The TAG2000 International LLC Holdings Company is one that constantly evolves. Ever since our founding in November 1996 as Alan's HyperStudio Club (AHC), we have changed and evolved to meet the times. Today's Holdings Company is the result of numerous reorganizations and changes over the years. An agile organization is a healthy organization. The day the organization fails to change to meet the times is the day the organization begins to fail.

The original intent of Alan's Hyperstudio Club was to help Alan find friends to deal with his personal situation. Little did he know that several other individuals felt the same way he did. They all shared the same interests. So, Alan's original vision of a small club was quickly shattered within the course of one year, the organization exploded in size and in 1997, the vision of where these young individuals wanted to see the organization grow was set.

After surviving as an organization during the rocky years before where the founder of the Company had to fend personal attacks on his achievements and other personal items he could not control, the organization's leadership had a desire to convert to a for-profit business. The vision was that the organization would ultimately succeed as a business. Several years later, the organization's continual attempts between 2001 and 2004 to organize into a incorporated entity succeeded.

The organization's leadership had changed and evolved continuiously until the success of the conversion in April 2004. Before that, many individuals had decided to leave the organization. Some of them claimed that Alan didn't know what they were doing. However, as you will read in the section that denotes Alan's contributions to the Company, by sticking to the vision and values that Alan had instilled, the Company was able to move forward even faster once these individuals left because it showed Alan and the Company's leadership who was really in the organization for ultimate success, and who wanted gratification and the "image", "label", and other short-term things, rather than the ultimate success of forming a successful company.

After forming into a organized entity in 2004, the organization needed to reorganize to prepare itself to become a successful organization. Alan attempted to communicate the vision to the personnel affiliated with the Company, but many of them did not understand. Ultimately, Alan continued to handle a majority of the work, which was detrimental to the Corporation's proper operation as a team-based organization. However this process ultimately led to the Decentralization Plan of 2006, when Alan handling everything related to the corporation, with minimal, if any, work being passed on to subordinates, led to the ultimate crisis of the Company's operations breaking apart.

This reorganization was never formally completed. Most of the original plan was rolled into the Decentralization Plan of 2006. The only portion of the plan that was completed was the assignment of new titles and the hierarchy of 2005, which in itself was not kept. The only part of the plan kept was the conversion to a Holdings Company, where the business units will all operate independently of the parent company.

In this major turning point of the Corporation's growth, the Holdings Company moved to better integrate the talents and share the workload of running the Company with the personnel available to the Company. It is through this process that the Holdings Company can offer our personnel the hands-on experience that ultimately leads them to better full-time jobs. It was also during this plan that the Corporation is a "side business" for everyone involved. Through this process, it allowed our personnel to gain the experience unachieveable in Business School, and build a skillset that employers can truly appreciate. It led to pay raises for certain officers of the Holdings Company in their full time internships.

Throughout this process, several personnel were reassigned, with a majority being assigned to business units of the Holdings Company. In the end of 2006, the Holdings Company fulfilled a major part of the plan, consolidating operations common to all business units into Shared Services divisions of the Holdings Company. In 2007, the Holdings Company finished that consolidation by reorganizing the Senior Management of the Company, finally delegating the financial operations and information technology operations to logical business units of the Company. Today, the President of the Company, Alan Tan, acts as the President, and does not do as much on the operations side as he used to do.

This plan created the Holdings Company as we know it today. Thanks to the reorganization, Alan's vision of the Company can be more effectively communicated to all the personnel of the Company. The Company now can hire independent contractors per job, and serve more as the consulting firm, or the general manager of the projects the Company is tasked to complete through its business units. The Senior Vice Presidents of the Shared Services Divisions, along with the Executive Vice President, meets regularly with President Alan Tan to communicate important operations issues and to make sure the Company's personnel can use each others' talents efficently. It allows Alan to figure out what unit needs to do what task and assign them accordingly. Each Division and Business Unit is seen as a team, and it is up to the team to decide how best to complete the tasks that they have been assigned.