Explore

Big Rocks: Departmental Goals

Strategic Ops: Scott

As a Management Team build and establish a cohesive business strategy for the next 3, 5 & 10 years – Q: 4

Create clarity for Leadership Structure

Build interim Management/Leadership team for 12 -24-months tenure – Q: 1-4

Formalize leadership (Hans dependent) team for 2025-2026 onward – Q: 4

Work with Finance, Operations & PMO to develop Business/Financial/Leadership acumen

Establish regular meeting schedule with Finance & the Mgmt. Team – Q 1

Read “Financial Intelligence”- Q. 1

Learn/Understand Cash Flow Story: Q 1&2

Building trust: Q 1-4

Ownership & Management

Management & Management

Management & Staff

Selkirk & Customers

Selkirk & Vendors

Build company-wide bonus structure to create incentive and “control of your own destiny” feeling amongst staff

Define & complete by end of Q3

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

Staff Development/Rating process in concert with HR: Q - 3

How do we define what is a top-level employee looks like

Create company wide matrix to identify “key staff”

Build leadership training of how to deal with under preforming staff members

Keeping a Lean Mindset front and center: Q 1-4

Business Development: Russ

Areas of Focus

Lanes of Business

Large/mid-sized national programs in the Oil/Gas, QSR, and Retail sectors

Local businesses who appreciate quality/value/professionalism and are aware of the pitfalls of cutting corners. Formalize onboarding and intake protocols (including proper gatekeeping) by end of Q4.

Have our intake process formalized and documented for training and accountability purposes

GC's/Construction in the Bid & Tender arena. Vet if tangible pursuit and develop gradual department rollout strategy end of Q3.

Wholesale/industrial signage: Increase book of business activity by $50k YoY to start (main goal is to resurrect past clientele) - Steady outreach beginning end of Q1

E-Store

Adam, Cacey, Kort, and Russ to explore/develop use-case for e-store and develop plan to rollout (if business-case is viable), talks to begin beginning of Q2

Presentation ready, by end of Q2 (if tangible business pursuit)

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

Achieve at least “initial” talks with 7-Eleven US for Pacific/Northwest service/maintenance offering – end of Q2

Become approved 7-Eleven US vendor – end of Q3

Reach out to fellow WSA members in the US offering our “wholesale” manufacturing services (required viable price-ranges to be set by Management Team for products) – end of Q2

Increase QSR/Retail Clientele book of business

Add 2 clients of 1m/year in revenue added

OR 4 clients at $500k/year added

OR 8 clients at $250k/year added

Create financial clarity in determining best secondary market to chase. Q4

Publish Selkirk sales/BDR workflow by Q4

Have our intake process formalized and documented for training and accountability purposes

Sales Team Growth/Potential Growth

Have one full-time BD project coordinator active and “in-training” by end of Q1, fully autonomous by end of Q2

Russell to vet Thomas as a BDR/PC

Explore dedicated Estimator/Coordinator department to pioneer bid/tender market; have firmer discussions about this market by end of Q3

Marketing: Adam/Russ

Target Market:

General awareness and trust through content marketing on social media:

Local/small business owners

Large and mid-sized national QSR and Retail programs

GC’s and Construction Vendors

Strategy Execution:

Will focus on “education” and “awareness” regarding key pain points everyone experiences with signage

Permitting

Timeline planning

Design complications and best practices

Quality vs. Pricing

Build strategy to reinforce marketing ideology and communications

Build 6-8 client personas to help with marketing content and wording (By end of Q1 - Nov)

Will still produce content while this is being built

Content Sequence: 3-5 educational posts/content followed by 1 ASK/CTA post

Rhythm to start by beginning of Q2

Marketing Goal:

Grow overall platform followers by 8%

Increases algorithm traction and exposure for all posts

Stronger community brand awareness for lead/inquiry conversions

Proves our marketing strategy is working

YTD Comparison:

LinkedIn new follower growth – 7%

Facebook net follower growth – 2%

Instagram – 6% new follower growth, 4% net follower growth.

Begin tracking and focus on growing engagement rate.

Begin tracking and focus on growing engagement rate. Why:

Engagement is one of the most important metrics affecting algorithm traction and post exposure.

More engagement = bigger reach outside of our follower base = more new followers.

Design/Drafting: Adam

Printing

Assign Printing Department SME

Build plan to ramp-up new printing SME (nominated: Nicole)

Have SME designated and assigned by end of Q2

Adam still available to assist with print department but should not be first point of contact for other teams (PMs with colour matching problems for example)

Design

Assign lead designer

Proposal: Sharisse to begin transitioning as lead designer. Formalized by end of Q2 on role/responsibilities, new workflow protocol (regarding drawing inspections, approvals, training, etc.)

Adam still to oversee department, Sharisse to take on more day-to-day tasks

Assess whether design team needs to replace Kylie or not

Drafting

Fully implement production drawing process

Assess viability of offloading leadership of drafting department

Build plan of management position requirements and expectations

Project Management Office (PMO): Cacey

Securing the FCL/7-Eleven accounts for future scale

Challenge:

The specialized nature of our PMs for the FCL and 7-Eleven account is not sustainable. Should either become removed from the situation we could be in danger with those accounts.

Solution:

Aldo is intentionally shadowing Tracy with the goal of achieving an eventual 50/50 PM split on the account.

Exploring service/sales coordinator hybrid to have minimum x2 coordinators working to support service. Support team member for 7-Eleven to be identified and adequately trained for emergency support of 7-Eleven new construction

Timeline:

End of Q3 (June 27th, 2025)

7-Eleven account review to be conducted Q3

Start of Q1 (September 5th, 2025)

Cacey to work with Shayne on documenting 7-Eleven account entirely for start of Q1 of next fiscal.

Support team member to be identified by start of Q1 of next fiscal.

Start of Q1 (September 5th, 2025)

FCL 50/50 split to be achieved by end of fiscal

Clarifying PMO Team roles / performance matrix

Challenge

The lack of performance matrix for measuring PMO growth and metrics relative to fiscal targets makes it difficult to justify adjustments to the team.

Solution

Project budgets set per market in tandem with time tracking for PMO members to set targets, review progress, and assess capacity.

Timeline

Start of Q3 (March 3rd, 2025)

Pilot budgets produced for FCL and Acquisition

Start of Q4 (June 2nd, 2025)

Rollout of budgets/time-tracking; capacity metric determined

Start of Q1 (September 5th, 2025)

Performance matrix relative to budgets/capacity and revenue targets set

Involvement from PMO and Finance required

Clarify PMO roles and lanes of business relative to BD

Challenge

Lack of clarity between PMO and BD on which markets to pursue can result in disjointed working procedures (e.g., what steps are required) and workloads (e.g., repeat vs. local vs. tender) amongst the team

Solution

Critical assessment on the value of local sales, construction tenders, and wholesale to determine where best to allot PMO capacity. Once agreed upon, shore-up procedures for those specific markets and ensure our brand voice and process are consistent.

Timeline

Start of Q3 (December 2nd, 2024)

Small Business SOP finalized; Cacey's role with Small Bis defined relative to Russell and relative to service/sales coordinator positions

Involvement by BDM required

Accurate Profitability reports

Challenge:

Since Odoo's inception, we have not had a clear profitability report to accurate audit accounts and markets.

Solution:

The efforts made by Finance and PMO on project due dates and closing should equip us with the reporting required, but the ball is currently in Finance's court.

Timeline

Start of Q3 (December 2nd, 2024)

Reliable profitability report finalized;

Start of Q4 (June 2nd, 2025)

PMO profits / stretch goals set for upcoming fiscal; monthly rhythm/review of profitability set in place

Involvement from Finance required.

Logistics: Jared

Purchasing/Inventory goals:

To normalize inventory levels, and run leaner.

Our current inventory levels are hovering around 2 million

Have an accurate idea of how much inventory value is ideal – Q3 – I need more data over longer period of time

I would like to set a goal of 1.5 to 1.75 million.

Deplete dead stock

Comprise a list of items, and identify strategies to use up this inventory, – Q2

I have an idea for this, as the 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 – Q4

Clean up inventory, old/dead items – Q4

To build a strategy to help buffer our supply chains. Q2

Identify potential points of interruptions (domestic and international)

Identify areas where our supply chain is most vulnerable to interruptions or tariffs

Develop alternate Supply Chains

Shipping/Receiving goals:

Staffing

Due to potential move of Jon new Yard guys may be needed

Manufacturing: Donny

Staffing

To meet revenue goals Manufacturing will need approx. 3500 hours/month (25 – 30: Production staff)

Training

Define/Create process to quickly bring on new staff Q2

Identify and build team for custom/new signage products Q2

Inventory Management

Work closely with Jared to maintain lean inventory levels

Identify & Build budget and priority list of equipment needs

Identify large future equipment Q2

New Technology

Replacement of existing equipment

Create budget for future purchase

Hand tools & non capitalized equipment Q1

New Technology

Replacement of existing equipment

Create budget for future purchase

Estimating & IT: Kort

IT:

Odoo 17 upgrade Q2

Estimation:

Implementing Technology Solutions: Q2

Roll 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.

Flexible Workforce Planning: Q3

Determine an allotted amount of time per week for Donny to assist with estimates.

Determine the capacity and capabilities of the drafting department.

Capacity Expansion

Look into hiring or promoting an interested production worker to part time estimator.

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