THE "HOLDING BASE" GOING FORWARD - UPDATED 10/1 - 10/3, 10/6, 10/8, 10/14, 10/16, 10/20 - 10/23, 10/28 (AGAIN), 10/29 (AGAIN), 10/30 (AGAIN), 10/31, 11/1 (AGAIN), 11/2, 11/7, 11/8, 11/12 (AGAIN), 11/22, 12/16 AND 12/18/2015 in addition to 2/9/2016

Introduction:

The structure of the CONSERVERY "HOLDING BASE" Proprietorship in the new arrangement in addition to the Proprietor as depicted in the revised CONCEPTUAL "HOLDING BASE" ORGANIZATIONAL CHART as updated by the new created position as described in the post STRATEGIC POSITION ANNOUNCEMENT - UPDATED will be described below that must be considered along with those depicted in and specifically outlined in the Footnote of the post, THE COSVRY PROPRIETORSHIP GOING FORWARD - UPDATED. Please follow for the other details.

 

"Holding Base" Make-up:

The structure will include the new Special Position of: 1) OVERSEER - STRATEGIC OPERATIONS whose responsibilities as carried out that directly affect "Holding Base" activities includes oversight of ALL "Holding Base" public forum type Evaluations assignments. The further responsibilities will not be described here as they are addressed in the referenced post. The remainder of the structure will comprise of 2) the Special "Holding Base" Assistant to the Proprietor, who fills in for the Proprietor whenever required, to ensure that business operations continue unimpeded and will become the alternate to the Proprietor for conducting the Evaluations as appropriate and the individual to whom this position will now be the Lady who is very capable and who have achieved many accomplishments un her career in Kamla Persaud whom I'm sure will do her best as she will be relied on a great deal in this very responsible position. She will be tasked with, but not limited to the following: a) the "Holding Base" Proprietorship's accounting activities that will include taxes, ensuring that all Federal, State & Local criteria required for operating are complied with as well as ensuring that sound financial practices are followed in all areas of the "Holding Base" Proprietorship's activities in order to preclude any impact from the Proprietor's personal investments, b) filling in for the Proprietor in his absence to enable business operations to continue uninterrupted, c) assisting the Proprietor with the conducting of Evaluations (with further details included on the CONCEPTUAL "HOLDING BASE" ORGANIZATIONAL CHART), in addition to the intensive training activities that will be required to prepare the Marketing Consultants for practical experience and eventually becoming the main alternative to the Proprietor for performing evaluation activities particularly where the consultants are being themselves prepared for assisting with and carrying out evaluations to enable them to gain an increasing level of responsible involvement in these activities and d) providing the support needed to enable the Financial Overseer to implement the specific duties required with regards the Proprietorship's affairs more efficiently. 

This Lady will provide very well thought out recommendations as is required because of being relied to undertake very professional and deliberative attitude that will demonstrate capability of carrying out these duties with just the right professional approach, since the "Holding Base" will be wearing many administrative "hats". Also at the "Holding Base" will be positions 3) - 7) who will be all part time Evaluations Marketing Consultants and will generally follow the guidelines outlined on the stand alone Page of CONSERVERY "HOLDING BASE" TABLE OF NATIONAL EVALUATIONS MARKETING CONSULTANTS. These Consultants will be specifically trained to focus on large scale public forums, trade etc., ONLY and will be as follows:

• the only surviving daughter of my late former contract engineer at CE, Jesse from VT - Manager all the area west of the Mississippi,
• the eldest daughter of the former Maureen McDonald - Consultant all area west of the Mississippi,
• the former Bobbie Ellis - Consultant all area west of the Mississippi.
• D. L. Thomsen -  Assistant Manager all area East of the Mississippi and
• Olivia Gibbons - Consultant all the area East of the Mississippi.

Furthermore, in order to initiate evaluations, see COMMENT #1 on the Cosvry Page "HOLDING BASE" EALUATIONS MARKETING GUIDELINES FOR CONSULTANTS - UPDATED as well as on the Cosvry Investments COMMENTS 2016 Page.

Conclusion:

In this slimmed down organizational approach, a more manageable business  structure is being instituted to ensure the long term financial survival of the "Holding Base" as well as its subsidiary Proprietorships in the interest of all the staff. Furthermore, in order to set the right "tone" for all those involved, and being a "wise" servant with limited resources, my activities at the "Holding Base" will be carried out strictly on a VOLUNTEER basis for, which zero salary will be taken consistent with the example I have tried to consistently maintain throughout my professional experiences regarding activities of particular importance to me personally as documented in the JAMES F. BRAZANT'S SUMMARY OF RELEVANT VOLUNTEER EXPERIENCE. As a result, with this structure and my decision to forgo any salary, it is felt that a more viable undertaking can be implemented from the outset, to convey that successful services delivery is the C-L-E-A-R objective desired as documented in the applicable example c in the post SUCCESSFUL PRODUCTS AND SERVICES ARE BASED ON THE AVAILABILITY OF CLEARLY ACHIEVABLE OBJECTIVES FOR TE "HOLDING BASE" BUSINESS MODEL that will now be more readily obtainable than any other business model contemplated, in my opinion. Therefore, please join me in welcoming and congratulating all whom I'm confident will approach the desired objectives with the type of consistent and unified focus that will make achieving them all the more attainable, especially knowing that these responsibilities are in very carefully chosen capable "hands".

Sincerely,
James F. Brazant
Proprietor
Conservery/Cosvry/ClChs Bakery 
10/1/2015
(see the Conservery Blog Address Page for the Proprietorship’s  new mailing address)

THE COMPOSITION OF THE "HOLDING BASE" - UPDATED 9/29/2015

Introduction:
Those who will comprise the "Holding Base" are slightly different from those comprising Cosvry Investments since the main exception to the Cosvry Investments activities is the part time Evaluations Marketing responsibilities that is solely a "Holding Base" activity. The structure as shown in the CONCEPTUAL ORGANIZATIONAL CHART FOR THE CONSERVERY “HOLDING BASE”.
Conservery “Holding Base” Critical Non Staff Positions:
These include the following: SPECIAL "HOLDING BASE" ASSISTANT TO THE PROPRIETOR who fills in for the Proprietor with regards the "Holding Base" affairs and will become the main alternative instead of the Proprietor at Evaluations for the "Holding Base" as well as the main assistant as appropriate for evaluations activities and can receive up to 2% depending on the level of involvement. This position will be offered to "entertainment" personality Anne Hathaway as an indication of how effective she is considered as an agent for "change" as well as being an advocate for the rights of the "oppressed" * (see Footnote). Her responsibility will generally exclude Cosvry Investments organizational activities. The role of THE PROPRIETOR'S FINANCIAL AFFAIRS OVERSEER that will now be offered to my long time acquaintance Janet L. Windus has been addressed in the post THE PROPRIETOR'S FINANCIAL AFFAIRS VERSEER ANNOUNCEMENT - UPDATED.
The Direct Reports of the Proprietor and as a result, those comprising the "Holding Base" are as follows:

1. DIVISIONS MANAGER, Linda Lingle.
2. FINANCIAL COMPTROLLER, my former CE colleague Pauline.
3. REGIONAL INDEPENDENT PROPRIETORSHIPS MARKETING/SALES MANAGER, Denise Maddox.
4. REGIONAL BASE COORDINATORS & PART TIME EVALUATIONS MARKETING CONSULTANTS MANAGER, Lorna Davis.
5. COMMUNICATIONS/MEDIA MANAGER, my cousin Abby John.   
6. GENERAL HUMAN RESOURCES MANAGER, the daughter of Janet Windus.
7. INTERNATIONAL MARKETING/SALES MANAGER, Laura Bush. 
8. SPECIAL POSITION a) ONLINE FREELANCE EDITOR, Olivia Gibbons, who will also serve in the (non organizational capacity as PERSONAL FINANCIAL CONSULTANT).
9. IT MANAGER, the only daughter of Olivia Gibbons. 
10. SPECIAL POSITION b) P/T TRAINING CONSULTANT, the former Ivana Trump, with
11. SPECIAL POSITION b1) the VP TRAINING ASSISTANT, the oldest daughter of the former Vicky VonBehren's 1st younger twin.
12. SPECIAL POSITION c) P/T EVENT COORDINATOR, the adopted daughter of my late lecturer - Denise.
13. DESIGN/BUSINESS LEGAL ANALYST, Janice Forde.
14. FACILITIES/AUXILIARY MANAGER, the eldest daughter of the former Vicky VonBehren’s 1st.
15. OFFICE ASSISTANT/CONSULTANT, the 1st daughter of Franchise Holder and
16. PERSONAL ASSISTANT, the 1st granddaughter of the late Lyn Swanston all of whom will report to the Proprietor either in whole or in part.

Conclusion:
it is my hope that those to whom these positions are offered will recognize how their examples can impact others throughout the Proprietorship's areas of interest and as a result will work to assist the "Holding Base" achieve all its business goals as indicated on the Pages of this Site, therefore please join me in welcoming/congratulating all indicated.


Sincerely,
James F. Brazant
Proprietor
Conservery/Cosvry/ClChs Bakery 
9/25/2015
(see the Conservery Blog Address Page for the Proprietorship’s  new mailing address)


* Footnote:
It is fair to say that generally the roles some choose to play in their careers and those that bring the most "notoriety" aren't typically associated with "wholesome" activities, but this lady even when a very youthful aspiring actress is noted for those roles that she chose to shy away from even though some went on to become "box office successes", from Hollywood's perspective. However, it can truly be said in an age when some seek to portray and on occasion act out very questionable characters, in public as well as in private that Anne, has chosen to follow an example closer to what the Biblical account documents about "A Virtuous Woman" and I do hope she can continue on this path when all around are examples that beckon otherwise, if even greater "entertainment" successes of the type that bring much "notable" awards of the "world's" kind are the object of one's desires; especially when compared to what is being offered here. I can only hope and pray that she continues on this path and that she goes on to act even more courageously for those causes she has been known to champion even when it's unpopular to do so as the Biblical Queen Esther did as documented in 7th example about God's Promises contained in the "How we respond to such circumstances..." paragraph of The Conclusion section of the post THE LOOP THAT CAUSED TOO MUCH OF A "GOOD" THING TO GO BAD - UPDATED just as the wise Biblical Abigail did as depicted in the linked excerpt previously.

SUPPLEMENT TO THE ANNOUNCEMENT OF THE 1ST ROUND OF CANDIDATES FOR THE APPLICABLE POSITIONS - UPDATED

This Cosvry Investments post that was updated and reposted on 9/20/2015 for administrative reasons, is being posted here because it contains the best listing of those who will comprise the "HOLDING BASE" as described in the listing of direct reports to the Proprietor in the appropriately titled, section "The Direct Reports of the Proprietor are as Follows".  

Introduction:
Since: 1) there have been many changes to the general structure of the “Holding Base” operating model as it has evolved into its current format as documented in the post ANNOUNCEMENT OF THE 1ST ROUND OF CANDIDATES FOR THE APPLICABLE POSITIONS - UPDATED, as documented in the 4th REVISED CONCEPTUAL ORGANIZATIONAL CHART FOR THE CONSERVERY “HOLDING BASE” BUSINESS MODEL and 2) there is NO other official or unofficial notification of these position announcements other that the details contained on the Pages of this Blog (Cosvry Investments) as affecting the Proprietorship’s interests; an attempt will be made to clearly define all staff and critical personnel for the record in a single location, by department for the awareness of all concerned. Please note and follow some adjustments that have been made below for practically achieving the most effective outcome.

Conservery “Holding Base” Critical Non Staff Positions:
These include the following: SPECIAL ASSISTANT TO THE PROPRIETOR who fills in for the Proprietor as appropriate and meets with the Proprietor in monthly management meetings at, which the Special Assistant can make recommendations to the Proprietor about any activity affecting the Proprietor's business interests, which in the opinion of the Special Assistant, can improve existing activities, and this position will now be offered to the Proprietor of Paulson's Repair as an indication of how reliable she is considered and that is why this responsibility is being entrusted to her for filling in, in my absence  for me. In addition, to enable the Special Assistant to be able to adequately prepare for her monthly meetings she will have a full time CRITIQUE OBSERVER as shown on the 4th REVISED CONCEPTUAL ORGANIZATIONAL CHART FOR THE CONSERVERY “HOLDING BASE” BUSINESS MODE, working directly for her who can visit any part of the "Holding Base's" operations unannounced to gain first hand information about the processes for the Special Assistant to be knowledgeable about the subjects for our meetings in order to be able to provide sound details in our discussions and the individual to whom this position will be offered will be an individual of her choosing. The main difference between these two other critical non organizational position is THE PROPRIETOR'S FINANCIAL AFFAIRS OVERSEER, who has the authority to make recommendations that can affect the operating structure on an on-going basis if the financial “health” of the “Holding Base” has the potential to be impacted and this individual is very dependable lady who knows how to handle the difficulties she is confronted with and do the best in her ability without reliance on any outside assistance and this is the type of attitude that needed in her for this position and these are the reasons why my long time acquaintance Janet L. Windus was considered to be the best candidate for and to whom this position will now be offered. (the Mother of Larios will once again be assigned the position of General Manager - Cosvry Investments). The main difference between these two critical positions is the fact that the Overseer's role is on-going, focusing on any area in need of attention, direction or simply gaining information about the "health" of the operating status while the Special Assistant's role is as needed with a set schedule about, which additional details are depicted on the above Organizational Chart.  Amy Williams will now serve in another (non organizational) capacity as the PERSONAL FINANCE MANAGER TO THE PROPRIETOR as discussed in the post REORGANIZATIONAL SHAKE-UP - AMENDED.
The Direct Reports of the Proprietor are as Follows:

1. DIVISIONS MANAGER, who will now be Linda Lingle.
2. FINANCIAL COMPTROLLER, who will now be my former CE colleague Pauline.
3. REGIONAL INDEPENDENT PROPRIETORSHIPS MARKETING/SALES MANAGER, who will now be Denise Maddox.
4. REGIONAL BASE COORDINATORS & PART TIME EVALUATIONS MARKETING CONSULTANTS MANAGER, who will now be Lorna Davis.
5. COMMUNICATIONS/MEDIA MANAGER, who will now be my cousin Abby John.   
6. GENERAL HUMAN RESOURCES MANAGER, who will now be the daughter of Janet Windus.
7. INTERNATIONAL MARKETING/SALES MANAGER, who will now be Laura Bush. 
8. SPECIAL POSITION a) ONLINE FREELANCE EDITOR, who will now be Olivia Gibbons, who will also serve in the (non organizational capacity as PERSONAL FINANCIAL CONSULTANT).
9. IT MANAGER, who will  now be the only daughter of Olivia Gibbons. 
10. SPECIAL POSITION b) P/T TRAINING CONSULTANT, who will now again be the former Ivana Trump, with
11. SPECIAL POSITION b1) the VP TRAINING ASSISTANT, who will no be the oldest daughter of the former Vicky VonBehren's 1st younger twin.
12. SPECIAL POSITION c) P/T EVENT COORDINATOR, who will be the adopted daughter of my late lecturer - Denise.
13. DESIGN/BUSINESS LEGAL ANALYST, who will be Janice Forde.
14. FACILITIES/AUXILIARY MANAGER, who will now be the eldest daughter of the former Vicky VonBehren’s 1st.
15. OFFICE ASSISTANT/CONSULTANT, who will be the 1st daughter of Franchise Holder and
16. PERSONAL ASSISTANT, who will be the 1st granddaughter of the late Lyn Swanston all of whom will report to the Proprietor either in whole or in part.

The “Holding Base” Staff Structure by Section:
1) The Divisions Manager, (DM), will have staff that include those groups with responsibility for the “Holding Base” main (or “flagship” product and/or service(s), which are the two (2) sections of  Cosvry Investments (CI) that are a) Cosvry Investments (Main Operations Center) and b) the Cosvry International (Production) Facility as well as c) Cosvry Development (CD) and d) the various activities affecting these sections, excluding “big picture” and/or longer-term financial issues as well as details regarding the management and maintenance of human resources issues and/or records in addition to marketing/sales activities. The other reports to the Divisions Manager include the: Assistant Negotiator for the Fleet Vehicle Program assets to eventually “land” the best financial arrangement for the “Holding Base” staff for, which 1 full time employee is assigned; Facilities/Auxiliary Manager, (who reports to the DM for the facilities portion of the responsibilities) as well as the VP Program Administrator. The direct reports of the DM are:   

1. General Manager - Cosvry Investments (GM - CI), who will again be the Mother of Larios,
2. Facility General Manager (FGM), who will be Chris Blood.
3. General Manager - Cosvry Development (GM - CD), which will be the former Bobbie Ellis, 
4. VP Program Administrator, which will be Gabby.
5. Facilities/Auxiliary Manager (who reports to the Proprietor for those activities regarding the Auxiliary portion of the responsibilities), which will now be Lorna Davis,
6. Assistant Fleet Negotiator, which will be Franchise Holder and
7. The Staff Assistant, which will be offered to the 1st of the daughters of former Maureen McDonald.

The Divisions Manager’s Sections includes the following:

a) General Manager - Cosvry Investments (GM - CI), who will now again be the Mother of Larios, and this section, which will have responsibility for the technical design of the “flagship” product (where the duplicate positions implies being based in HI in most cases even if it's not shown) as well as its eventual distribution after its development, manufacturer and assembly, will include the following (12):

Distribution Manager(s) - (2) - reporting to the GM who will be my sister June Norville’s 2nd daughter who will be based in Hawaii.
Distribution Manager - - reporting to the GM who will be Elizabeth Ann Tucker who be based in the contiguous US.

Finished Product Coordinator - (2) - reporting to the Distribution Manager, who will be Elizabeth Ann Tucker’s older daughter.

Finished Product Coordinator -      - reporting to the Distribution Mgr. , who will be June's youngest daughter.

Distribution Consultant(s) - (2) - reporting to the Distribution Manager, who will be Lorna Davis’ 1st daughter.

Distribution Consultant -           - reporting to the Distribution Manager, who will be Lorna Davis’ 2nd daughter.

Finished Product Consultant(s) - (2) - reporting to the Distribution Manager who will be the 2nd daughter of Elizabeth Ann Tucker.

Finished Product Consultant  -          - reporting to the distribution Manager, who will be the older of the 2 daughters of the GM - CI.

Technical Product Consultant - (1) - reporting to the GM who will be older daughter of the adopted daughter of my late lecturer - Denise.

Technical Product Designer - (1) - reporting to the GM, who will be Discourse.

VP Personal Assistant - (1) - reporting to the GM, who will be the oldest daughter of Kim Kardashian daughters and

VP Product Display Consultant - (1) – reporting to the Distribution Manager, who will be the 4th daughter of Beverly.

b) Facility General Manager (FGM), who will now be Chris Blood instead and will be based in an international location to oversee the work that goes into the critical subcomponent needed for the “flagship” product and her group will include the following (7):
Production Manager - (1) - reporting to the FGM who will be Kandijah Ameen.
Quality Consultant - (1) - reporting to the FGM who will be the 1st granddaughter of my late friend Margaret only daughter.
Product Designer(s) - (3) - reporting to the FGM, who will be the 2nd daughter of the "spouse" of my former colleague, Curt Bock.
Product Designer - - reporting to the FGM, who will be Kandijah Ameen’s 2nd daughter’s older sibling.
Product Designer - - reporting to the FGM, who will be the former Tipper Gore's granddaughter from the younger of 2 daughters.
P/T Production Technical Consultant - (1) - reporting to the FGM, who will now be the former Ivana Trump and
International Design Assets Consultant - (1) - actually reporting to the Design Business Legal Analyst but also based at this facility when on international assignment - who will now be the Chelsea Clinton.
c) General Manager - Cosvry Development (GM - CD) is the 3rd of the Divisions
Manager's managerial reports who will be the former Bobbie Ellis. The GM - CD will have management over the various construction work teams that will be carrying out the work at the various sites for, which successful bids will be tendered. These  hourly workers will be trained to ensure that they are skilled in their respective areas. The GM - CD's Training Coordinator will either carry out the instruction or ensure that a skilled individual is available to train the work teams. This Group will include the 

following (9):
General Development (carpentry) Coordinator - (1) -  reporting to the GM - CD, who will be the "spouse" of my former colleague Curt Bock.

Development (electrical) Coordinator(s) - (2) - reporting to the GM - CD, who will be 1st of the daughters of the "Spouse" of my former colleague

Development (tiling) Coordinator -                  - reporting to the GM - CD, who will be Laurie Damman.

P/T Skills Trade Training Coordinator -                 - reporting to the GM - CD, who will be the daughter of Proprietor of Paulson's Repair.

Lead Project Planner - (1) - reporting to the GM - CD, who will be Curt Bock.

Assistant Planner(s) - (2) - working with the Lead Planner and reporting to the GM - CD, who will be the former Vicky VonBehren’s eldest.

Assistant Planner -           - working with the Lead Planner and reporting to the GM - CD, who will be Carla Charliere’s older daughter.

1 P/T VP Planner Assistant working with the Planners in training & reporting to the Lead Planner, who will be the younger of the 2 daughters of the Mother of Larios and  

Skilled Trade Consultants - (up to approx. 60) - reporting to the GM, TBD. For consideration, contact the indicated supervisors, the GM-CD, the GHRM or myself.
d) Also reporting to the DM is the Assistant Fleet Negotiator, who will be Franchise Holder, the Staff Assistant who be the 2nd daughter of Chris Blood’s sister, the 4th of DMs managerial reports is the Facilities/Auxiliary Manager, who is responsible for all activities relating to the "Holding Base" physical assets and who is to be contacted in the event that any activity is required to carried out to the assets and will schedule the applicable through the appropriate CD team as needed. This Manager, who will be the eldest daughter of the former Vicky VonBehren’s 1st, also reports to the Proprietor for the Auxiliary portion of the responsibilities as previously stated. Also reporting to the DM will be the VP Program Administrator, the 5th and final of the DM's managerial reports, who will be Gabby and in her (Gabby's) group will be the following (6):

General Consultant (GC) - (1) - reporting to the Administrator, who will be Kim Harbin.

Mobile Consultant(s) - (2) - reporting to the GC who will be D. L. Thomsen's 1st daughter.

Mobile Consultant -            - reporting to the GC , who will be the oldest of Amy Williams daughters.

Task Consultants (x) -       - reporting to the GC, who will be the 2nd of the former Maureen McDonald's daughters.

VP Task Consultant -       - reporting to the GC, who will be next to youngest sibling of the former Ivana Trump's family and

Task Consultant  -        - reporting to the GC, who will be the 3rd of the daughters of Lorna Davis.
2) The Financial Comptroller will be responsible for all the financial longer and short term issues of the “Holding Base” that include but is not limited to taxes, payroll, accounting, benefits programs and product pricing activities and the direct and indirect reports will be the following (10):
General Accounts Manager (GAM) who will be my niece Tricia Norville and
Personal Assistant who will be the . younger of Janice Forde’s 2 daughters.
The Accounting Manager  - (1) - reporting to the GAM who will be Gerdes.
VP Accounting Consultant - (1) - reporting to the Accounting Manager, who will be the older of Abby John’s 2 siblings.
Pricing & Bid Projects Manager (BPM) - (1) - reporting to the GAM who will be Jessie Mart.

Bid Projects Consultant - (1) - reporting to the BPM, who will be Jeanie Keiper.
Payroll/Benefits Manager - (1) - reporting to the GAM, who now will be Janice Forde's eldest daughter.
Fleet Assistant Manager - (1) - reporting to the Payroll/Benefits Manager, who will be the 2nd daughter of D. L Thomsen.
Fleet Program Coordinator - (1) - reporting to the Payroll/Benefits Manager, who will the former Tipper Gore and
VP Fleet Assistant - (1) - reporting to the Payroll/Benefits Manager who will be the only daughter of the late Jenny Swanston.
3) The Regional Independent Proprietorships Marketing/Sales Manager who will be responsible for establishing and managing the details of the Independent Proprietorships that will actually be marketing and selling the “Holding Base” “flagship” product, will work with these Independent Proprietorships to ensure that they are functioning appropriately to avoid the potential for drastic action if left unmonitored and become in an acute state for critical attention to ensure the ongoing survival as a viable business operation. An updated listing of these Representatives
is depicted in the Table of "HOLDING BASE" INDEPENDENT MARKETING/SALES 

PROPRIETORSHIPS DISTRICTS/OPERATING AREAS.
4) The Regional Base Coordinators & Part Time Evaluations Marketing Consultants Manager’s main focus will be to guide these Base Coordinators in their activities with regards the seeking out of bid opportunities for construction projects for the “Holding Base” to lay the groundwork that will ultimately help the Teams secure high regard for track records that’s second to none and assist them in their part time activities as Evaluation Marketing Consultants. This will be undertaken by working with the assigned District personnel and assisting them in order to enable them to become stellar representatives for gaining bid opportunities for the project teams. The individual District reps are depicted on the Table "HOLDING BASE" NATIONAL COORDINATORS & EVALUATIONS MARKETING DISTRICTS. The Regional Manager will be assisted by the Assistant Manager, who will now be Beverly.
5) The Communications/Media Manager’s responsibilities will be to ensure that an efficient communications network exists throughout all the Proprietorships areas of operation from the “Holding Base” level to all its other operating areas including the regional base levels. Those included in this group include the following (4):
Assistant Communications Manager - (1) - who reports to the Manager and will be Kathryn Huque.
Part Time Media Consultant, - (1) - who reports to the Manager will now be Susan Hand.
VP Communications Consultant(s) - (2) - who reports to the Manager and will be the 3rd of my late friend Margaret’s Granddaughters, and
VP Communications Consultant – (1) - who reports to the Manager and will be the younger of the Daughters of Carla Charliere.
6) The General Human Resources Manager will be responsible for the total management of all “Holding Base” staff records for all areas of the Proprietorship, including the subsidiaries and has a VP Human Resources Assistant as a direct report, who will be the younger of the 2 siblings of Abby John.
7) The International Marketing/Sales Manager's, responsibility will be to evaluate, establish and develop international markets for the "flagship" product in areas where the best opportunities can be obtained to broaden product's market avenues and for this reason, Laura who became an unofficial "ambassador" of sorts during her most testing role, that she carried out with much grace, was considered ideally suited for.

8) This role requires the Freelance Editor to submit note worthy articles to assist the Proprietor in the maintenance of the “Holding Base” Blog presence and in these roles she will bring her vibrant personality to assist with the type of human interest and other noteworthy content that will appeal to the Blog’s “followers”. In addition it includes the potential for growth because for example in the Freelance Editor’s other role as Personal Financial Consultant she may on occasion be required to act independently to demonstrate her skill. In addition, she may also on occasion be required to update the online Blogs and become savvy with regard Site maintenance and as she develop these skills accordingly she will become more experienced both as a financial consultant and as a site developer/Blogger, etc., and in this regard I’m confident she will become even more confident in her acquired skills.
9) The IT Manager, who will be tasked with implementing the type of network programs to enable the various sections to be able to carry out their responsibilities more effectively without the potential to be compromised by non "Holding Base" type electrical and/or electronic sources. Also working with and reporting to the IT Manager will be one (1) IT CONSULTANT and 1P/T VP IT CONSULTANT who will assist the IT MANAGER and these positions will be offered to the eldest daughter of Barbara’s 2nd Daughter and the younger daughter of the Mother of Larios, respectively who will be rotating between the Planners and IT groups.
10) & 11) The P/T Training Consultant and Training Assistant that can make and will make the difference between success In the Marketing Consultants being able to show their “depth” (in the subject) in their discussions about the importance of Root Cause/Evaluations as oppose to discouragement and missed opportunities. This very focused professional will assist in helping the Consultants to keep their attention fixed in order to be able to in turn/convince wavering potential customers about the benefits of Evaluations, professionally, by relying ONLY on: 1) knowledge of the subject matter, 2) the marketing materials that will be provided and 3) the back-up availability of the Proprietor and/or the Financial Overseer to provide the needed assistance in those rare instances when a little added support will help make the case to possible clientele. In this role finally I’m convinced that, the skills of these Training professionals will be best utilized to assist the “Holding Base” achieve its desired business goals/objectives as documented in the post SUCCESSFUL PRODUCTS AND SERVICES ARE BASED ON THE AVAILABILITY OF CLEARLY ACHIEVABLE GOALS AND OBJECTIVES FOR THE "HOLDING BASE" BUSINESS MODEL.
It must be pointed out here that the use of this term "products" is subjective depending on whether or not a "big picture" or more narrowly focused view is being considered. For the more broadly focused viewpoint, the "Holding Base" will always consider its offering a single product. However, when the more close-up view is being considered, this offering that will be available in three (3) different sizes is sometimes referred to as products based on its different sizes (which is plural), therefore from this perspective there is no intentional misleading taking place.
12) The P/T Event Coordinator's role as meeting organizer for the Proprietor’s staff meetings with his direct reports as well as the training sessions for the Evaluations Marketing Consultants, will facilitate all these gatherings to ensure that the needed supplies, etc. are adequately taken care of. In this role, the Event Coordinator may be on occasion be asked to provide training support assistance to the Trainers and to eventually act as an alternate in activities they may be required to undertake if and when the need arises. The other positions comprising the "Holding Base's" structure are:
13) Design/Business Legal Analyst who will be responsible for evaluating the various issues of importance to the “Holding Base” with the potential to impact the Proprietorship’s business interest financially and ensures that all Federal, State and Local criteria affecting the “Holding Base” operational model are complied with in addition to securing the intellectual assets rights of Proprietorship both nationally and internationally. Assisting and reporting to the Legal Analyst, will be the International Design Assets Consultant, who is regularly based internationally working in the FGM's group to ensure that intellectual property rights of the Proprietorship are secured even internationally, who will now be the younger of the two siblings (daughter) of the former Tipper Gore.
14) Facilities/Auxiliary Manager, whose Auxiliary responsibilities are to ensure that alternate avenues are available for the critical subcomponents required for the Proprietorship’s “flagship” product are identified with the necessary arrangements established with these potential suppliers to avoid disruptions if the need arises, and is the "go to" individual for ensuring that all issues regarding the "Holding Base's" physical assets in need of addressing receive due attention and who in turn arranges with the appropriate CD team to have needed repairs addressed, who in short is tasked with ensuring that the condition of the physical assets are effectively maintained.
15) Office Assistant whose responsibilities include ensuring the smooth running of the “Holding Base” office, which she manages and ensures that all the staff are functioning efficiently and with her able assistance directs all activities relating to the proper office direction, such as ensuring that all the Personal Assistants are trained and that they are able to rotate into various office functions as appropriate in order to assist with their skills development to be able to on occasion assist as needed in other staff positions. In addition, the Office assistant will ensure that all office non Human Resources records are efficiently prepared and appropriately stored/filed (in duplicate) for those that are most critical, etc. and 16) Personal Assistant to the Proprietor ensures the focus of the Proprietor is maintained on “big picture” issues.

Conclusion:
This outline was carried out to clearly show the various staff as well as their reporting lines of authority because of the various organizational iterations that have occurred up to this point and it is hoped that this outlay will achieve the intended objective to allow selectees to become accustomed to the positions to. which they will be assigned [that will generally remain unchanged as reinforced by the September "Holding Base" "picture" calendar that provides a view of conditions (in today's society) the way they actually are] for consistency and in this way bring them closer to the realization that startup is around the corner) as described, because the typical reasons suggested by some for making additional changes are already addressed by the two critical "non organizational" positions with the potential to impact the "Holding Base" structure, (because of the high regard to, which they are held and from whom very valued and sound recommendations are expected), if such (suggestions) are adopted. Therefore please join me in congratulating all selected in the hope that as the startup draws closer all will be ready to put their best forward to assist the “Holding Base” achieve its intended objectives as stated in this the only notification that’s is authorized by the Proprietor. 
 
 
Sincerely,
James F. Brazant
Proprietor
Conservery/Cosvry/ClChs Bakery
6/16/2015
(see the Conservery Blog Address Page for the Proprietorship’s  new mailing address)

SUCCESSFUL PRODUCTS AND SERVICES ARE BASED ON THE AVAILABILITY OF CLEARLY ACHIEVABLE OBJECTIVES FOR THE “HOLDING BASE” BUSINESS MODEL

Introduction:
This is an excellent opportunity to amend the previous post SUCCESSFUL PRODUCT DELIVERY - THE KEY TO THE ADOPTION OF THE “HOLDING BASE” BUSINESS MODEL for applicability to the current proposed business structure to underscore the basic reason why this approach was pursued for achieving a successful and sustainable Proprietorship, which is my primary objective as Proprietor. Therefore, from a “big picture” perspective, if any activity is discovered to be operating outside its intended design, swift action will be initiated to alter such a divisive course for the long-term functioning of the business, which should be shared by all, but unfortunately this is not always typically the case. Please follow, to discover what will be the critical objective for the various sections in the new business model less it‘s felt in some circles that what is being crafted is for mere conjecture that can be taken for granted.

Here are the Critical Issues of Importance:
Efficiently run and effectively managed business units, at every level will be the expectation for a) the Cosvry Investments (CI) sections as a unit, b) Cosvry Development and c) Crafted Business Evaluations tailored to suite the specific applications of those to who the service is being offered by the part time Marketing Consultants and Managers. These areas will be focused on as depicted above to zero in on what is being outlined.
a) Cosvry Investments Critical Objectives:
These include:
1) a continuous focus on inefficiency that could include unscheduled audits targeting the suspected area(s) of concern will follow since this could potentially be an indication that errors in product pricing are taking place and only an audit will reveal what exactly has been taking place and the Proprietors Financial Affairs Overseer in the ongoing role, will be expected to focus on such activities to ensure that any potential departure from the expected is identified early on and avoid bigger problems,
2) product pricing will be of prime importance as is those tasked with this responsibility with whom outstanding cooperation is to be norm not the exception,
3) critical record keeping is an absolute necessity for all involved with traceability as a direct output, therefore all such records are to be maintained for effective tracking purposes as ALL are involved in product pricing either directly or indirectly and this is where the ongoing action of the Special Assistant’s Criitique Observer can also proactively identify unsound practices for follow-up action,
4) the technical group will be the core of all the activity for this group, in both areas of these operations at the main center as well as at the subcomponent facility and are being relied upon to keep the product truly innovative and appealing continuously not as mere slogans to cover other questionable operations, as a result those in this group headed by the Technical Product Designer in the Divisions Manager (DM) area are expected to be familiar with all aspects of the business activities that can impact the successful development and production of their product,
5) the staff and the “Holding Base’s” intellectual property rights are of critical importance for this product’s marketing and sales, both nationally and internationally, therefore those tasked with ensuring that these rights are protected will be relied on to ensure that all royalties due are being collected from all regardless of size and
6) it’s the expectation that the technical personnel identified will work with the Regional Manager with the cooperation of the DM to effect the best strategy for product displaying in order to be able to better assist the Independent Marketing/Sales Reps to help achieve more effective sales efforts for the products overall success. With these objectives clearly identified, it is felt that a better approach will be implemented for achieving the desired outcome more effectively and with the cooperation of all.
b) Cosvry Development Critical Objectives:
For this group, these will include:
1) having the Regional Manager clearly focusing the attention of the strategically placed Base Coordinators throughout the contiguous 49 States dedicated primarily to the primary task at hand, namely bid projects opportunities, which can be translated into successful bids and eventual work projects for the teams,
2) the General Manager - Cosvry Development (GM - CD) will ensure that completed work that is carried out efficiently, professionally and on schedule while exhibiting work output that demonstrates a very high standard of “workmanship” by her team members, by working with the Development Coordinators to effect this eventuality,
3) evidence of achieving objective 2 for this group will repeat bid opportunities from those for whom project work has been previously carried out,
4) The role of these teams as “ambassadors” representing and delivering the CD’s “brand” can’t be underscored, because as their work output becomes more widely known and is known to be of a very high quality, this type of “advertising” can’t be purchased no matter how many dollars are made available for such activity by those whose work quality leaves much to be desired but who rely on “advertising” as the way to “purchase” reputations of being known for (or synonymous) with high quality products/workmanship assistance should be utilized fully by those needing such resources.
5) Training will be a critical part of achieving objective 4 and the high value being placed on the role of the p/t Training Coordinator's training is absolutely critical and essential for achieving this objective and
6) these strategically placed Coordinators, who for the most part will have the added responsibility of ensuring that the well-being of their dependents are addressed can have the added assurance of the availability of the Mobile Program Coordinators who will be available to assist them in this regard, making their work activities much more meaningful instead of more stressful that can hopefully translate into obtaining more effective opportunities for the CD teams. With these objectives in place, it is felt that overall quality “workmanship” will be realized to aid in these workers becoming known for the delivery of top quality instead of unsound and/or questionable “workmanship”.
c) Crafted Business Evaluations Critical Objectives:
Since all activities carried out for this business area will be part time, these objectives are of even more importance and will include:
1) training all who will represent the “Holding Base” in this activity before sending any into the field;
2) providing all representatives will carefully developed marketing and other materials that can be adapted for use in specific situations;
3) the Regional Manager working with these Coordinators to ensure that no individuals market the same business and the same areas simultaneously;
4) offering follow-up training to various Coordinators and/or Managers identified (to whom such opportunities are offered) to enable them to participate in greater depth in evaluations and receive greater income opportunities as stated on the Pages of these Blogs as an aid to the clientele and the Proprietor, who oversees ALL evaluations.
5) It is always the preference that research be carried out before agreeing to carry out any evaluation in order to ensure that clients can be sure of what is being offered and to be expected and
6) the research referenced involves taking a cross-sectional look at what is needed to get an idea of the needs of each client in order to better provide prospective clients with greater quality service, however, it’s recognized that this will not always achievable but this will in no way lessen the quality of work offered.

Conclusion:
A skillfully managed and sound fiscally run Proprietorship is the desired objective in this “Holding Base” approach in case that fact has been lost on anyone who may be caught up in their own agendas to aid in this regard, if that business feature that can be utilized and was referenced in the previous organizational approach as a path to achieving a desired objective is required, (namely training), is being and will be utilized routinely to ensure that critical objectives become second nature (or is instilled) to (in) staff. That is why this opportunity is being taken to remind all that any and all actions not supportive of such a business approach will be eliminated. These objectives will be the critical focus that all who are truly representing this “Holding Base” Proprietorship should be well aware of what is the focus that has nothing to do with copying, stealing or relying on anything other than what is stated that has not been made known to none, regardless of who is supporting such individuals.
In closing it’s being stated that with your effort you are not achieving the type of returns needed for the sales targets that will be set for each of the Independent Proprietorships, then consider working with the Regional Manager to ensure that any assistance required will become known before such situation develop into critical situations, after all, this is what is preferred as opposed to not seeking any assistance and then finding yourself overwhelmed later if constructive action is avoided altogether and instead of preparing for what’s ahead, putting off needed action is maintained until too late. With the objectives identifies, as previously stated effecting an outstanding investment vehicle, focused on the delivery of notable goods and services that are second to none will an can be effected.


James F. Brazant
Proprietor
Conservery/Cosvry/ClChs Bakery
5/18/2015
(see the Conservery Blog Page for the Proprietorship’s new mailing address)

TYPICAL STAFF BENEFITS TO BE OFFERED BY THE “HOLDING BASE” - UPDATED 9/8 & 9/11/2015

Introduction:
Those who will be employed by the Proprietorship are being considered as professionals deserving of the type of “awards” that are made available to staff, this post will address the benefits to be offered that will instrumental in the personal and professional lives of many of these individuals, in return for their years of continuous, merit worthy service. Please follow below for details regarding this discussion.

Here are the Background Issues of Interest:
For those offered employment, these types of benefit “awards” can be expected: 1) Relocation Assistance will be made available that will include a standard cash payment in addition to paid travel. For those who travel by car (recommended), the standard amount used by the IRS with regards the per mileage reimbursable rate will be paid (ex. .50/mile), those who submit documentation in support of their travel requests, that can include food and lodging on the route towards their destination; 2) Subsidized Rents for those Coordinators and Marketing/Sales Consultants stationed in National Base and similar distant locations, which is essentially an increase in salary (the difference between what would normally be paid and what is actually paid in rent in these pricey locals) for those in such locations that is not available to others directly in the same manner but, which they will also receive in different ways), the subsidized rent/income increase will be reflected on the annual tax-related documentation; 3) Equally Shared Royalty Payments for those staff members who excel at being innovative and develop unique designs worthy of pursuing patent protection for these ideas and for, which successful patent claims are obtained. As a result, all royalties obtained will be shared at a rate equivalent to 50/50 percent (%) with the applicable staff member and where multiple individuals share the innovation, they will all share the royalties collected equivalent to the staff 50% split. The remaining 50% will be the Proprietorship’s share of the royalties collected; 4) Incentive Cash Payments will be made available to those staff members who submit written suggestions that result in efficiency savings by the Proprietorship. For example, if a staff member submits an idea for conducting business more efficiently regarding a specific activity (carried out by the Proprietorship), and savings are realized when the alternate method of conducting the same task suggested is implemented, the staff member will receive a cash award equivalent to the following criteria. If cash savings of up to $1000.0 are realized, then a cash payment equivalent to $300.00 will be paid to the staff member. If savings equivalent to $1001.00 and $5000.00 are realized when the suggestion is implemented, a cash payment equivalent to $400.00 will be paid to the staff member. On the other hand, if savings equivalent to $5001.00 and $10,000.00 are realized when the suggestion is implemented, then a cash payment of $500.00 will be paid to the staff member. Finally, if savings of greater than $10,001.00 are realized, then a cash payment of $600.00 will be paid to the staff member. This will be the “Holding Base” Proprietorship’s avenue to encourage staff to make recommendations regarding methods that can improve their working conditions by conducting business more efficiently. 5) The Fleet/Leased Vehicles Program will be made available to all staff holding a valid driver license. The “Holding Base” will use its collective purchasing ability to effect an arrangement with one selected manufacturer from, which all the vehicles will be purchased at a favorable price. It is anticipated that two (2) ONLY manufacturers will be selected from which quotes will be requested and the manufacturer offering the better cost arrangement that can in turn be passed on to the staff, will be the “Manufacturer of Choice” and the specific make/model selected will be known as “fleet” make/model Program vehicles for those desirous of taking part in this Program. The individual staff will lease the vehicles from the Proprietorship and the payments will be deducted from their paychecks each month and it’s the expectation that these vehicles will last for a minimum of four (4) years, at, which time the vehicles will be traded in and new vehicles purchased by the “Holding Base” and offered to the staff as leased vehicles in the same arrangement. All savings realized from this Program will remain in the “pool” of funds set aside for this purpose into, which the monthly leased payments will also be deposited for servicing the fund/avenue (financial institution) via, which the funds are obtained. It is the expectation that all staff participating will maintain valid vehicle insurance and licenses (as required by law) on these vehicles at all times and keep up with required servicing at regular intervals as recommended by the manufacturer in order to enhance the service life of the vehicles and with this cooperation by ALL participating staff, the Program will be a continuous benefit offered. The Financial Comptroller's group will be responsible for the administration of this benefit. 6) The Employee of the Month Program, is intended to highlight those stellar performers who give continuous outstanding service and for such types, who will be chosen each month based on recommendations from the Special Assistant to the Proprietor as well as the Proprietor's Financial  Affairs Overseer with the final decision being made by the Proprietor and the "selectee", holding a valid Driver License receiving use of the Staff Vehicle designated for such purposes by the Proprietorship the following month and will be made available to the individual selected each month. Any staff member who receives the distinct recognition of being selected for three (3) successive occasions will be entitled to keep the vehicle permanently and a new vehicle will be obtained to replace that awarded to the successful staff member for continuance of the Program. It must be borne in mind that if any neglect is determined to be taking place, with regards the vehicle, the Program will be terminated if individuals don't maintain the vehicle in top condition and repeated issues occur with maintaining the vehicle in top (new vehicle type) shape; The Program will remain in place as long as the staff using the vehicle monthly maintain the vehicle in proper condition while in their possession, such that it can be turned over to the next individual each month in top condition. If any neglect is determined to be taking place, with regards the vehicle, the Program will be terminated if individuals don't maintain the vehicle in top condition and repeated issues occur with maintaining the vehicle in top (new vehicle type) shape. 7) The Dependents Instruction Assistance Program, which was intended to make the task of instructing the offspring of staff members based in various locations less of a concern, but is available to all staff, to prepare them (dependents) to successfully accomplish the ACT testing requirements combined with the Work Study assignments to enable them to be better prepared for the workplace environment; and 8) The “Holding Base” does not offer a Pension Plan as such, but will for those note worthy staff members completing years of continuous meritorious service, the following will be offered in lieu of such, assistance with the establishing of their own proprietorships with terms and similar arrangements and a defined unique service area as discussed in the post HOW BUSINESSCOLLABORATION BETWEEN THE INDEPENDENT PROPRIETORS AND THEIR DISTRIBUTOR ISINTENDED TO FUNCTION as updated by the details described in the GENERAL NOTATION of the Stand Alone Table “HOLDINGBASE” NATIONAL INDEPENDENT MARKETING/SALES PROPRIETORSHIPS DISTRICTS/OPERATINGAREAS. Those few with the most outstanding service may be assisted with Independent Distributorships, The main difference or caveat between these two arrangements is that these who are assisted and succeed will be required to contribute an amount equivalent to 2% of their profits toward a fund established by the “Holding Base” that will go towards assisting others it he same way, while the “Holding Base” will contribute an amount equivalent to 3% towards from its share of all profits from these Independent Proprietorships, towards this fund annually. This in effect means that those with such Proprietorships will retain 48% of their profits and the on-going Pension Pool Fund will eventually have its own fund Consultant/Coordinator under the Financial Comptroller’s Benefits section, that will keep staff and fund contributors aware of its status routinely.

Conclusion:
The “Holding Base” neither is nor will become a “giant” corporate entity with huge “stock payments” being made to “executives” and others, but it will remain a Proprietorship, which values the worthwhile efforts of its staff as they ethically and professionally carry out their required tasks all with the aim of delivering successful products and services. It is hoped that those with the most successful, consistent work records will be those who will earn these in lieu of pension benefits as the “Holding Base” Proprietorship’s way of expressing thanks to the appropriate worthy staff. Furthermore, as the Proprietorship becomes the type of outstanding investment “vehicle”, desired; it’s possible to envision that similar type “benefit awards” may be added to these described here. Nevertheless, this will not take away from the fact that what is prized most in its staff, is their commitment to providing processional, ethical service to assist the Proprietorship achieve its critical objectives and for that the, most notable will be “awarded” the applicable benefits in addition to all the others described. It is my hope that these “awards” will be go a long way towards assisting the professional staff members of the “Holding Base” and its subsidiary Proprietorships with their financial needs as we collectively work towards achieving all our critical objectives.

James F. Brazant
Proprietor
Conservery/Cosvry/ClChs Bakery
6/19/2015
(see the Conservery Blog Page for the Proprietorship’s new mailing address)