Marriner Eccles, chairman of the Board of Directors, Allen Christensen, vice president and general manager, and Ed Littlefield, financial vice president and treasurer, review plans for a company project. At that March 1951 meeting, the Board voted to close the Ogden office. It then elected Allen Christensen as general manager and executive vice president, and Littlefield as financial vice president and treasurer. Les Corey continued as president, and Marriner Eccles remained chairman of the Board of Directors. When the Board met again in June, Littlefield presented each director with a comprehensive summary of company operations, entitled, COMMENT and OUTLOOK. The directors were delighted. "I had not anticipated my career with Utah Construction would turn out to be a great and happy adventure, a wholly satisfying experience," Littlefield wrote later. "I was ... quite content with the prospect of being the company's chief financial officer for the rest of my working career. It was a job that I felt confident I could perform well, and it was the kind of work I found personally satisfying." Once aboard, Littlefield tightened requirements for record keeping on each project, and he proposed to the new executive committee that they produce an annual report. Eccles agreed but Corey and Christensen resisted. Littlefield promised not to reveal sensitive material, and the first annual report appeared at the end of 1951. As the years passed, the annual reports became increasingly more sophisticated, featuring color photographs, charts, and graphs. Littlefield understood Eccles' penchant for facts and appreciated his national and international frame of reference. Eccles did not initiate ideas, Littlefield realized, but appraised them, reading slowly as he pondered all angles or implications. Over time, Littlefield came to suspect that Eccles relied on an unvoiced intuition. If Eccles had the facts but still seemed reluctant to approve a project, Littlefield learned to send it back for further study. "Marriner was the highest hurdle to be leaped in the approval chain," Littlefield explained. "He ultimately believed in the ideas and was effective in promoting them with the Board because the directors had so much confidence in his wisdom."