CHARACTERISTICS OF THE NATIONAL DIRECTOR OF APPRAISAL

The company culture values the following attributes and characteristics in the context of the company’s National Director of Appraisal: results-oriented, knowledgeable, trustworthy, responsive, organized, ethical, responsible, assertive, disciplined, entrepreneurial, process-minded, detail-oriented, strong communication and leadership skills.

GENERAL DESCRIPTION OF POSITION

The National Director of Appraisal leads the Appraisal team to meet and exceed company objectives, conducts business development activities, completes complicated appraisal assignments, and manages relationships with large-scale appraisal clients. The National Director of Appraisal utilizes their extensive appraisal experience to coach, mentor, and motivate the appraisal team to consistently perform at a high-level, ensuring the team has adequate tools, training and processes to meet company goals and objectives. The National Director of Appraisal is an employee of the company and is responsible for representing the company’s services to the marketplace. The National Director of Appraisal is responsible for maintaining compliance with local real estate appraisal laws and customs, and is expected to set annual appraisal fee goals and establish business plans to contribute to the company’s market share. Active real estate salesperson or broker license, certified general appraiser, driver’s license and E&O insurance must be maintained at all times.

SPECIFIC RESPONSIBILITIES

Meetings – Represent Peoples Company at major national meetings including but not limited to NCREIF, ASFMRA, Global Ag, Agri-Investor, Land Expo, and American Ag Bankers. Ensure new business gets routed to the appropriate division: brokerage, land management, appraisal, and investment.

Marketing and Promotion – Create new relationships and foster existing relationships by utilizing company sponsored events, tradeshows and marketing materials. Responsible for implementing the company’s Appraisal marketing strategy.

Institutional Clients – Act as counterpart to Company President to work with major institutional clients around the country and procure work. Manage relationships with institutional Appraisal clients, coordinating the inspection and reporting activities among assigned Appraisers to deliver first-class service and superior product.

Teamwork – Work closely with other Peoples Company’s business units, including the land investment team and Alternative Equity Advisors.

Manage – Oversee appraisal personnel including certified general appraisers, trainees and appraisal administrative staff. Work in conjunction with Regional Managing Brokers to supervise appraisal staff based outside of the corporate office.

Appraisal Handbook – create and periodically update the Appraisal Handbook detailing Peoples Company’s appraisal division processes and procedures.

Training – Deliver ongoing team training, as well as individual training to ensure each Appraiser is executing at the highest-level possible utilizing best-in-class appraisal practices. Provide insight and guidance to facilitate appraisal team growth and development. Mentor Peoples Company appraisers seeking the ARA and/or MAI designation and assist appraisers with business development.

Quality Control – Seek new, innovative, advancing approaches and continually evaluate appraisal division processes, procedures, and personnel to identify opportunities for improvement and implement solutions. Audit appraisers for quality control of reporting, making certain that reports are accurate, professional, and adhere to Peoples Company’s reporting template.

Software – Identify and implement cutting-edge appraisal software for the appraisal team, conducive to NCREIF appraisals, or work with service provider to develop such software.

Reports – Analyze and, if necessary, make adjustments to Peoples Company’s appraisal report template to ensure appraisers deliver comprehensive and timely reports.

Affiliates – Work with affiliates to develop appraisal fee income across all regions as outlined in the company business plan.

Consistency – Implement practices to generate consistency throughout the appraisal division and with Peoples Company affiliates.

Acquisitions – Seek potential appraisal acquisition or referral opportunities throughout the United States. Relay potential quali?ed leads to the company Vice President.

Key Performance Indicators – Track, monitor, and maintain accurate appraisal division performance records including appraisal income, acres appraised, number of clients and other performance indicators.

Technology – Analyze technology solutions to optimize team performance and effectively utilize Smartsheet, Dropbox, Google Drive, DotLoop, etc.

Records Storage – Develop processes to securely store client records, manage and maintain files, lists, and documents in various programs and storage media. Maintain confidentiality with company records, and client contact information.

Content –Develop National Land Values Outlook publication to be distributed annually at the Land Investment Expo. Write quarterly appraisal blog or newsletter article interpreting land values and issues around the country.

Recruiting/Retention – Assist with recruiting appraisers or appraisal firms into the Peoples Company network.  Work with Vice President and President to create a work environment that engages and retains “A” players.

Special Projects – Complete consulting projects and appraisals as necessary to include complicated financial analyses for institutions.

Communication – Be respectful and provide world-class customer service when corresponding with clients, contacts, and staff.

Cross-Selling – Proactively promote all Peoples Company products, services, and divisions. Introduce clients and referral sources to team members of other divisions and maintain sufficient working knowledge of the full-line of company products and services so as to recognize cross-selling opportunities. All managers, appraisers, and brokers participate in the success of all divisions.

Updates – Provide regular updates to the Peoples Company team regarding land values, trends, tradeshows, upcoming education opportunities, legislative changes, and any other key appraisal issues and/or concerns relevant to the team.

Compliance – Employees are expected to read, understand, and comply with the company Policy and Procedures Manual. Employees are required to follow internal processes to keep company in compliance with state and local laws.

Brand Standards – Employees will be stewards of the Peoples Company brand and are expected to provide information without obligation to clients.

Collaborative – The company culture encourages teamwork and collaboration among employees and associates. Employees are expected to participate in meetings, conference calls and company sponsored events to network internally with other team members. Employees are encouraged to work together to maximize resources and opportunities. Employees share data and reports with team members within confidentiality restrictions.

Knowledgeable – The company values educated appraisers and encourages them to be experts in the region(s) they are representing.  Appraisers are encouraged to provide land value information to clients, potential clients, and referral sources.

Consultative – Peoples Company desires to be the trusted educational resource to whom clients turn - regardless of the ultimate business relationship they form with the company. Peoples Company Employees are consultative and creative when working with clients to create solutions for their real estate needs.

EXPECTED OUTCOMES

• Develop appraisal program nationwide.
• Set and achieve mission and goals as laid out in appraisal business plan.
• Meet or exceed annual income goals.
• Cross-sell and refer clients to Brokerage, Investment and Appraisal business units.
• 100% compliance with company policies and procedures.
• 100% compliance with state real estate laws and customs.
• 90% attendance at all company sponsored meetings and conference calls. Meetings can be in-person or joined remotely via phone/video.
• Maintain ASFMRA membership and ARA/MAI accreditation.
• Run for national relative agricultural association positions.
• Meet semi-annually with the Vice President of the company to review business plan.
• Obtain/maintain active real estate license.