Date: January 31, 1998

From: Michael Tierney QMA Publicity Director

Subj: Letter Of Resignation

To: QMA Board of Directors, Regional Directors and General Membership

Dear Friends,

It is with a very sad and disappointed heart that I provide you with my letter of resignation effective immediately. This action is a result of my own conflicts with the current management philosophy of QMA as well as what I would describe as undue conflict and counter-productivity in my working relationships with this 1997/1998 Board of Directors. If my resignation helps the dealings of this Board, in whatever direction they may be taking QMA, then perhaps our membership will realize some gain from this action. My family is extremely happy to get their father back and I'm happy to see them without the stress that I have brought home every day for the last 13 months.

When I mention conflicts with current management philosophy I'm talking about everything from the campaign promises of our President, Vice President, etc. to control of corporate structure. Recall those promises to increase communications, promotions, publicity and to some degree honesty (McNeill report) by these same officials? The very fact that we couldn't effectively produce a Newsletter mailing to many of our members because of an "obsolete mailing list" or "lack of communications" between Boardmembers only underscores these promises not kept. When our QMA vision of the future was outlined at this year's annual meeting it totally left out "promotions" or "publicity". Inadvertent I'm sure but in the same respect, this exemplifies how some have failed to follow through with their promises.

It is my belief that voting in an increase of dues to generate over $300,000.00 (by my estimates), without having a job description, statement of work, required hardware or any kind of a plan for that matter is truly putting the cart before the horse. Perhaps we should of had the President's "promised" business plan completed by now. It may have helped to justify this increase. For sure it would have helped the marketing plan that I labored over for hundreds hours before I was officially on the job. As it stands now all of my hard work is useless because a marketing plan is only one part of a business plan. Kind of like building an airplane wing without the rest of the plane.

There are additional aspects of the management of QMA that I disagree with that have affected my decision to a lesser degree. They include the method that the annual meeting is ran by our administration. Can you imagine this frail organization spending their own money to send all their representatives to a meeting in the United States to arrive and find there is no professional preconceived agenda. Or that while we vote on engine issues we are over-lobbied during breaks by engine builders to pass rules affecting the engines. Or that we vote on rules modified at the meeting. Etc.

When I mention undue conflict and counter-productivity in my working relationships I mean that there has been resistance to my working towards my elected position by other Boardmembers (who have nothing to do with publicity). Mr. Gill, and I'm sure Mr. Silva (former Boardmember), will bear me out on the fact that the Board of Directors spent many useless hours on expensive telecons arguing over publicity related matters. Not all resistance has been direct either. I wonder how many QMA members out there ever heard other Boardmembers extolling the virtues of the Public Relations Program? Patches? Internet? Track Guide? Twenty some other PR and publicity improvements/plans? Maybe you didn't even hear about any of them. These PR issues were all explained and discussed at the annual meeting in 1997. But the Board seldom wrote a press release or article last year. This is what I mean by "no direct support". Our leaders should communicate often but they haven't and offer no support for effective communications. In fact, I'm the only Boardmember who answers communications on the internet. If the Board would be more vocal on the net, perhaps it wouldn't be so negative. Communications and publicity were our biggest problems at the end of 1996 but the Board spent a majority of their time in 1997 making new rules (or clarifying more) for the Honda. They just did not support Publicity.

As far as honesty goes, I don't think that sitting on the promised Fred McNeill report for over six months after it was finished, and, ordering all in the know to "keep quiet about it" is honest? I also don't think that my being chastised for honestly answering direct questions to Regional Directors on "how our new Boardmembers really got appointed" was just or honest. I personally don't like hiding information. It goes against my nature. In fact, I believe, in accordance with our articles of incorporation, that our "membership controlled and ran organization" is entitled to know everything that is going on. If you pay for a membership then you have one equal share of control in lieu of stock. This means that our President, Treasurer, Regional Director, etc. have to share all information with you and shouldn't hide any information. Sounds simple enough. But that's not what happens! Members can choose not to want information, but the Board cannot choose to keep it from you. I could go on and on with other examples - but you get the point. I've had it.

In running for this position, I felt I could make a difference. There would be new blood running QMA. Then I hit the brick wall of reality called "the board majority". It is the same brick wall that crushed Mr. Silva. It is this same wall that leaves me no alternative but happiness. To the Board of Directors I say good luck. To the Regional Directors I say make your Regions strong. To the Club Presidents I say delegate. To the racing families in QMA I say volunteer (at the local level) and enjoy your children.

God bless and good racing to each every one of you,