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2026 Annual Plan

Last edited 110 days ago by Kort Mehrle.

Big Rocks: Departmental Goals

Ai - Big Rocks: Departmental Goals

BUDGET 25/26

SWOT

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Selkirk Signs Strategic Plan 2026.pdf

299.8 kB

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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

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1-YEAR PLAN: Sep 1st, 2025 – August 31st, 2026

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

Gross Profit: $810,000 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

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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

CAPACITY OVER 75%

Maintaining production capacity above 75% is critical to ensuring operational efficiency, financial stability, and long-term growth at Selkirk Signs. Higher capacity utilization directly correlates with improved recovery rates—allowing us to better absorb fixed costs, reduce idle time, and maximize the return on our resources and investments. By consistently operating above this threshold, we enhance our ability to meet customer demand promptly, reduce lead times, and strengthen our competitive position in the market. This target reflects our commitment to optimizing performance while building resilience and scalability into our operations.

MAIN KPI: PRODUCTION – Budgeted vs Actual

Additional KPI's:

BD – Touchpoints

150 client touches/month

BD – Opportunities Revenue Quoted/Month

$140,000/month in bids submitted

20 opportunities created per month

BD – Win/loss

Rough goal of 30% - Reviewed upon 6-month and 12-month intervals for adjusted averages

BD – Sales Order Revenue Generated

Goal of $70,000/month in submitted sales orders

PMO – Opportunities Created

Average: 1.57K annually

24/25: 1.56K

23/24: 1.66K

22/23: 1.49K

PMO - Sales Orders Created

Average: 1.27K annually

24/25: 1.23K

23/24: 1.22K

22/23: 1.36K

PMO – Win/loss ratio (based on OPPO creation / SO creation)

Average: 81.21% annually

24/25: 78.85%

23/24: 73.49%

22/23: 91.28%

Optional: set baselines per major client / industry: e.g., FCL, 7-Eleven, Service, Wholesale, Retail, QSR

PMO – Sales Order revenue creation

Revenue targets to be set per major account or PMO member.

PMO - Win/Loss based on revenue

To be implemented for 25/26 based on Odoo developments for better Sales Pipeline monitoring

OPPO Estimated value set and updated

OPPO Stages properly set to “Lost” if not “Approved”

PMO - GPM%

Set targets per major client / industry using data from new profit report

Marketing Targets

CONTRACTOR COGS UNDER 33% of TOTAL COGS

Reducing Contractor COGS to under 33% of total COGS is a key strategic objective aimed at improving margin performance while maintaining the flexibility of our outsourced installation model. Installation represents most of our contractor expenses, and while outsourcing remains essential to our scalability and geographic reach, tighter cost management in this area is critical. By enhancing contractor coordination, improving project planning, and negotiating more favorable terms, we can reduce installation-related inefficiencies and ensure that contractor costs remain aligned with overall production. Achieving this target will directly contribute to stronger margins and a more predictable cost structure, supporting sustainable growth.

MAIN KPI: FINANCE – Contractor COGs as % of Total COGs

Additional KPI's:

Contractor Cogs by PM

Or by major client / industry?

Contractor Cogs by BDR

CULTURE: In Alignment

The strategic imperative is to align the cultural of Selkirk Signs with the business's long-term operational and financial goals. The philosophical framework behind this goal is a blend of Lean methodology and Ownership Thinking (Owning the Outcome), more specifically the three core principles: Continuous Improvement (Kaizen), Respect for People and Owning the Outcome. This philosophy provides a unifying lens through which the company's leadership can create a sustainable culture of excellence.

MAIN KPI’s:

eNPS

Turnover Rate & Employee Retention

Employee Engagement at company events & meetings

Employee-Submitted ideas & suggestions

3-YEAR PICTURE

Future Date: September 1st, 2028 – Aug 31st, 2029

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

$1,00,0000 in cash reserve, adding annually

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 ESOT model not pursued)

10-YEAR TARGET:

Future date Sept 1st, 2035 – Aug 31st, 2036

$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)

3rd manufacturing location

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