helped expand a managed care network into Western Maryland, and negotiated the renewal of accounts that increased from 15% to 70%.</p> <p ALIGN="JUSTIFY">From 1978-1992, Ms. Borah served with the Life Office Management Association (LOMA) as <i>Coordinator </i>and <i>Curriculum Development Manager. </i>In this position, she formulated course content and developed textbooks for the Life Management Institute program. In addition, she was responsible for development of course examinations.</p> <p ALIGN="JUSTIFY">Ms. Borah received her BBA degree from Emory University in 1978. In 1981, she became a <i>Fellow, Life Management Institute (FLMI) </i>and is licensed to manage Life and Health Insurance. </p> </body>