Do you take work home with you?

When I need to, no problem. I realize the importance of meeting deadlines and getting work
done on time.
What motivates you?

• I was responsible for several projects where I directed development teams and
implemented repeatable processes. The teams achieved 100% on-time delivery
of software products. I was motivated both by the challenge of finishing the
projects ahead of schedule and by managing the teams that achieved our goals.
• I've always been motivated by the desire to do a good job at whatever position
I'm in. I want to excel and to be successful in my job, both for my own personal
satisfaction and for my employer.
• I have always wanted to ensure that my company's clients get the best customer
service I can provide. I've always felt that it's important, both to me personally,
and for the company and the clients, to provide a positive customer experience.
• I have spent my career in sales, typically in commission-based positions, and
compensation has always been a strong factor in motivating me to be the top
salesperson at my prior employers.

Do you prefer to work independently or on a team?

I am equally comfortable working as a member of a team and independently. In researching
the LMN company, your mission statement and the job description, I could see similarities to
my previous position where there were some assignments that required a great deal of
independent work and research and others where the team effort was most effective. As I
said, I'm comfortable with both.
In high school, I enjoyed playing soccer and performing with the marching band. Each
required a different kind of team play, but the overall goal of learning to be a member of a
group was invaluable. I continued to grow as team member while on my sorority's debate
team and through my advanced marketing class where we had numerous team assignments.
I'm very comfortably working on a team, but I can also work independently, as well.

How do you evaluate success?

I evaluate success in different ways. At work, it is meeting the goals set by my supervisors
and my fellow workers. It is my understanding, from talking to other employees, that the GGR
company is recognized for not only rewarding success, but giving employees opportunity to
grow as well. After work, I enjoy playing softball, so success on the field is catching the
winning pop-up.

If you know your boss is 100% wrong about something how would you handle it?
It depends on the situation and the personality of the supervisor." To elaborate, give
examples:

My present supervisor does not like to have his authority questioned. He's fairly new on the
job and almost all of the people he supervises have been on the job longer than he has. He's
never bothered to learn the procedures, how things are done or how the computer system
works. But if any of us tell him that how he wants something done won't work, he gets
extremely angry. So, I never tell him he's wrong. Never. Whatever he tells me to do, I smile
and say "okay." Then if I know a way to get it done that will work, I do it that way, give him
the results he wants and never tell him I didn't do it the way he told me to. He got the results
and is happy. I saved myself the stress of being yelled at and gave him what he wanted, so
I'm happy.

My prior superviser was more easy-going and if I told her "you know, I think it might work
better if I do what you asked in such and such a way," she say "okay, try it."
If I were a new hire on a job, I would probably not question a supervisor because I might
think I didn't know enough. Except on the new job I'm going to. The director has admitted
that she's new on the job and there are alot of things that a secretary does that she doesn't
know how to do, so she will be depending on me to know how to keep the office running.

INTRODUCING MERCATOR

Mercator, the airline IT solutions provider of the Emirates Group, is a leading supplier of IT
solutions to the global air travel industry. The company also meets and satisfies the full range
of the demanding IT needs of the main constituent parts of the Emirates Group - the award
winning Emirates Airline, and Dnata, the largest air travel services organisation in the Middle
East.

Through Mercator's vast experience in serving the IT requirements of these major

organisations, it has developed an extensive portfolio of products encompassing airline
financial solutions, air cargo and logistics solutions, passenger and airport solutions, airline
process outsourcing and airline business consultancy.

The philosophy behind the development of Mercator solutions ensures that each adds
significant value by reducing costs, improving processes and increasing productivity.

Mercator’s customers include major world airlines such as: Air New Zealand, British Airways,
Emirates, Malaysia Airlines, Qantas, South African Airways, Singapore Airlines, SriLankan and
Varig.

Mercator's continuing mission is to establish itself as the professional IT services and business
solutions provider of choice; trusted, valued and respected by the global airline community.
Mercator achieves this by consistently meeting the individual needs of its customers through
quality of product, service and delivery.

The driving force behind all Mercator solutions and services is our people. Our team of more than 1500
professionals is one of the most experienced in the business, with an incredible breadth and depth of airline
knowledge and IT expertise.

They pride themselves on finding the answers to the problems of today's aviation industry, and on providing proven
solutions to future challenges. Quite simply, they know what needs to be done, and they do it.

The Mercator team sets itself the highest possible quality standards, and abides by them. Our professionalism,
attention to detail, and commitment to quality mean that you never have to worry. Every module, every function,
every feature is tested and checked, until we know we've got it right.

And it gets even better. Our consultants are dedicated to always adding the maximum value to your business,
whether during product implementations or when shaping mission critical strategies. We're with you all the way

EmiratesGroup

A fast-

growing international airline with one of the youngest fleets in the sky and more than 300 awards for
 excellence worldwide, Emirates is one of two key corporations in the Emirates Group. The other is Dnata,

one of the largest travel organisations in the Middle East with over 8,000 employees handling passenger,

cargo, ramp and technical services for numerous airlines at Dubai International Airport.
Emirates and Dnata are committed to providing their respective clients and customers with the highest
possible level of professional service. For more information, we invite you to visit the Emirates Group
website or the Emirates Group Media Centre.

A diverse travel and tourism conglomerate

Under Emirates and Dnata are the following operating divisions:
• Emirates airline

• Destination & Leisure Management

o Emirates Holidays

o Arabian Adventures

o Congress Solutions International

o Emirates Tours

• Emirates Hotels & Resorts

• Emirates SkyCargo

• Skywards

• EmQuest

• Emirates Aviation College

• Emirates Engineering

• Dnata

o Dnata Airport Operations

o Marhaba

o Dnata Cargo

o Dnata Agencies

o Mercator

o Transguard

o Dnata World of Events

Just over twenty years ago, Emirates was born as the official international airline of the United
Arab Emirates.On 25th October 1985, Emirates flew its first routes out of Dubai with just two
aircraft—a leased Boeing 737 and Airbus 300 B4. Then as now, our goal was quality, not
quantity, and in the years since taking those first small steps onto the regional travel scene,
Emirates has evolved into a globally influential travel and tourism conglomerate known the
world over for our commitment to the highest standards of quality in every aspect of our
business.
Though wholly owned by the Government of Dubai, Emirates has grown in scale and stature
not through protectionism but through competition—competition with the ever-growing
number of international carriers that take advantage of Dubai’s open-skies policy. Not only do
we support that policy, but we see it as vital to maintaining our identity and our
competitiveness. After making its initial start-up investment, the Government of Dubai saw fit
to treat Emirates as a wholly independent business entity, and today we are thriving because
of it. Our growth has never been lower than 20 per cent annually, and the airline has recorded
an annual profit in every year since its third in operation.

Continuing our explosive growth while continually striving to provide the best service in the
industry is the secret of Emirates’ success. The Emirates Group announced record net profits
of Dhs 3.5 billion (US$ 942 million) for the financial year ended 31st March 2007. The 28.8 per
cent increase in profits versus the previous year speaks of a promising future of an airline we
feel is greater than the sum of its many parts, which now include:
An award winning international cargo division
A full-fledged destination management and leisure division
An international ground-handler
An airline IT developer.

Emirates Inaugural Flight

Flying to more destinations on more aircraft every dayWith a fleet of 113 aircraft, we currently
fly to over 100 destinations in 62 countries around the world, and our network is expanding
constantly. Nearly 800 Emirates flights depart Dubai each week on their way to destinations on
six continents. In fact, Emirates' flights account for nearly 40 per cent of all flight movements
in and out of Dubai International Airport, and our aim is to increase this market-share to 70
per cent by 2010 without compromising our reputation for quality.

Toward this end, Emirates has made numerous significant announcements regarding the future
of its already state-of-the-art fleet.

In 2001, Emirates demonstrated its confidence in the industry’s future growth by announcing
the largest order in aviation history, valued at US$15 billion. A staggering 58 new aircraft, a
mix of Airbus and Boeing, were to join the rapidly expanding fleet.

In 2005, Emirates announced the largest-ever order for the Boeing 777 family of aircraft - 42
in all – in a deal worth Dhs 35.7 billion (US$ 9.7 billion).

At the 2006 Farnborough Air Show, Emirates signed a Heads of Agreement for 10 of Boeing’s
new 747-8F aircraft, to be powered by General Electric’s GEnx jet engines, in a deal worth US$
3.3 billion.

At the Dubai Airshow in November 2007, Emirates announced a historic civil aviation aircraft
order when it signed contracts for a 120 Airbus A350s, 11 A380s, and 12 Boeing 777-300ERs,
worth an estimated US$34.9 billion in list prices. The agreement with Airbus comprises firm
orders for 50 A350-900s and 20 A350-1000s, plus 50 options for the A350-900s. The first
A350 will be delivered to Emirates in 2014.
Emirates also firmed up orders on the eight A380s for which it had signed letters of intent
earlier this year, and placed firm orders for an additional three of the double-decker aircraft,
bringing its total firm order for the A380s to 58.

With the new order for 12 777-300ERs, valued at US$3.2 billion, Emirates now has 57 Boeing
777s pending delivery and is set to become the world’s largest 777 operator in the next few
years.

Emirates’ current order-book stands at 244 aircraft, with a total value of approximately US$60
billion. In combination with what is already the youngest and one of the most modern fleets in
worldwide commercial aviation, this commitment to the future reflects our goal to develop
Dubai into a comprehensive, global, long-haul aviation hub. In the financial year 2006/2007,
Emirates carried 17.5 million passengers and 1.2 million tonnes of cargo. We look forward to a
bright future in which we carry many millions more across a growing network of international
destinations.