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Jared McMillan
Russell Byrd
Kort MehrleNew TechnologyReplacement of existing equipmentCreate budget for future purchaseKort MehrleKort MehrleRoll out the estimation tools to the PM’s for simple generic one-off type signage.Continue to develop these tools making use of the brainpower in the drafting department.Kort MehrleRussell ByrdNew TechnologyReplacement of existing equipmentCreate budget for future purchaseAreas of Focus:Strengths/Weaknesses – Plan for improvement or exitFuture needsJared McMillanRussell ByrdKort MehrleJared McMillanDetermine an allotted amount of time per week for Donny to assist with estimates.Determine the capacity and capabilities of the drafting department.Capacity ExpansionLook into hiring or promoting an interested production worker to part time estimator.Kort MehrleRussell ByrdRussell ByrdRussell ByrdComprise a list of items, and identify strategies to use up this inventory.Jared McMillanIdentify potential points of interruptions (domestic and international)Identify areas where our supply chain is most vulnerable to interruptions or tariffsDevelop alternate Supply ChainsJared McMillanProject/Product Mark upCOGS – Project ClosingCOGS – ContractorsWarranty/QCJared McMillanRussell ByrdKort MehrleJared McMillanRussell ByrdKort MehrleJared McMillanRussell ByrdKort MehrleDetermine what lanes were shut off or dismissed without proper business case or review:Bid/tenderWholesale signage book of businessLocal business profitability and scalabilityInstall/ServiceOther lines of businessJared McMillanRussell ByrdKort MehrleBuild interim Management/Leadership team for 12 -24-months tenureFormalize leadership (Hans dependent) team for 2025-2026 onward Ownership & ManagementManagement & ManagementManagement & StaffSelkirk & CustomersSelkirk & VendorsHow do we define what is a top-level employee looks likeCreate company wide matrix to identify “key staff”Build leadership training of how to deal with under preforming staff membersHave our intake process formalized and documented for training and accountability purposesRussell ByrdRussell ByrdOR 4 clients at $500k/year addedOR 8 clients at $250k/year addedRussell ByrdRussell ByrdRussell ByrdJared McMillanJared McMillanJared McMillanRussell ByrdKort MehrleRussell ByrdRussell ByrdRussell ByrdKort MehrleRussell ByrdRussell Byrd
BIG ROCK - Tracker
Last edited 237 days ago by Russell Byrd.
Project Tracker
Title
Summary
Status
Assignee
Search
Title
Summary
Status
Due date
Assignee
Files
Read: “Financial Intelligence”
Completed
Nov 30, 2024
Adam Doll
Cacey Byrd
Don Clarricoates
Scott Peters
Establish regular meeting schedule with Finance & the Mgmt. Team
Completed
Nov 30, 2024
Scott Peters
Identify & Build budget and priority list of equipment needs
Hand tools & non capitalized equipment
Completed
Nov 30, 2024
Don Clarricoates
Implement Odoo 17
Completed
Feb 28, 2025
Assign Printing Department SME
Build plan to ramp-up new printing SME (nominated: Nicole and Michaela - CoLab SME)
In Progress
Feb 28, 2025
Don Clarricoates
Training
Define/Create process to quickly bring on new staff
In Progress
Feb 28, 2025
Don Clarricoates
IT
Odoo 17 upgrade
Completed
Feb 28, 2025
Estimation
Implementing Technology Solutions:
In Progress
Feb 28, 2025
Develop strategic plan for the US market
Achieve at least “initial” talks with 7-Eleven US for Pacific/Northwest service/maintenance offering – end of Q2
Completed
Apr 30, 2025
Clarifying PMO Team roles / performance matrix
Pilot budgets produced for FCL and Acquisition
In Progress
Apr 30, 2025
Cacey Byrd
Accurate Profitability reports
Reliable profitability report finalized
On Hold
Apr 30, 2025
Cacey Byrd
Accurate Profitability reports
PMO profits / stretch goals set
On Hold
Apr 30, 2025
Cacey Byrd
Accurate Profitability reports
Monthly rhythm/review of profitability set in place
On Hold
Apr 30, 2025
Cacey Byrd
Training
Identify and build team for custom/new signage products
Not Started
Apr 30, 2025
Don Clarricoates
Identify & Build budget and priority list of equipment needs
Identify large future equipment
In Progress
May 30, 2025
Don Clarricoates
Assessment/Evaluation of all Selkirk Signs staff
Not Started
May 31, 2025
Adam Doll
Cacey Byrd
Don Clarricoates
Scott Peters
Purchasing/Inventory
Have an accurate idea of how much inventory value is ideal
In Progress
May 31, 2025
Estimation
Flexible Workforce Planning:
In Progress
May 31, 2025
Clarifying PMO Team roles / performance matrix
Rollout of budgets/time-tracking.
Not Started
Jun 2, 2025
Cacey Byrd
Clarifying PMO Team roles / performance matrix
Capacity metrics determined for full PMO
Not Started
Jun 2, 2025
Cacey Byrd
Securing the FCL/7-Eleven
7-Eleven account review to be conducted Q3
Not Started
Jun 27, 2025
Cacey Byrd
Wholesale/industrial signage: Increase book of business activity by $50k YoY to start (main goal is to resurrect past clientele)
From Fiscal 2023/2024 to 2024/2025, Kathleen’s invoiced amounts have increased by 167%, or $252,266.77 more than last year:
2023/2024: $375,735.48 Sept - June
2024/2025: $628,002.25 Sept - June
Completed
Jul 23, 2025
Sales Team Growth/Potential Growth
Sent “wishlist” of financial parameters to clarify and settle on with Finance. Also working on a “business lanes” strategy outline for National Brands, Local Sales, and Bids/Tenders for strategy assessment. Will determine direction by new Fiscal.
In Progress
Aug 29, 2025
Sales Team Growth/Potential Growth
Thomas’ position is in flux as he’s still helping with service, and potential new service contracts (7-Eleven US and Speedy Auto Glass). We will await until end of Fiscal to see if we need to fully pivot him to BDR, or if he needs to remain in a service role.
On Hold
Aug 29, 2025
Purchasing/Inventory
Deplete dead stock
In Progress
Aug 29, 2025
Build a strategy to help buffer our supply chains
In Progress
Aug 29, 2025
Reduction in COGS percentage of revenue of 3% to 5%
In Progress
Aug 31, 2025
Adam Doll
Cacey Byrd
Don Clarricoates
Scott Peters
Create 2nd year goals/plan/budget for 25/26
Not Started
Aug 31, 2025
Adam Doll
Cacey Byrd
Don Clarricoates
Scott Peters
Finalize year 3 & 10 goals
Not Started
Aug 31, 2025
Adam Doll
Cacey Byrd
Don Clarricoates
Scott Peters
In-Depth review of past and future business lanes
Not Started
Aug 31, 2025
Adam Doll
Cacey Byrd
Don Clarricoates
Scott Peters
Create clarity for Leadership Structure
In Progress
Aug 31, 2025
Scott Peters
Create clarity for Leadership Structure
In Progress
Aug 31, 2025
Scott Peters
Building trust:
In Progress
Aug 31, 2025
Scott Peters
Build company-wide bonus structure to create incentive and “control of your own destiny” feeling amongst staff
In Progress
Aug 31, 2025
Scott Peters
Work with Hans to solidify future ownership direction for of Selkirk Signs (ESOP, EOT, other)
YoY increase in shareholder buy-in from last ESOP share sale
In Progress
Aug 31, 2025
Scott Peters
Staff Development/Rating process in concert with HR
In Progress
Aug 31, 2025
Scott Peters
Formalize onboarding and intake protocols
Working with PMO Manager on intake, onboarding, and trigger-point workflows for any industry: National, Local, and Bids/Tenders. First draft to be ready by Fiscal launch.
In Progress
Aug 31, 2025
Develop strategic plan for the US market
Complete at least 5 projects based in the US (to assess viability in Southern market) within the Fiscal Year - Has not yet occurred. Talks ongoing with 7-Eleven and Speedy Glass
In Progress
Aug 31, 2025
Increase QSR/Retail Clientele book of business
Add 2 clients of 1m/year in revenue added
Total added new clientele revenue will be calculated by EOFY (end of fiscal year). We have not hit the $2M of added business, but are optimistic about the potential of the books of business we have added for long-term revenue (Wendy’s, Burger King, Firehouse Subs, Reitmans, etc.)
In Progress
Aug 31, 2025
Create financial clarity in determining best secondary market to chase.
"Business Lanes” Strategy assessment is being built, and plan will launch for beginning of fiscal.
In Progress
Aug 31, 2025
Publish Selkirk sales/BDR workflow
First draft complete, but awaiting BDR or BDR/Coordinator role to test and refine.
Completed
Aug 31, 2025
Assign lead designer
Proposal: Sharisse to begin transitioning as lead designer. Formalize role/responsibilities, new workflow protocol (regarding drawing inspections, approvals, training, etc.)
In Progress
Aug 31, 2025
Adam Doll
Purchasing/Inventory
Mobil panel pricing is too high, and skews profitability. I thought we could consolidate the panels into a new item which I can set the price for. ie: Mobil ACM
In Progress
Aug 31, 2025
Purchasing/Inventory
Clean up inventory, old/dead items
In Progress
Aug 31, 2025
Understand Cash Flow Story
In Progress
Sep 1, 2025
Adam Doll
Cacey Byrd
Don Clarricoates
Scott Peters
Develop strategic plan for the US market
Need proper insurance parameters met in order to be allowed to service US region. Also, we need to know if 7-Eleven US will accommodate reasonable pricing and invoicing practices as they’ve severely adjusted our hourly service rates.
In Progress
Sep 1, 2025
Build strategy to reinforce marketing ideology and communications
Build 6-8 client personas to help with marketing content and wording
Not Started
Sep 1, 2025
Adam Doll
Securing the FCL/7-Eleven
7-Eleven account support team member to be identified by start of Q1 of next fiscal.
Not Started
Sep 5, 2025
Cacey Byrd
Securing the FCL/7-Eleven
FCL 50/50 split to be achieved by end of fiscal
Not Started
Sep 5, 2025
Cacey Byrd
Securing the FCL/7-Eleven
Cacey to work with Shayne on documenting 7-Eleven account entirely for start of Q1 of next fiscal.
Not Started
Sep 5, 2025
Cacey Byrd
Clarifying PMO Team roles / performance matrix
Performance matrix relative to budgets/capacity and revenue targets set.
Not Started
Sep 5, 2025
Cacey Byrd
E-Store
explore/develop use-case for e-store and develop plan to rollout (if business-case is viable), talks to begin beginning of Q2
In Progress
Sep 24, 2025
Adam Doll
Cacey Byrd
GC's/Construction in the Bid & Tender arena.
Most likely our 3rd chosen business lane to increase revenue. This will be on hold until we fully confirm additional revenue game plan.
On Hold
Jan 7, 2026
Sales Team Growth/Potential Growth
Explore dedicated Estimator/Coordinator department to pioneer bid/tender market; have firmer discussions about this market
On Hold
Jan 15, 2026
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