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“Building Our Success Story”


CORE VALUES:

a) We are led by Ownership Thinking
Fiscal Responsibility….
Accountability
Initiative
Resourcefulness
Alignment
Commitment
b) Customer service is our superpower
c) We empower the Future through: Innovation, Technology & Team
d) We will Get it Right, Stay on Track, & Go the Distance

CORE FOCUSES:

a) Purpose/Cause/Passion:
Serving our customers
Serving our team
Serving our community
b) Our Niche:
National brand expansions
Service and maintenance programs
Small Business project execution
Wholesale signage order fulfillment

Three Uniques:

Ownership Thinking
Obsession with communication
Getting it right, staying on track, going the distance
⁠


1-YEAR PLAN: Sep 1st, 2024 – August 31st, 2025

Revenue: $13,500,000 minimum, $15,000,000 stretch

Gross Profit: $765,104 minimum, $1,500,000 stretch

Measurables: $1,125,000 MRR, $1,250,000MRR

Solidify our focus – Metrics

What do WE need to track, understand and control as a group?

Financial

Cash Flow Management – The Seven Levers
⁠
Profitability
⁠
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Sales: Volume/Price
Gross Margins
Over Head
Profitability (EBIT)
Working Capital
Receivable Days
Inventory Days
Payable Days
Operational
Business Development
RFP terms: Selkirks offering, financial incentives, and target margins per significant opportunity.
RD pursuits: Product sales / profitability; new innovations based on client/market research.
Business lanes: financial review of existing lanes and major clients; exploration of new lanes and the infrastructural developments required to pursue them.
Forecasting: Current/Future

Productivity, Inventory Usage & Purchasing
Focus on Lean Manufacturing
Capacity constraints
Effective use of inventory

BIG ROCKS: Team Goals

Financial/Business Acumen
Read: “Financial Intelligence” end of Q1
Understand Cash Flow Story end of Q2

Implement Odoo 17 by end of Q1

Reduction in COGS percentage of revenue of 3% to 5%
Project/Product Mark up
COGS – Project Closing
COGS – Contractors
Warranty/QC
Create 2nd year goals/plan/budget for 25/26 by beginning of Q4
Finalize year 3 & 10 goals by end of Q4
In-Depth review of past and future business lanes End of Q2
Determine what lanes were shut off or dismissed without proper business case or review:
Bid/tender
Wholesale signage book of business
Local business profitability and scalability
Install/Service
Other lines of business
Assessment/Evaluation of all Selkirk Signs staff end of Q3
Areas of Focus:
Strengths/Weaknesses – Plan for improvement or exit
Future needs

3-YEAR PICTURE

Future Date: September 1st, 2027 – Aug 31st, 2028
Revenue: $18,000,000 - $20,000,000
Profit: Minimum 6%, Stretch goal 10%
Measurables: $1.67M in MRR, 90% budgeted shop hours (4500 hours/month current rating)

What does this look like?

40 Production staff consistently on the floor (25 CB, 15+ FS)
3 total Sales/BD staff (1 manager, 2 BDR's)
33% annual revenue or less by FCL, 66% of diverse portfolio
Ratio: ideologically healthy ratio of Front-office vs. Floor staff
$500,00.00 in cash reserve
Clear of LOC debt (only floating as needed)
Solidified buyout plan of shares set (for ESOP)
Hans at 70%-75% of common share ownership (if trust ESOP model not pursued)

10-YEAR TARGET:

Future date Sept 1st, 2034 – Aug 31st, 2025
$30M in revenue - 10% profit, 40% Oil/Gas, 40% QSR/Retail, 20% local
70%/30% Canada/US split of client portfolio

What does this look like?
⁠
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Production staff (35 CB, 25+ FS) (2nd shift would be required)
Potential 3rd manufacturing location
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