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What we have learned along the way.
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Pearls of Wisdom —
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“Our Word is Our Bond”
I don’ t know about you, but from looking at my picture above, a lot has
changed in the past 30 years. Some good, some not so good. Do you remember buying a gallon of gas for under a dollar or your new home for around $65,000? How about carrying your suitcase (instead of wheeling) or going to the bank (instead of ATM or electronic transfer)? Much has changed since 1982 when AMP first hung out its shingle and began looking to serve good people like you. In honor of our 30th anniversary, I thought we’d take a stroll down memory lane and examine what was going on in 1982, as well as look at some of the most impactful innovations during the past 30 years. ● The Dow Jones Industrial Average hit an “all time high” of 1065 ● The Commodore 64 computer was released ● The first issue of USA Today was published ● EPCOT Center opened (who can tell me what that stands for?) ● Doctors implanted the first permanent artificial heart ● E.T. the Extra-Terrestrial reminded us to “phone home” ● Time’s Man of the Year was The Computer As you might imagine, technology has been at the forefront of innovation, and its application to improve healthcare has been substantial. Not long ago, The Wharton School reviewed and selected the top 30 innovations of the last 30 years. Not surprisingly, the Internet, WWW and broadband were at the top of the list followed by PC/laptops,
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mobile phones and email. Clearly, all game changers for how we now conduct our business and personal lives. No less dramatic was the healthcare industry’s ability to capitalize on technological advances to create or proliferate DNA testing and sequencing/human genome mapping, Magnetic Resonance Imaging (MRI) and non-invasive laser/robotic surgery, to name a few.
While modest in comparison, AMP was also busy these past 30 years. Thanks to you, we have grown from an idea with no revenue and very little resources to a financially and resourcefully strong company able to serve more than 100 clients and gainfully employ 170 talented people. We moved three times to bigger and better facilities. We successfully launched and grew our Association Management division. We developed and continuously improved the industry’s most integrated testing software. We launched our own international network of computer-based testing (CBT) sites, now having tested more than 2 million candidates.
Yes, much has changed in the world and at AMP. But, one thing has not and will not change.
Our Word is Our Bond! I’m sure many of you have heard me say this before and I can promise you our staff has also heard it many times. If we tell you we’re going to do something, we’re going to do it. No grey, just black and white. With so much change all around us, it is important to have anchors on which to hold.
Gary A. Smith, CEO and President
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In the spirit of our 30th Anniversary, we thought we’d take a little different approach to this year’s annual report and share with you some of our favorite “Pearls of Wisdom” or “What We’ve Learned Along the Way.” You may also recognize some of the folks who have helped guide our ship over the years. We also share some of our clients’ favorite sayings or maxims that have helped provide direction to their success. I hope you enjoy this year’s annual report and, as always, if you have any questions or would like to talk, please let me know.
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Each quarter, AMP executive office
“There is no place for complacency.”
staff gather in our largest conference room for an all staff meeting. Everyone is present: call center associates, meeting planners, program directors, marketing and sales staff, company executives, etc. When Gary Smith, CEO, addresses the staff, his talk invariably ends with a call to fight complacency. Even if we’ve had a record breaking quarter of quality, error-free service, there is no place for complacency. Ask any staff member, “What is our biggest threat?” The slow economy? The high volume of work? Changing technology? No, it is complacency.
The work we do requires complete accuracy and repetitive tasks. Unfortunately, that is fertile ground for complacency. Scoring keys for national examinations can’t be almost correct. Client websites can’t be fairly up-to-date. Financial statements can’t sort of balance. So each and every day, we fight off complacency and strive to do our best on even the smallest tasks.
How do we keep motivated? We’ve learned a few tricks over the years. ● We meet regularly to remind ourselves that we are all in this together and our work affects others, both inside and outside our company. ● Our Teamwork/Leadership Award nominations ensure staff know their quality services are appreciated. Do you know an AMP staff member that provides excellent service? Let your program director or association manager know and they will be recognized. ● Monthly lunches are provided where AMP Management Team members sit and talk with staff from all departments, ensuring we all remain connected and the roads of communication are always open. ● We employ detailed checklists for those important, repetitive tasks, ensuring replication of quality results. ● We understand our clients are doing important work and we are motivated and honored to be partners in your mission.
Responsibility. Ownership. These
are what make projects succeed. How many times have you been part of a project team that, at some point, seems to be going off course only no one seems to know why or possibly even care? Too frequently, some people will invariably begin to think; well it’s not my fault, it must be the other guy’s problem to fix. Naturally, when one person is thinking this way, it is likely others are too and no one is accountable anymore. This is the point of no return for many well-intentioned projects and they begin to die. Some are simply disbanded or worse yet they fail and actually cause harm instead of the intended good.
“Whose Monkey is It Anyway?”
If a project begins to veer off track at AMP, you will likely hear someone ask, “Whose monkey is it anyway?” It sounds silly, but it is our way of asking a few pointed questions. First, it asks, Who is in charge? Who knows what is going on? It’s important that each project have an identified leader that has the vision and is willing and able to steer the rudder in good and bad weather. Second, and just as important, it is a reminder and rallying cry for the rest of the team. Regardless of the strength and conviction of the leader, he or she can’t do it themselves and the team must pull together and each member must make the project “their monkey.” We believe for projects to truly succeed, each member must take ownership and individual responsibility in its accurate and timely completion. Thankfully, the list of successful projects at AMP is long. Just a few of the critical projects that marked milestones along our rich 30 year history include: ● 1984: Development of the Integrated Examination Management System, our initial computerized item banking system that took the age old custom of reviewing items and test forms on stacks of paper to a new age of efficiency and integration. ● 1989: Establishment of AMP Management Services, providing the still unique ability to offer credentialing organizations and others both testing and association management services. ● 1996: Acquisition and integration of Logic eXtension Resources, the creator of AMP’s current robust item banking, test development, and scoring and reporting system. ● 2000: Creation and launch of a nationwide network of computer-based testing centers, now totaling 200 sites. ● 2007: Building a new 75,000 square foot corporate office space and moving the entire operation over one weekend, with no loss or downtime of customer service or other critical operations and communications systems. ● 2013: Wait and see…
“Do you want to be pulling the cart, pushing the cart, riding in the cart, or just walking beside the cart?”
A company is only as good as its people.
At AMP, we embrace problem solvers, hard workers and creative thinkers. Our CEO often talks of the four types of employees. Those that pull the cart – they move the company forward and get things done through experience and understanding of company philosophy and culture. Those that push the cart – they move the company forward through innovative ideas. Those that walk beside the cart – they stand off to the side and contribute little to the journey. And those that ride in the cart – they are just along for the ride relying on the effort of others and adding a burden. AMP employees are often challenged to consider which type of employee they want to be. Naturally, we want cart pullers and pushers and we’ve been lucky to have many of both. To name just a few: ● Steven K. Bryant, former CEO, had the foresight and vision to form our company thirty years ago.
● Gary Smith, current CEO, sketched our first computer-based item banking software system on a napkin in a bar. He was also the chair of the NBRC Board before embarking on his career as executive staff of AMP/NBRC, which brought immeasurable depth of knowledge and experience to AMP. ● Bill Hogan, former Vice President of Marketing and Business Products, envisioned how H&R Block’s “store within a store” model might be an innovative way to launch a CBT testing network. Fifteen years later, it’s still a good idea. ● Steven S. Nettles, PhD, Senior Vice President of Psychometrics, developed the s-curve logo still used by AMP today. He was able to take an image from the complex psychometric world we work in and make a simple, recognizable representation of our company. The key to keeping the cart moving is hiring excellent staff. When hiring, we focus on aptitude, attitude and proven experience. This approach has surrounded our cart with a winning team. We even have a few that have been moving the cart along since pretty much the very beginning:
38 years Karen Flint, Director, Internal Development &
29 years Gary Smith, Chief Executive Officer & President
36 years Barb Rossi, Senior Examination Services Specialist 31 years Jodi Burns, Senior Examination Services Specialist 31 years Bill Lair, Manager, System Network Security 30 years Mark Biewer, Lead Software Engineer 29 years Patsy Rush, Test Development Coordinator
28 years Dede Gish-Panjada, MBA, Sr. Vice President,
Systems Integration
Management Services
28 years Donna Howard, Manager, Facilities 27 years Steve Nettles, EdD, Sr. Vice President, Psychometrics
26 years Melanie Thomas, Manager, Examination Services 25 years Don Todd, Test Center Supervisor
In testing, the truth is surely in the details. Scoring exam-
inations, transferring secure data, calculating statistics – the opportunity for error is infinite and potentially catastrophic. In fact, the news this year was peppered with testing mistakes on large scales.
“If you have time to fix an error, then you had time to do it correctly the first time.”
Errors are simply not acceptable at AMP and this is ingrained in our training and our culture. When an error does happen, it is fixed immediately and transparently. With each occurrence, we look at the time and expense of fixing the error and are reminded that it simply makes more sense to do it right the first time. How can we achieve this high standard of excellence? ● Our staff utilizes detailed procedures and checklists developed and refined over time to adhere to strict standards and safeguards. ● We write and maintain our own software products, ensuring we can customize specifically to our needs and build in the checks and balances necessary to help eliminate manual error. ● AMP managers employ an online tracking system for errors and near misses. This allows everyone to review the situation, be reminded of the financial and staff time impact, and learn from each situation. ● We aren’t afraid to learn from our mistakes. We embrace an open culture where we educate and remediate, rather than punish and rebuke. After all, if 99% accuracy is good enough, then in 2012: ● 18,322 pieces of mail would have been mishandled every hour. ● 20,000 incorrect drug prescriptions would have been written. ● 2,000,000 documents would have been lost by the IRS.
“Technology needs to work”.
Technology is “ hot” these days. It’s all about access, speed and the
newest bells & whistles. Anything less than instant is too slow. We agree that technology makes things better. Thirty years ago, AMP was founded because the NBRC’s testing company at the time was too short sighted to computerize their item banking process – relying instead on 5” x 7” index cards. Can you imagine what we would have thought of the technology we have today? ● Website/database integration lets association members donate, renew, update contact information, and access exclusive content with ease. ● Digital 360° cameras allow operational staff in Kansas City to zoom in on test takers all across the country from any angle, further increasing examination security. ● Online portals allow secure access to item banks, eligibility information and administration data 24/7. ● Clean website design allows candidates to schedule an examination appointment from their smartphone anytime/anywhere. ● Extranets allow association volunteers from across the globe to work collaboratively on documents and projects. ● Text alerts remind candidates of their testing appointment a day in advance. But technology needs to work. It needs to serve a purpose – to make us more efficient, more secure or provide higher quality service. Technology for technology’s sake doesn’t help anyone. Anytime we are discussing a new technology product or service, you’ll hear someone say “Technology Needs to Work.” Our CEO will remind us that we want to be on the “Leading Edge of Technology, not the Bleeding Edge.” When we introduce a new product, it is well tested, flawless, and provides a specific solution to serve our clients better.
Ask anyone working at any company if
quality is a priority – or an objective – and they’ll probably say yes. If not, they likely won’t be in business for 30 years. However, at AMP, we know it takes more than just saying it to make it happen. Quality isn’t just an objective that may or may not be reached consistently. It is actually a result of doing the job the right way. We are owned by a credentialing board, so we do for others what we do for ourselves. We treat others the way we want to be treated. The result is unparalleled quality.
“Quality is a Result, Not an Objective.”
How do we get there? ● We Listen. It is important to hear our clients’ concerns and needs, not just to force their program or association into our box and move on. ● We Understand. Listening is great, but we all know it doesn’t always lead to understanding. That requires asking questions, following up and creating a working partnership. ● We Deliver. We don’t let up until we meet our clients’ expectations. It means meeting deadlines and quality performance standards. ● We Continually Assess. We are a measurement company after all. Each year, we ask our clients what they think. How did we do? What can we do better? The next time you are in a planning meeting and someone thinks the answer to the problem is to strive for a quality service or product, tell them what AMP would say. No, Quality is a Result, Not an Objective. Instead, let’s talk about how we get there.
We have a lot of balls in the air.
So much is going on – all the time. In 2012 alone, we:
● Tested 200,000 candidates in a high stakes, secure environment. ● Delivered tens of thousands of low stakes examinations/self-assessments. ● Developed more than 1,000 test forms.
“There is always time to do one more thing.”
● Logged more than 2,000 hours of typesetting and design time. ● Served more than 7,000 meeting attendees. ● Answered nearly 230,000 calls from testing candidates and association members. Therefore, time is a precious commodity. We understand how a few minutes of effort can make the difference between good customer service and outstanding customer service. You’ll hear it said in meetings from time to time. “There is always time to do one more thing.” Imagine the increased productivity if everyone does just one more small thing before calling it a day. Send one more email, return one more call, proofread one more item, schedule one more WebEx meeting. We’d get more done, provide better customer service, and be ready for the next day.
What Our Clients Learned Along the Way We enjoyed revisiting some of our tried and true AMP Pearls of Wisdom. It got us wondering what phrases our clients might use to get the job done. So, we asked them. Here’s what they had to say:
““Integrity Builds Trust and Respect”
“Keep your face turned to the sunshine and the shadows will fall behind.” — Mahatma Ghandi
Teresa Hoffman Nebraska Real Estate Commission
Live as if you were to die tomorrow. Learn as if you were to live forever.”
Joy Schneck, MM, MT-BC Executive Director Certification Board for Music Therapists
“It is important to do the right thing and to do the thing right.” Sandra Lee Schafer, RN, MN, AOCN Director of Certification National Board for Certification of Hospice & Palliative Nurses (NBCHPN)
Our success and growth is only
important if we remain connected to our local community and give back wherever and whenever possible. While we do not usually feel the need to say these words out loud, it’s most important that we feel and act on the innate responsibility. This is where our corporate culture comes into play. Subtly over the years, sometimes directed by management but more often cultivated by staff, acts of kindness and generosity have become a big part of who we are and the principles for which we stand. One act spurs another and then another, and before you know it, something worthwhile is taking place. We believe this spirit is a large part of our success and a major reason why so many of our staff have found a home here for 10, 20, 30 or more years.
“Giving is Our Responsibility”
In 2012, AMP staff supported a wide range of organizations, including Harvesters, American Heart Association, American Cancer Society, Olathe Mayor’s Christmas Tree Fund, US Marine Corps Toys for Tots, American Red Cross, VFW, Care of Poor People, City Union Mission, Ronald McDonald House and Newhouse Women’s Shelter. These efforts included donating money, food, toys, clothing, and, perhaps most importantly, precious time.
“Know what you don’ t know, and surround yourself with great people who aren’ t afraid to remind you.” “Don’ t Bring Me Problems, Bring Me Solutions.”
“Keep your eye on the ball.”
Christopher Hunt Executive Vice President Infusion Nurses Society Infusion Nurses Certification Corporation
“It’s easier to put on slippers than to carpet the whole world.” — Al Franken
Claudia Zacharias, MBA, CAE President & CEO Board of Certification/ Accreditation
Ron Kruzel CST, MA, CAE Chief Executive Officer NBSTSA
Thirty years can go by pretty quickly. But,
10-Year Comparison $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 0 1982
1992
2002
2012
REVENUE
$0
$3,986,628
$16,172,169
$26,519,322
NET INCOME
-$9,134
$564,448
$1,774,818
$3,839,456
as we know all too well, change can happen even quicker and if you don’t prepare for the unexpected, you’ll likely be left behind. AMP was built on and still holds dear the concepts of sound financial principles. The table to the left lists our Revenue and Net Income (before taxes and bonuses) in ten year increments from our start in 1982. As you can easily see, we had humble beginnings. However, through hard work, perseverance and, most importantly, working with the very best clients, we have been able to keep the company growing in a healthy direction. With the support of our business partners and prudent financial strategy, we are able to continue to build and enhance our infrastructure and explore appropriate technological advancements to best serve our loyal customers now and in the future.
While there is certainly room for debate as to the status of the economic recovery in the US, we are encouraged that AMP revenue had its largest growth spurt in seven years. Still considered modest by most organizational standards, it is promising to see the upward trend and we carry a positive outlook for the years to come.
Statement of Income (unaudited) Years ended December 31, 2012 and 2011 REVENUE Testing Revenue Applied Research Products Association Management Software Products Publishing and Other Income TOTAL REVENUE
2012
2011
20,817,560 1,316,764 3,223,968 629,298 531,732
19,063,094 1,277,368 2,901,671 663,981 517,351
$26,519,322
$24,423,465
7,514,508 11,520,169 3,481,705 — 163,484
7,241,902 11,483,158 3,308,720 — 181,853
$22,679,866
$22,215,633
$3,839,456
$2,207,832
EXPENSES Test Development and Administration Personnel - Before Bonuses General and Administrative Interest Expense Publishing Expense TOTAL EXPENSES (before taxes and bonuses) NET INCOME (before taxes and bonuses)
As the Statement of Income shows, total revenue increased by 8.6% and four of the five revenue segments saw modest growth in 2012. We did a nice job holding the line on expenses, which allowed our net income before taxes and bonuses to see a very favorable 74% increase over 2011. Much of our net income is provided back to staff in the form of profit sharing and bonuses to retain the most talented individuals in their respective fields. However, this positive return also provides the necessary resources to improve services and increase infrastructure, including the size and quality of the test center network.
Over the past 30 years, AMP has stayed true to its belief that sensible saving and spending is the key to having the right tools to do the best job today, while keeping an eye on preparing for the future and any storms that may be forming. Our fellow Midwesterner, Warren Buffet, may have captured this concept best when he said, “Do not save what is left after spending, but spend what is left after saving.” Or, consider another of AMP’s long-standing traditions, which has made saving and contributing to the company in a very practical and tangible way for all staff team members. “Find your 50 bucks” has been a rallying point for individuals at all levels of the company for many years. To illustrate the concept, if each of our approximately 170 staff members saved or added productivity worth $50 each month, at the end of the year we would collectively help our financial strength by more than $100,000. Anyone can get behind that concept.
“Find Your 50 Bucks!”
As the Balance Sheet below details, AMP continues to increase our cash position and remain free of long-term debt. Stockholders’ equity rose by more than 10% and the debt-equity ratio (measure of financial leverage) was again excellent at .65. The current ratio (ability to meet short-term obligations) stands at a very favorable 2.3 again this year. Standing on solid financial ground allows AMP to best serve its valued business partners today and tomorrow.
Balance Sheet (unaudited) December 31, 2012 and 2011 ASSETS
2012
Current Assets Other Assets
2011 7,980,497
6,324,765
696,508
768,286
Property and Equipment
5,876,989
5,974,567
Less accumulated depreciation
4,372,721
4,230,062
Net Property and Equipment TOTAL ASSETS
1,504,268
1,744,505
$10,181,273
$8,837,556
3,406,414
2,717,771
—
—
624,143
554,942
6,150,716
5,564,843
$10,181,273
$8,837,556
LIABILITIES AND STOCKHOLDERS’ EQUITY Current Liabilities Long-term debt Other long-term liabilities Stockholders’ equity TOTAL LIABILITIES AND STOCKHOLDERS’ EQUITY
AMP Clients American Board of Veterinary Practitioners American Board of Wound Management
Mission Statement Applied Measurement Professionals, Inc. (AMP) is a private stock corporation located in the greater Kansas City area. AACN It was incorporated in the state of Kansas in 1982 as Certification a wholly owned subsidiary of the National Board for Corporation Respiratory Care, Inc. AMP’s corporate mission is to Alabama provide certification organizations, governmental Real Estate agencies and private industry with assessment, Appraisers Board management, communications and technolAlabama Real ogy services that meet the highest professional Estate Commission and ethical standards; tailor these services to American Academy fulfill the unique requirements of each busiof Pain Management ness partner; and personalize the delivery American Association of these services by providing innovative of Colleges of Nursing and accessible professional and manageAmerican Association rial staffs serving business partner orgafor Respiratory Care nizations throughout all phases of the American Association of program. Heart Failure Nurses
American Association of Oral and Maxillofacial Surgeons
2012 Board of Directors Gary A. Smith President Olathe, KS James H. Hayes, MHA Chairman of the Board San Antonio, TX Paul L. Goldiner, MD Vice Chairman Larchmont, NY Gregg L. Ruppel, MEd, RRT, RPFT, FAARC Secretary St. Louis, MO Harry E. Jordan, CPA Treasurer Leawood, KS Kerry E. George, MEd, RRT, FAARC Ankeny, lA Theodore Oslick, MD, FCCP, FAARC Glenside, PA Robert D. Regnier Overland Park, KS Barbara G. Wilson, MEd, RRT, RRT-NPS Chapel Hill, NC William W. Burgin, Jr., MD, FCCP Director Emeritus Corpus Christi, TX
American Board for Occupational Health Nurses American Board for Transplant Certification American Board of Audiology American Board of Genetic Counseling American Board of Histocompatibility and Immunogenetics American Board of Medical Genetics
American Case Management Association American College for Advancement in Medicine American College of Chest Physicians
Board for Critical Care Transport Paramedic Certification Board of Ambulatory Surgery Certification Board of Certification for Emergency Nursing Board of Certification/ Accreditation, International Breining Institute
American College of Healthcare Architects
California Office of Real Estate Appraisers
American College of Veterinary Emergency and Critical Care
California State Board of Pharmacy
American College of Veterinary Internal Medicine American Hospital Association Certification Center American Midwifery Certification Board American Organization of Nurse Executives American Public Works Association American Society for Healthcare Engineering American Society for Pain Management Nursing American Society of Anesthesia Technologists and Technicians American Society of Heating, Refrigerating and AirConditioning Engineers Association for Driver Rehabilitation Specialists Association of Boards of Certification Association of College and University Auditors Association of Genetic Technologists Association of Pulmonary and Critical Care Medicine Program Directors Association of Strategic Alliance Professionals Automotive Lift Institute
Center for Interviewer Standards and Assessment Certification Board for Music Therapists Certification Board for Professionals in Patient Safety Certification Board of Infection Control and Epidemiology Chartered Realty Investor Society COACH: Canada’s Health Informatics Association Commission for Certification in Geriatric Pharmacy Commission on Dietetic Registration Employee Assistance Certification Commission Entertainment Services and Technology Association Georgia Construction Industry Licensing Board Georgia Real Estate Appraiser Board Georgia Real Estate Commission Hand Therapy Certification Commission HCPro Health Care Compliance Association Healthcare Information and Management Systems Society Hospice Medical Director Certification Board Illinois Department of Financial and Professional Regulation
Management Team Gary A. Smith President & Chief Executive Officer Infusion Nurses Certification Corporation Institute of Internal Auditors International Association of Electrical Inspectors interNational Association of Lighting Management Companies International Board of Lactation Consultant Examiners International Nurses Society on Addictions Investment Management Consultants Association Kentucky Real Estate Appraisers Board Lambda Beta Society Missouri Real Estate Appraisers Commission Missouri Real Estate Commission Missouri Veterinary Medical Board Montana Board of Real Estate Appraisers Montana Board of Realty Regulation NATCO: The Organization for Transplant Professionals National Association for Healthcare Recruitment National Association of EMS Physicians National Association of Graduate Admissions Professionals National Association of Health Unit Coordinators National Asthma Educator Certification Board National Board for Certification of Hospice & Palliative Nurses
National Committee for Quality Assurance National Conference of Bar Examiners National Council on Qualifications for the Lighting Professions National League for Nursing National Marrow Donor Program National Strength and Conditioning Association Nebraska Real Estate Appraiser Board Nebraska Real Estate Commission New Hampshire Real Estate Commission New York State Board of Real Estate Appraisal North American Electric Reliability Corporation North American Menopause Society North Carolina Real Estate Commission North Dakota Real Estate Appraisal Qualifications and Ethics Board North Dakota Real Estate Commission
South Dakota Real Estate Appraiser Board South Dakota Real Estate Commission State Pain Policy Action Coalition Sudden Cardiac Arrest Association The American Association of Nurse Attorneys The American Association of Nurse Attorneys Foundation
Steven S. Nettles, EdD Senior Vice President, Psychometrics Lawrence J. Fabrey, PhD Senior Vice President, Psychometrics J.E. (“Rhett�) Tindall Jr. Chief Information Officer & President & Founder, LXR Division Deidre Gish-Panjada, MBA Senior Vice President, Management Services Patrick Gallagher, MBA Vice President, Sales & Marketing
Transportation Lawyers Association Virginia Board for Waste Management Facility Operators
Department Managers
Washington Real Estate Commission
Cathy Berra, MBA Director, Management Services
Web Analytics Association Wyoming Certified Real Estate Appraiser Board Wyoming Real Estate Commission XICON Solutions
Nisha Bhagchandani, MBA Director, Software Engineering Bridget Coiner Manager, Candidate Support Center Wade Delk Director, Government Affairs Andrew J. Falcone, PhD Director, Psychometrics
Office of Indiana State Chemist
Karen S. Flint Director, Internal Development & Systems Integration
Oncology Nursing Certification Corporation
Larry D. Flint Director, Operations
OASIS Answers
Orthopaedic Nurses Certification Board Pediatric Endocrinology Nursing Society
National Board for Respiratory Care
PJM Interconnection
National Board of Surgical Technology and Surgical Assisting
Scott M. Hermansen, CPA Chief Financial Officer & Senior Vice President, Finance
National Certification Corporation for the Obstetric, Gynecologic and Neonatal Nursing Specialties
National Board for Certified Counselors
National Board of Boiler and Pressure Vessel Inspectors
Lori M. Tinkler, MBA Executive Vice President & Chief Operating Officer
National Certification Board for Diabetes Educators
SABA University School of Medicine
Donna K. Howard, FMP Manager, Facilities Catherine B. Johnson, PhD Director, Test Development & Scoring Cuong D. Luu Director, Network Infrastructure Alicia G. Nentwig, MS Manager, Operations/Assessment Center Support Melanie C. Thomas Manager, Examination Services
Executive Office 18000 W. 105th Street Olathe, Kansas 66061.7543 913.895.4600 913.895.4650 FAX info@goAMP.com www.goAMP.com
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www.goAMP.com