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Ai - Big Rocks: Departmental Goals

ALL TEXT IN BLUE HAS BEEN COPIED FROM 2025 PLAN. ONCE EDITED CHANGE THE COLOUR TO BLACK SO WE ALL KNOW IT HAS BEEN UPDATED TO THIS YEARS PLAN.

Culture/Organizational Development: Scott

Primary Goal: To cultivate a high-performance, ownership-driven culture that directly contributes to operational excellence, profitability, and long-term employee value through the ESOP.

Strategic Objective 1: Foundational Assessment and Alignment

Key Outcome: Establish a cultural baseline, build foundational trust, and identify critical misalignments to address.

Q1 Initiatives:

Conduct initial cultural assessment via eNPS and targeted surveys.

Facilitate leadership alignment sessions and finalize the "Core Behaviors" document.

Launch the new Townhall & Huddle meeting cadence to establish communication rhythms.

Identify and prioritize significant organizational challenges with the management team for Kaizen initiatives.

Complete the Leadership Training curriculum framework.

Conduct initial site visits to all locations to engage with teams.

Strategic Objective 2: Implementation and Program Launch

Key Outcome: Fully launch core cultural programs to build momentum and demonstrate tangible value to the organization.

Q2 Initiatives:

Roll out the updated monthly Townhall & Huddle format.

Execute the first company-wide Kaizen improvement initiative.

Conduct 360-degree reviews for key staff members.

Complete a second round of site visits to all locations.

Strategic Objective 3: Deepen Engagement and Ownership

Key Outcome: Embed new behaviors and create a direct link between culture, operational success, and financial outcomes.

Q3 Initiatives:

Launch the "Ownership Thinking" workshop series across the organization.

Establish the employee-led "Ownership Forum" to champion cultural initiatives.

Transition to employee-led Kaizen initiatives to foster grassroots problem-solving.

Develop the framework for a formal employee mentoring program.

Conduct a third round of site visits to all locations.

Strategic Objective 4: Evaluation and Solidification

Key Outcome: Measure the impact of cultural transformation, celebrate successes, and solidify the new cultural norms.

Q4 Initiatives:

Conduct the final cultural assessment to measure year-over-year progress.

Hold the official Leadership Program graduation ceremony.

Host a year-end Townhall to review progress and celebrate achievements.

Begin planning for the next fiscal year's cultural objectives.

Complete final site visits for the fiscal year.

Key Performance Indicators (KPIs):

Employee Net Promoter Score (eNPS): Quantitative measure of employee engagement (Q1 & Q4 surveys).

Turnover Rate & Employee Retention: Percentage of departing employees and average tenure (HR records).

Internal Promotion Rate: Percentage of open positions filled by internal candidates (HR records).

Employee Referral Rate: Percentage of new hires from employee referrals (HR records).

Idea Submission Rate: Number of ideas submitted for process improvement (Huddle, Townhall, Surveys).

Cross-functional Collaboration Score: Effectiveness of inter-departmental collaboration (Post-project Feedback, Surveys).

Business Development: Russ

Primary Goal: To drive strategic revenue growth by focusing on high-value client segments, formalizing sales processes, and expanding team capabilities.

Strategic Objective 1: Refine and Execute Target Market Strategy

Key Outcome: Concentrate sales efforts on the most profitable market segments and establish clear performance metrics.

Initiatives:

Q1-Q4: Dedicate 60-70% of outbound efforts to large/mid-sized national programs in Oil/Gas, QSR, and Retail sectors.

Deliverable: Monitor results by end of each Quarter on response rates, audition rates, and sales associated to auditions. Orient efforts accordable based on results.

Q1-Q4: Allocate 30-40% of outbound efforts to local businesses that value quality and professionalism.

Q3: Assess the performance (volume and profitability) of the local business segment to validate the strategy or pivot as needed.

Strategic Objective 2: Develop and Formalize Scalable Sales Processes

Key Outcome: Create documented, repeatable processes for client onboarding, intake, and market evaluation to ensure consistency and efficiency.

Initiatives:

Q1: Finalize and publish a standard operating procedure (SOP) for new brand onboarding in collaboration with the PMO.

Deliverable: Published SOP for new brand onboarding parameters/expectations for PMO and BD. Storage in SOP Public folder.

Q1: Formalize and document the sales intake process for training and accountability.

Deliverable: Published sales intake process document by end of Q1

Q2: Develop a comprehensive business case for a potential e-commerce platform, including product selection and a trial timeline.

Deliverable: Assessment document clarifying e-commerce intent, product viability, and market analysis. By end of Q2.

Q3: Evaluate the ROI of establishing a dedicated bid/tender team and make a formal recommendation to leadership.

Deliverable: Skeleton proposal of staff required to accommodate bid/tender business lane. Calculate costs associated in investing in this lane of business. Publish proposal for management team assessment by end of Q3.

Strategic Objective 3: Grow and Diversify Revenue Streams

Key Outcome: Achieve significant year-over-year growth in key client segments and explore new service offerings.

Initiatives:

Q1-Q4: Secure new QSR/Retail clients totaling at least $2M in annual revenue (e.g., 2 clients at $1M, 4 at $500k, or 8 at $250k).

Q1-Q4: Achieve 10% YoY growth in the wholesale signage book of business through continued prospecting/outreach efforts

Q2 & Q4: Conduct semi-annual in-person visits to key wholesale clients in the Fort Saskatchewan/Edmonton area.

Q3: Complete research and development on new offerings complementary to safety/wayfinding signage.

Strategic Objective 4: Strengthen and Expand Sales Team Capabilities

Key Outcome: Build a robust team structure to support current and future growth targets.

Initiatives:

Q1: Onboard one full-time BD Project Coordinator, with the goal of full autonomy by the end of Q2.

Q3: Formalize discussions and planning for a dedicated Estimator/Coordinator department to potentially pioneer the bid/tender market.

Marketing: Adam/Russ

Primary Goal: To transition marketing from a brand awareness function to a primary driver of revenue by generating consistent, high-quality leads.

Strategic Objective 1: Implement a Lead-Generation-Focused Content Strategy

Key Outcome: Educate and engage the target persona of "small business owner" with value-driven content that directly addresses their pain points and guides them into the sales funnel.

Milestones:

Q1: Refine marketing communications to focus on key topics: permitting, project timelines, design best practices, and the quality vs. price trade-off.

Q2: Ensure a proven track record is shown of inserting relevant, compelling CTA’s within our marketing content scheduling. Amidst our engaging content, we’ll be inserting CTA’s/lead-magnets whenever the rhythm best justifies it’s use.

Q2: Develop "lead magnet" content (e.g., downloadable brochures, guides) requiring email submission to build a prospect database.

Q3: Evaluate the potential of limited-time promotional offers to drive immediate lead volume.

Strategic Objective 2: Achieve Consistent Marketing-Qualified Lead (MQL) Generation

Key Outcome: Create a predictable and scalable lead generation engine that directly contributes to the sales pipeline.

Initiatives:

Q1: Establish a baseline of generating 1-2 qualified leads per month.

Q3: Stretch Goal: Achieve a consistent run rate of 2-5 qualified leads per month.

Q1-Q4: Execute one paid ad-boost campaign per month with a budget of $500/month to amplify high-performing content.

Design/Drafting: Adam

Primary Goal: To enhance departmental efficiency, scalability, and integration with other teams through strategic use of talent, technology, and process refinement.

Strategic Objective 1: Optimize Departmental Scalability and Flexibility

Key Outcome: Build a flexible staffing and training model to effectively manage fluctuating workloads.

Initiatives:

Q1: Formalize the process for engaging freelance/contract designers during peak periods.

End of Q2: Develop outline for comprehensive training plan in collaboration with HR to prepare for future hiring needs.

Strategic Objective 2: Enhance Workflow Efficiency Through Technology and Process Refinement

Key Outcome: Streamline internal processes and improve inter-departmental collaboration by leveraging technology and improving data flow.

Initiatives:

Q1: Collaborate with the PMO to refine the project data intake process, ensuring accuracy and completeness.

Deliverable: SOP document published, in agreement with PMO, by end of Q1. To circulate to PMO and Design team when ready.

Q2: Investigate solutions to ongoing issues with survey information. (OnSite survey platform, new simplified internal platform etc)

Q2: Investigate the feasibility of an internal AI chatbot to answer common drawing checks and manufacturing questions.

Q3: Identify and resolve persistent issues with design tools (Adobe suite) in partnership with IT.

Project Management Office (PMO): Cacey

Primary Goal: To centralize project data within Odoo, transitioning away from disparate systems to enhance reporting, efficiency, and team performance.

Strategic Objective 1: Consolidate All Project Data and Communication in Odoo

Key Outcome: Establish Odoo as the single source of truth for all project-related information, enabling accurate, real-time reporting and communication.

Q1 Initiatives:

Enforce mandatory and consistent use of Opportunity fields (e.g., estimated revenue, probability) to track sales pipeline health.

Mandate the proper use of Opportunity and Project stages to monitor timelines and win/loss ratios.

Implement standardized "Activity Type" templates for communication with Finance and Shipping to improve clarity and accountability.

Strategic Objective 2: Decommission Redundant Systems and Processes

Key Outcome: Eliminate duplicate data entry and reduce software licensing costs by fully transitioning project tracking to Odoo.

Q2 Initiatives:

Execute the full transition of project tracking from Smartsheets to Odoo.

Formally decommission Smartsheets licenses for the PMO team.

Strategic Objective 3: Implement Data-Driven Performance and Capacity Management

Key Outcome: Provide PMO team members with clear, achievable goals based on data, and equip management with tools to measure productivity.

Q1 Initiatives:

Utilize Odoo data to establish baseline and stretch revenue targets for each PM based on their accounts and industry.

Develop and deploy Odoo reports to measure individual and team performance against capacity-based goals.

Strategic Objective 4: Foster a Culture of Growth and High Performance

Key Outcome: Improve team synergy, productivity, and engagement by aligning individual strengths with organizational needs.

Q1-Q4 Initiatives:

Partner with the PMO team to identify individual strengths and areas for growth.

Explore opportunities for team members in new workflows, client engagement, and formal training.

Manufacturing & Logistics: Donny

Primary Goal: To optimize production and supply chain operations by improving inventory management, strengthening team capabilities, and developing a strategic capital plan.

Strategic Objective 1: Optimize Inventory Management and Reduce Carrying Costs

Key Outcome: Achieve a leaner, more efficient inventory system that reduces dead stock and minimizes carrying costs.

Initiatives:

Q2: Analyze inventory data to establish an ideal inventory value target (goal of $1.75M - $2.0M).

Q2: Create and execute a dead stock depletion program, identifying strategies to utilize or liquidate obsolete items.

Q4: Complete a full inventory clean-up of old and obsolete items.

Q1-Q4: Empower Ryan, Clint, and Vinny with hands-on inventory training and responsibility.

Strategic Objective 2: Enhance Supply Chain Resilience

Key Outcome: Minimize operational risk by identifying and mitigating potential supply chain interruptions.

Q2-Q3 Initiatives:

Conduct a comprehensive analysis to identify vulnerabilities in the current supply chain.

Identify and vet alternative suppliers for critical materials to create redundancy.

Strategic Objective 3: Align Staffing and Skills with Production Demands

Key Outcome: Build a skilled and adaptable production team capable of meeting revenue goals and flexing with workload.

Initiatives:

Q1: Transition Patti full-time to Production Expeditor and begin training Dawson in expediting and estimating for long-term succession.

Q1: Initiate hiring for a skilled fabricator (Brake and Shear) in Cranbrook.

Q2: Develop a standardized training process to accelerate the onboarding of new production staff.

Q2: Hire a second Channel Letter fabricator in Fort Saskatchewan.

Q3: Hire a Channel Letter fabricator in Cranbrook.

Strategic Objective 4: Develop a Strategic Capital Expenditure Plan

Key Outcome: Create a forward-looking budget and priority list for equipment to ensure manufacturing capabilities remain competitive.

Initiatives:

Q2: Develop a formal budget for hand tools and non-capitalized equipment needs.

Q3: Identify and prioritize future large equipment purchases, including new technology and replacements for aging assets.

Estimating: Kort/Donny

Primary Goal: To create a scalable and efficient estimation framework by transitioning day-to-day responsibilities and leveraging technology to automate standard requests.

Strategic Objective 1: Restructure Departmental Roles and Responsibilities

Key Outcome: Improve operational efficiency and allow for strategic focus by delegating routine estimation tasks.

Q1 Initiatives:

Fully transition ownership of day-to-day estimation responsibilities to Donny, Patti, and Dawson.

Assess the capacity and capabilities of the new Expediting/Estimation team to ensure alignment with project demands.

Strategic Objective 2: Drive Efficiency through Technology Implementation

Key Outcome: Reduce manual workload and improve turnaround times by empowering the PMO with self-serve estimation tools.

Q1-Q4 Initiatives:

Continue rolling out estimation tools to Project Managers for simple, one-off signage requests.

Expand the tool's capabilities by adding two additional signage types per quarter (e.g., Channel Letters, Push-Thru).

IT: Kort

Primary Goal: To enhance business operations, security, and innovation through strategic ERP upgrades, infrastructure modernization, and the exploration of artificial intelligence.

Strategic Objective 1: Enhance ERP Capabilities with Odoo 17

Key Outcome: Streamline core business processes and replace legacy systems by fully leveraging the Odoo 17 platform.

Initiatives:

Q1: Collaborate with Finance to deploy the Odoo Expense module, automating the credit card expense process.

Q3: Partner with Finance to implement the Odoo Payroll module, replacing the standalone Paymate system.

Strategic Objective 2: Strengthen Infrastructure and Security Posture

Key Outcome: Mitigate business risk through the development of a robust disaster recovery plan and enhanced cybersecurity measures.

Initiatives:

Q1: Complete the assessment and resourcing phase for a comprehensive, cloud-first disaster recovery plan.

Q1: Evaluate and select an advanced email security solution to protect against sophisticated threats.

Strategic Objective 3: Pilot Artificial Intelligence for Business Process Automation

Key Outcome: Investigate and test AI solutions to create efficiencies and generate new business opportunities.

Q1 Initiatives:

Sales: Investigate the deployment of AI-powered agents to autonomously identify and qualify new sales prospects.

IT & Internal Support: Launch a pilot of a Human-in-the-Loop (HITL) custom GPT to support internal IT inquiries.

Expansion Plan: Upon successful pilot, scope the expansion of GPT support to Manufacturing, Estimating, and Design to assist with documentation, data access, and workflows.

Finance: Christy

Primary Goal: To strengthen the company's financial position and support data-driven decision-making through deeper Odoo integration, rigorous cash flow management, and enhanced performance analytics.

Strategic Objective 1: Deepen Odoo Integration to Streamline Financial Operations

Key Outcome: Centralize financial processes within Odoo to improve visibility, reduce administrative overhead, and eliminate redundant external applications.

Initiatives:

Q1: Partner with IT to test and deploy the Odoo Expense module to streamline credit card reconciliation.

Q3: Collaborate with IT to implement the Odoo Payroll module, replacing the legacy Paymate system.

Strategic Objective 2: Enhance Financial Controls and Cash Flow Management

Key Outcome: Improve the company's cash position and ensure strategic initiatives are delivering expected financial outcomes.

Initiatives:

Q1: Reduce reliance on the Line of Credit (LOC) by $500,000 through improved cash flow controls.

Q1-Q4: Implement targeted initiatives to lower operational expenses, measured via income statement analysis.

Strategic Objective 3: Implement and Refine Performance Measurement Systems

Key Outcome: Equip leadership and departments with clear, actionable data to monitor performance and drive results.

Initiatives:

Q1: Finalize and implement the new commission structures for Business Development roles.

Q1: Launch monthly performance scorecards for the PMO team (Win/Loss ratio, Opportunities Created, Project Profitability).

Q1: Test the capabilities of Odoo dashboards for displaying all primary company KPIs.

Q2: Evaluate advanced Business Intelligence (BI) tools (e.g., Datarails, Power BI) and make a formal recommendation for implementation if Odoo dashboards are insufficient.

Strategic Objective 4: Develop a Strategic Capital Asset Plan

Key Outcome: Ensure long-term production capability and technological relevance through a structured and financially sound capital plan.

Q2 Initiatives:

Collaborate with Manufacturing to identify and prioritize future capital asset needs (new technology, equipment replacement).

Develop a formal budget and multi-year plan for future capital purchases.

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