Summary: Event planners, hotels, consultants, and suppliers to the events, meetings, and hospitality industries receive a lot of requests for quote that go no where. We hope that, through this virtual panel discussion, we can gain insight into why this is happening. This Event Coup feature is the outflow of a series of discussions in the LinkedIn Event Planning and Management Group. It was built by group members through crowdsourcing. We hope that this feature will generate discusssion to improve the RFQ process. What is presented here is based on the results of a virtual panel with purchasers of event planning services, discussions in the LinkedIn, scenarios presented by group members, and an RFQ Survey of 60 professionals from the event planning, meeting, and hospitality industries.

A Behind the Scenes Look at the RFQ Process for Event Planner & Supplier Selection

A Crowdsourced Event Coup Feature by LinkedIn's Event Planning and Management Group 

Developing customized proposals in response to RFQs can involve days or even weeks or research. No one expects to secure business 100% of the time when they send out a proposal. Unfortunately, with increasing frequency, the RFQ process is becoming very time consuming and frustrating, particularly since the Wall Street Meltdown of 2008.

RFQ Process: The Challenges

Let's start with a summary of some of the challenges that event planning and hospitality industry professionals encounter during the RFQ process. Discussions and, hence, this article have focused on formal/structured RFPs and e-mail and telephone requests for quotes. In recent discussions in  the LinkedIn Event Planning and Management Group, concerns were expressed about:

• sketchy information provided by companies at the time the request is made.
  (Often, the employee tasked with making the inquiry hasn't been given briefed on such basics as objectives, group size, preferred dates and budget.)
• the lack of access to the decision maker during the proposal development phase
• the frequency with which RFQs are "urgent" and the turnaround time unrealistic
• supposedly urgent proposals sitting for an extended period without being processed
• significant delays in decision making
• specifications changing many times, resulting in total re-work of proposals
• organizations never informing prospective suppliers that a decision has been made if they were not selected
  (It is as if the person making the initial request has "fallen off the face of the earth".)
• shorter and shorter lead times for implementation if selected due to delayed decisions

These concerns were reinforced by the results of the RFQ Survey to which 60 professionals in the event planning, meeting planning, and hospitatliy industries responded. I will be highlighting survey results throughout this feature. The RFQ Survey is still live. Data from the survey will be used to update this feature until we have 100 respondents. If you are an event planner, please do take 2 minutes to respond. Your input will be helpful:

http://bit.ly/rfqsurvey

or

RFQ Survey For Event Planners

Typical RFQ Scenarios

Here are some scenarios that demonstrate how these concerns gets played out.

Scenario 1: Too Short Sighted A European office of an international insurance company issued an RFQ for a luxury junket to reward their team to a number of local travel agencies. The itinerary was to be highly customized and include stays in Singapore and Langkawi . Each travel agency in turn issued RFQs to DMCs and incentive travel houses. Decision making for this initiative was delayed repeatedly. Two months after issuing the RFQ, the parent company announced the resignation of its CEO and thousands of lay-offs worldwide. The regional office that requested the quote was particularly hard hit.

Clearly, senior management at head office and locally was completely asleep at the switch. The company should realized that they were in trouble before issuing an RFQ that put so many employees and prospective suppliers through a totally fruitless exercise.

Lesson Learned: Don't go shopping for a Lambourghini when the bank is about to foreclose on your bicycle.

Scenario 2: Just Plain Unethical A marketing coordinator from an advertising company contacted an event planning firm and requested a quote for a recreational event. She insisted that venues had to be identified before a decision could be made. Once all information was provided, the marketing coordinator fell off the face of the earth and responded to none of the event planner's follow up calls or e-mails. The event planner later discovered that the client had gone directly to the venue, booked the event, and managed everything internally.

This type of practice is happening with increasing frequency and individuals who do this, don't seem to realize that it is unethical.

Lesson Learned: There is nothing wrong with hiring someone to do your location scouting or the initial planning for your event. However, if you're going to get an external firm to do your homework for you, be ethical enough to pay a consulting fee to compensate them for their work.

Scenario 3: Moving Targets & Unrealistic Timeframe A North American package tour operator affiliated with a major airline issued an urgent RFQ to several hotels, DMCs and team building providers for a retreat that was to take place in 2 weeks. When they contacted the DMCs and team building providers, they indicated that a hotel had already been selected. Over the next week, they requested numerous revisions of proposals and drastically changed their requirements. They also changed the city and the hotel, a move that had a huge impact on the type of activities that could be provided. The 2nd hotel was informed that they had been selected after the close of business day. The account manager from the hotel had worked well into the night preparing the contract as she had back to back meetings the following day. 24 hours later, the company cancelled the entire retreat as no one had been able to "meet their specifications".

Lesson Learned: It's impossible to hit a moving target especially within an unrealistic timeframe.

A Virtual Panel: Understanding the Dynamics at Play in the RFQ Process

Feel like you're spinning your wheels? Here's why

The spinning of wheels represented by the 3 scenarios presented is a tremendous waste of productive time and definitely not a win-win for anyone.

The purpose of this virtual panel discussion is to:

• develop a better understanding of the dynamics of the RFQ process
• generate ideas for best practices to improve the RFQ process

Through a dialogue with professionals involved in the vendor selection process, we aim to have a better understanding of the dynamics at play.

To prepare this feature:

• Questions and scenarios were developed through crowdsourcing within the Linkedin Event Planning and Management Group.
• 60 event planners, consultants and suppliers to the hospitality and events industries were surveyed
• 3 professionals who issue and process RFQs to select event planners were interviewed

Please review what we have discovered and participate in this discussion by adding your comments and reactions. We ask those responding to keep the tone of their comments, constructive.

Sources of Leads and Business

Event Planner Survey Says: From what source do you get MOST of your leads/RFQs? (Select top 2 sources)

• 63% - Repeat business from former or present clients
• 30% - Referrals from former clients

Only 5% of respondents identified Social Media as a major source of leads or RFQs.

1. What are the primary methods that you have used to source event planners and professionals in the consulting, meetings, events or hospitality industries ?

Chandra: We are in the fortunate position that prospective suppliers typically approach us. For those that don't, we primarily use referrals.

We also host a showcase event each fall, which is basically an open house for event planners. Florists and rental companies are invited to dress tables and /or entire rooms and show off their best ideas for these event planners. It gets exposure for the floral/decor artists, we get to know who the "best of" are, and planners see how flexible our spaces are. This is a key event for us

Laura: (D) About half of time I use an internal company service, either a specialised section of our travel agency or one of our marketing/promotional departments. They usually require a written brief and shop for us on that basis. I get screened options and choose. This usually works to everybody's satisfaction, it is quick and transparent, but it tends to give access to standard providers and just OK solutions.

For more innovation and "zest" we work different, using whoever comes up with a proposal / new idea (a champion). I may have a few champions working in parallel. Those are the ones who scout, think out of the box and follow a hunch rather than a well structured brief. I give them freedom, but demand fair behaviour (be as clear as possile upfront, inform properly if no follow up, etc.). This for me is part of protecting my company's reputation, to respect and be respected.

Daryl: One of my areas of expertise is stage production for live events. I view the websites of audio-visual companies nationally and internationally, as well as interview colleagues about their experiences with companies.

Event Planner Survey Says: On what social media sites are you ACTIVE?

• 88.3% - LinkedIn
• 78.3% - Facebook
• 56.7% - Twitter

Event Planner Survey Says: How many specific pieces of business can you trace DIRECTLY to NEW connections you have made through social media?

• 45% - None
• 16.7% - One
• 23.4% - 2 - 4

Only 1 respondent indicated receiving more than 20 specific pieces of new business from social media.

2. Have you found social media to be useful for sourcing? If yes, what sites or tools ?

Chandra: I don't get overly involved with social media beyond LinkedIn. I have a FaceBook page, but use it sparingly.

The museum has a fantastic social media presence, however, and has built a massive network of fans via FaceBook, Twitter, and Flikr. To my knowledge, we haven't harnessed it for sourcing for vendors. We are building an impressive fan base though

Laura: Occasionally.

(D) Best is always the direct contact, e.g. meet people at conferences, or references, e.g. observing a well orchestrated organization and get the name of the organizer.

(O) Not sure, we are a Norwegian company and we are quite inner looking as a culture, we tend to go word of mouth a lot, because it's a small universe in here.

Daryl: I do not find social media to be particularly helpful for sourcing.

RFQ Prepration Time, Effort & Results

Event Planner Survey Says How many new leads, RFQs or service inquiries does your firm receive on an average week during a typical week?

• 51.7% - One or Two
• 16.7% - Three to Five

Only 5% of respondents indicated receiving more than 20 RFQs or service inquiries during a typical week.

Event Planner Survey Says During a typical week, an average week, how much time do you spend responding to RFQs and preparing, quotes, estimates, or proposals?

• 25% - One Day
• 25% - Two Days

Clearly the process of preparing and responding to service inquiries is very time consuming.

Event Planner Survey Says What percentage of the proposals that you send out result in business?

• 42.4% - indicated that less than 30% of proposals submitted resulted in business

Only 10.2% or respondents indicated that 75% or more of the proposals they submitted resulted in business.

Event Planner Survey Says What percentage of your leads end up being dead ends?

Definition: Prospective client never responds to your initial questions to clarify their requirements, client "falls off the face of the earth" and you never hear from the client again after submitting your proposal, project is put on hold after you invest a lot of time in developing customized solutions.

• 33.9% - indicated that 50 - 90% of inquiries end up as dead ends
• 13.6% - indicated that 30 - 49% of inquiries end up as dead ends

Only 18.6% of respondents indicated that less than 10% of service inquiries and RFQs ended up as dead ends. Clearly there is a lot of wasted time and effort responding to inquiries that are not serious.

4. Standard pre-qualifying questions don't seem to be working, what else should consultants and event planners be asking to determine if an inquiry is serious ?

Chandra: All of our catering information is online, including pricing, photos, and rental guidelines. Typically the inquiries we receive from other event planners seeking to use our venue are serious; they've already investigated us online, or have scheduled (and kept) appointments for site tours.

For social events, the identifying mark seems to be BUDGET. The serious inquiries usually have a good idea of what they want and how much they want to spend to get it. If the client dodges the question, or doesn't have a clear idea of their guest count, event date, or even a basic concept of their event, that is a strong indicator that they have more homework to do before they plan their event with us.

Laura: See my earlier response. Understanding the company upfront (market intelligence) helps a lot to judge the seriousness of the request and potentially to challenge it.

Daryl: I do not send 'naked' RFPs. Each company selected to submit a proposal receives a cover letter and RFP. The cover letter provides information about the RFP, including how inquiries are answered, how to submit responses as well as what occurs in the review process. In my opinion, any company requesting responses to an RFP should provide information about the process and the approximate time the selection will be made. If the company's representative is not forthcoming with this information, it would make me question the validity of the RFP.

RFQ Process Frustrations & Challenges - Event Planners

Event Planner Survey Says How often have you called in a "favour" from a supplier, alliance partner or personal contact only to have a prospective client cancel or not follow through with the booking?

• 54.9% - Sometimes
• 11.8% - Most of the Time

Only 9.8% of respondents indicated that this never happens. Again, clearly there is a lot of wasted time and effort customizing solutions for clients that are not serious.

Sample Comments: From supplier point of view - favor requests are out of control.

This also drives me CRAZY!!!! My prospective clients do not understand the concept that I can't keep calling in favors from my suplpiers that do not materialize into business because ultimatlly my suppliers will stop responding to me.

We are often asked to meet a "budget", or more often, to come up with several "out of the box" concepts that all require a good deal of time and effort on our behalf and that of our suppliers. Often, we'll work diligently to meet the budget, come up with the creative (most frustratingly within a ridiculous turnaround time) only to not get a response at all....or to find that our client didn't have the business to begin with.

Event Planner Survey Says What are the greatest frustrations you face when dealing with requests for quote?

Sample Comments: The people calling are not sure what they are looking for or the budget.

Lack of detail!!! How can I prepare an accurate proposal when crucial details are omitted from the beginning?!?!?!?!

Client contact keeps shifting their objectives, dates, etc. They can't seem to make up their mind, even on the most basic details.

person who makes request on behalf of their company doesn't have a clue about budget, objectives, decision making criteria and timing

Poorly designed RFPs that give no clear expected results, objectives and essential information. Many look like they took the last RFP they sent out and patched it up.

Lack of detail about requirements or not having an estimated budget.

Not being told it is a bid situation until after we've submitted a proposal. Not being given a budget or not being given the correct budget.

Clients not returning calls so that proposals cannot be customized

Client unwilling or unable to supply complete information. Client not responding to emails or phone calls.

The ones that don't bother replying even acknowledgeing they received the quote.

Not making a decision when expected.

Long response time from the potential client (before final decision).

When request is made we are told it's urgent, then nothing happens for weeks and sometimes months.

Clients who only want an RFQ because they are required to have more than one when deciding where they are going. They have already selected anothe property but still put you through the ringer as if you are a contender.

Entities that send out detailed RFQ's or RFP's do not recognize the time and effort involved in answering them, nor do they realize the quasi-legal status of issuing one. Putting a project out to "bid" and issuing an RFP (or Q) requires that the issuing entity specifiy and adhere to the process and decision making criteria. I have found that, often, we are issued RFP's that are sent solely to meet some internal requirement to obtain more than one bid and that the "winner" is pre-determined based on the customer having a relationship, etc.

Concern that the request is more of a "fishing" expedition, looking for ideas without much intention of hiring a vendor.

I do not think the clients have any idea the amount of time that has to be invested to prepare a proper proposal. In addition, in our first proposal, we give over all event ideas, concepts and cost ranges. Many times our prospective clients want to get down to the finer details in the proposal stage. Our feeling is "Here is our proposal. It gives you an idea of the goods and services that we can provide and am approximate cost. That is all you should expect at this point. Should you decide to move on to a contract then we are more than happy to invest additional time to get you exact quotes and fully detailed design plans etc."

No reply or follow up if not selected.

Lack of courtesy - we are not informed of outcome or reason we didn't get it.

3. Why are there so many delays in decision-making? What are some of the internal dynamics and roadblocks that are contributing to these delays and false starts? What can individuals and firms that are submitting RFQs do to expedite decision making ?

Chandra:Internally:

• Sometimes it's a serious case of "that's what we've always done and how we'll continue to do it, even if the market has changed and that method is no longer effective".
• There are also territory issues; some of us don't like others to intrude on our territory, or our realm of repsonsibility.
• Communication is also key; information should flow from the bottom up, as well as the top down. Without key information, things come to a screeching halt. But then again, you could suffer from "analysis paralysis" in overanalyzing things rather than trying it to see if it works, and if it doesn't, just change it. It takes balance to make it work.

I'm proud to say that my organization is making great strides to in these areas, especially in our new economy. We have to be fresh and inventive on how we do things.

Laura: Poor decision processes, unclear responsibilities. Too common.

In large companies the decision maker is never one, leaders needs a certain degree of consensus. The more controversial the choice, the longer and more confused the process.

I think the biggest issue is insufficient clarity upfront; sometimes we get a realization of what we really need when one submission stands up from the crowd in areas that we should have stressed upfront, but did not. Then, we are embarassed to go back to the others and admit a wrong brief, so we do not go back.

See suggestions in response to your question about pre-qualifying.

Daryl: In large non-profit organizations, the procurement process can impact decision making. In an effort to insure that the RFP/RFQ process is fair and transparent, the initiator often must route the document at least 4-6 weeks before sending the document, in order to insure all reviewers see it. Then, when submissions are returned, the results must be analyzed. After the analysis is completed by the RFP/RFQ initiator, it is sent through the chain of command for CEO approval. If the non-profit is volunteer driven, then the volunteer leader (President or Chair) may also need to review the recommendation.

4. Why does it take so long for companies to cut cheques when so many computerized and automated tools are available?

Chandra: To paraphrase Shrek, "(Accounting) is like an onion, it has lots of layers". We use an online purchasing system.

1. First step is to enter a requsition for the item or service you are considering.
2. Every transaction over a certain dollar amount (I believe over $500) has to be approved by two people. Above another threshold is three people, including the CFO. Those people vary based on the type of transaction. Just getting approvals can take a week if you aren't hounding people to check transaction queue.
3. After that, it takes time for Purchasing (which is separate from Accounting) to recieve the approval notice then issue the purchase order to the vendor. BTW, if you are new vendor, add a couple more days because the W9 and contact info get entered in two separate systems.
4. Once approved, the PO is issued to the vendor.
5. THEN the vendor submits an invoice.
6. THEN Accounting has to check the purchasing system to make sure appropriate approvals are in place.
7. THEN and ONLY then does it get entered into the payables system.
8. THEN it takes a couple days for the checks to get printed and signed.

There are no exceptions to this process, but the extra layers of scrutiny have saved us money and headache in the long run. I let all vendors know up front that checks can take up to 3 weeks for new vendors.

RFQ Process Challenges & Frustrations - Clients

5. What challenges have you faced internally during the RFQ process (i.e. in pinpointing oganizational requirements, obtaining or giving approval) ?

Chandra: Our purchasing department can give a more thorough answer, but based on my experience as an end user, there was a steep learning curve to the software.

The biggest challenge that I saw, however, was not learning a new program, or developing/refining the processes and requirements; it waschanging the thinking of the organization and getting everyone on board with a completely new way of doing things. It took time for everyone to see the benefits, and reap the cost savings.

Obtaining approvals can be challenging if you don't watch your transaction queue closely. Everything is done by email and online, and the system advances approvals from one approver to the next, up a pre-designated chain depnding on what is being ordered. Each transaction passes through the hands of at least two people, and you can be stuck in limbo unable to order services if you're not diligent. Our vendors have been instructed to ask for purchase order numbers when they are taking our orders. No PO= no order, so you have to stay on top of things.

Laura: (D and O) Well, there is the occasional hickup, like all a sudden top-down decision to cut costs and your authority is waved in some areas, typically travels, events and entertainment. Not very predictable.

With the multiple champions method there is sometimes the "Not Invented Here Syndrome", hard to accept someone else's proposal, so we do not conclude easily and might need to go back to the standard provider to seek new proposals. Same thing applies to unfamiliar suppliers.

(O) Not everyone who has a short term need and requires a solution is equally busy with the concept of protecting our reputation. Then, a wild scouting can result in very unclear messages, no feedback and a sense of confusion at suppliers level (why did you ask me for A and then chose someone who proposed B, I could have offered B as well, or maybe I could have told you I do not do B and not wasted my time; and why did I have to hear of your decision from someone else?) I think this is not professional, but it does happen especially in groups / companies who do not have public profile in focus, or maybe structured code of conduct guidelines.

Daryl: It took a great deal of education, but the organization has moved beyond the belief that an annual RFP process will secure good pricing for stage production services. The organization has evolved to the next phase: contracting a company that provides excellent services and pricing, that will facilitate the development of best practices as well as work collaboratively with staff in producing general sessions that meet or exceed expectations. What helped us move to this next level was an honest assessment of staff capabilities in managing live event production. Once this assessment was completed, it was easier to define the scope of work for audio-visual companies participating in the RFP/RFQ process.

6. How often is a proposal requested when a supplier has already been selected to meet a company's minimum requirement (e.g 3 submissions) ?

Chandra: If I'm issuing a Request For Proposal, it's because I truly need the service being requested. We don't typically send out RFPs if we have done due diligence and already know the vendor we want to work with.

In that case, we do have a provision for "sole source" vendors. If there is a vendor that we absolutely, positively love/must have/can't live without, we can submit justification as to why this vendor is the most qualified, and see if it would be approved by Administration. Sometimes they come back and say that we have to bid it out because the justification isn't strong enough, but sometimes the sole source request is approved and no RFP is issued.

Laura: :confused: No, we don't issue an RFQ when the selection is already made. Why should we waste time on that? Or maybe I did not understand the question.

Anne: laughing You understood Laura. Believe it or not, it does happen

Daryl: Unfortunately, it happens too often. The Sarbanes-Oxley laws in the U.S. governing corporate reporting and transparency do affect the supplier contracting process, along with procurement policies within corporations or organizations. It creates a real ethical dilemma for many event organizers. This is one of the main reasons I worked to change the RFP process for stage production within my organization.

7. What challenges have you faced externally (i.e. in dealing with firms and professionals who have submitted RFQs) ?

Laura: Sometimes externals are pushy about the beauty of their offer rather than eager to understand my needs. They probably think they can force a quick decisions, but they alienate my sympathy. I like those who challenge me and help me to think so they can give me better service.

Daryl: My professional background includes nearly 10 years as an event manager at McCormick Place Convention Center in Chicago. In this role, it was a surprise to learn that the vast majority of event organizers are not educated about stage production and leave the planning and decision making about their general sessions to the audio-visual company. This is the environment in which most audio-visual companies operate within the meetings industry. My experiences at McCormick Place allowed me to become very knowledgeable about all aspects of production, from union jurisdictions, to equipment, to installation and dismantling schedules.

I do not abdicate the decision making or planning processes to the audio-visual companies that I contract for events. I am able to discern immediately if the company is making a sincere effort to earn my business by reviewing the submitted response to the RFP or RFQ. I have actually had responses that refused to supply the information I requested; instead, these respondents send lengthy letters stating that if selected, they will work with me to create a program. These companies are immediately disqualified, because they did not comply with the RFP/RFQ. I take a good deal of time, and great pride, in crafting a detailed RFP/RFQ that outlines the scope of the project, the requirements, and expectations. Any company that submits a response that effectively states they will decide what information I need will not receive another RFP or RFQ from me.

Towards RFQ Best Practices

8. What suggestions do you have for best practices to improve the RFQ process ?

Chandra: In addition to my above answers, it was a great help for me to create templates. I do the same events each year, and I try to save time and keystrokes where ever I can. I have RFP templates for invitations, printing, audio visual, etc that I can adjust quickly as needed for each event. Post-event, I update my templates. I also have master budget templates, logistics, timelines, etc that I update after each event. In this way, I build my own "best practices" files so I don't have to recreate the wheel for each event.

My advice for event planners is to follow the goldend and platinum rules. I've heard it said that the golden rule is "treat others the way you want to be treated" and the platinum rule is "treat others the way they want to be treated".

To expedite decision making when submitting proposals:

• Consider your audience. Don't send the same proposal to the CFO as you would to an event planner. One thinks in numbers, one in pictures and concepts.
Anticipate the questions. If I have to ask, I may move you down on the list because your proposal doesn't answer the obvious questions, or it does not include all the components I asked you to include.

Laura: I would basically go for the tough road - written mutually agreed expectations and request to pay a fee for the presentation.

Daryl:

1. Make sure an RFP/RFQ is required. Can the needs of the event be best served by the incumbent company? Can the incumbent company be retained by a contract addendum or extension?
2. Make sure that the RFP/RFQ is detailed and provides the scope of the project, requirements and expectations.
3. Research companies to determine the best fit for the RFP/RFQ. Do not send the proposal to companies that cannot meet the minimum requirements specified in the document.
4. Send a cover letter with the RFP/RFQ that outlines how inquiries are answered, how to submit responses, what occurs in the review process as well as the timeframe for a decision.

Options for Dealing with Unethical RFQ Practices

Event planners who feel that they have been dealt with in an unethical manner do have some recourse:

1. You can put your concerns in writing and send them to the CEO of the company that made the request
2. If the individual making the request belongs to an events, meeting or travel industry association, remember that many of them have codes of ethics. You can file a complaint and request an investigation

Example:

Complaints about MPI members should be sent in writing with as much detail as possible to: Director of Membership 3030 Lyndon B. Johnson Freeway, Suite 1700 Dallas, Texas USA 75234-2759

Other Articles & Resources About Challenges in & Possible Solutions for the RFQ Process

• APEX Accepted Practices Exchange (Convention Industry Council)
• 4 Reasons Why Your Prospect May Have Done a Disappearing Act
• Book: RFPs Suck! by Tom Searcy

I would like to thank the following individuals for participating in our virtual panel discussion.

• Chandra Floyd, Special Events Manager at an Art Institute with over Over 7 years of experience in the fast-paced environment of events and catering in a world-class art museum
• Laura Lozza, Marketing Director, Norway

  Marketing and business development professional, broad international leadership experience from FMCG (13 years in Procter & Gamble) and B2B (13 years in Norsk Hydro / Yara) in both corporate and operational functions with P&L responsibility of several hundred million dollars and results in the order of 20% CROGI.

• Daryl C. Taylor, CMP, is a meetings professional with 17 years of experience as a planner and supplier. She currently works for an international non-profit organization as manager of a department responsible for promotion and programming of live events, and as producer of assembly and convention plenary sessions.

I would also like to thank:

• the members of the LinkedIn Event Planning and Management Group who participated actively in a number of discussions and made suggestions for rfq survey questions, article content, and the title of this feature.
• the 60 professionals who took the time to respond to our RFQ survey

I want to give special thanks to the following group members who had some particularly helpful suggestions and input:

• Paula Cushman, Owner, New England Events
• Rebecca Garforth, VP of Operations, Destinations by Design

Photo Credit: (c) unk's dump truck - Papers

Photo Credit: (c) secubie - Hourglass

Photo Credit: (c) ZaCky - Invoice Slips