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Big Rocks: Departmental Goals

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KPI's⁠

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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

Areas of focus for 25/26

Assessment, Alignment, and Intervention (Q. 1)

Key Objectives:

Establish a baseline, build trust, and identify critical conflicts or misalignments.

Primary Initiatives:

Initial cultural assessment (eNPS & surveys), leadership alignment, Behaviors Doc, Townhall & Huddle Kick Off, identify significant company issues and prioritize with Management team order in which to tackle (1st Kaizen), Complete Leadership Training curriculum, Visit each location

Implementation & Momentum (Q. 2)

Key Objectives:

Fully launch core cultural programs and demonstrate value.

Primary Initiatives:

Monthly Townhall & Huddle updated format, first company wide Kaizen initiative, Key Staff 360 review, Visit each location

Deepening Engagement (Q. 3)

Key Objectives:

Embed new behaviors and make direct tie between key behaviours and the success of Selkirk Signs (Operationally, Profitability and ESOP/EOT)

Primary Initiatives:

"Ownership Thinking" workshop, employee-led Ownership Forum, employee-led Kaizen initiatives, building of mentoring program, Visit each location

Evaluation & Assessment (Q. 4)

Key Objectives:

Measure transformation impact, celebrate success, and solidify the new culture

Primary Initiatives:

"Final cultural assessment, Leadership Program Graduation, end-of-year Townhall, New fiscal year planning, Visit each location

KPI's for Measuring Cultural Health

KPI's for Measuring Cultural Health

Metric

Description

Data Source

Employee Net Promoter Score (eNPS)

A quantitative measure of employee engagement.

Employee surveys (Q 1 & 4)

Turnover Rate & Employee Retention

The percentage of employees who leave and how long they stay.

HR records.

Internal Promotion Rate

The percentage of open positions filled by internal candidates.

HR records.

Employee Referral Rate

The percentage of new hires from employee referrals.

HR records.

Employee-Submitted Ideas & Suggestions

The number of new ideas submitted for process improvement.

Idea submission metrics (Huddle, Townhall, Survey’s)

Cross-functional Collaboration Rate

The frequency and effectiveness of collaboration between different departments.

Post-project Feedback, Survey’s

There are no rows in this table

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Business Development: Russ

Areas of Focus

Lanes of Business

Large/mid-sized national programs in the Oil/Gas, QSR, and Retail sectors - 60%-70% of outbound efforts and priority

Agree with and publish brand onboarding SOP with PMO office by end of Q1 (end of November 2025)

Local businesses that appreciate quality/value/professionalism and are aware of the pitfalls of cutting corners. 30%-40% of outbound efforts and priority

Will assess local book performance of volume and profitability by end of February 2026 to gauge traction and/or need to pivot to bids/tenders or other lanes.

Have our intake process formalized and documented for training and accountability purposes by the end of Q1 (end of November 2025)

Re-table bids/tenders team by end of Q2 if it’d be worth our bandwidth investment to found, or delay as we further niche into local/small business + national brands pursuit

Wholesale/industrial signage: Stimulate 10% YoY growth in Kathleen’s book of wholesale signage

Expand by 2-5 new wholesale prospects added/month

Plan semi-annual in-person visits to main clients in the Fort Sask/Edmonton area (re-initiate in-person networking as per the past Advantage Signs days)

Explore and R&D other offerings that fit into the similar niche of safety/wayfinding signage that we can further add to our clients.

E-Store

Concoct business use-case for an e-store, and initial products, as well as a trial timeline to test effectiveness by end of Q2 25/26.

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

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:

Our 25/26 efforts will now more narrowly focus on local/small business leaders in order to increase volume on our short-term revenue book of business. This will be achieved by the following:

Strategy Execution:

Continue to 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

Focus on the persona of “small business owner”

Provide value-related content on cost-efficient sign types

Clarify warranty parameters and things to look out for

Clarify permitting timelines, pitfalls, and tips

Produce stronger Calls To Action (CTAs) in at least 50% of content to ensure clients are guided to lead-intake funnels like our website lead form, other social media pages, or direct phone lines.

Marketing Goal:

Generate 2-5 leads/month consistently by end of Q3

Will start with 1-2 leads/month by end of Q1

More focused content on CTA’s and value propositions

More “lead magnet” and funnel-intake oriented content

Brochures with an email submission

Direct links to the website intake form

“Explore” the notion of temporary promos

Generate 1 paid ad-boost per month, for 3-5 days: Budget $500/month ($6,000/year in ad-spend)

Follower Growth: We will continue posting on all platforms as previously done, but our emphasis will now be on lead-engaging content, and not just content marketing alone. We expect our follower growth on each platform to either remain the same or steadily grow, but it is not our focus for fiscal 25/26.

Our focus is to now further arm marketing to create revenue generating leads.

Design/Drafting: Adam

Continue exploring freelance/contract employees for filling in during busy periods

Work on a training plan with Sharisse so we’re prepared when we do need to start considering hiring.

AI chatbot for drawing checks/manufacturing questions etc.

Work with the PM team to continue to refine data intake.

Survey platform - OnSite

Identify and fix issues with our tools.

Work with Jeet to solve ongoing issues with Adobe in our ecosystem

File storage, VPN etc

Odoo. Document storage, communication etc

Project Management Office (PMO): Cacey

Goal 1: Odoo Data Consolidation for Reporting / Tracking / Communication

Summary: Leverage Odoo’s recent developments by having PMO members consistently populate relevant information and update stages for Opportunities, Sales Orders, and Projects.

Primary Changes:

Opportunity Tracking: Mandatory fields (e.g., estimated revenue, probability of conversion) provide pipeline growth and value tracking.

Opportunity Stages: Proper utilization enables management to monitor opportunity timelines, health, and Win/Loss ratios.

Project Stages: Tracking project timelines (e.g., permitting, invoicing) provides insights into invoicing/closing timelines.

Activity Types (cross-department communication): Standardized templates for Finance and Shipping increase clarity, accountability, and create a paper trail. Log note responses are becoming mandatory.

Intended Results: Equip management with data to measure market/industry/client health, monitor PMO team capacity/productivity, and increase operational efficiency.

Timeline: Q1

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Goal 2: Transition from Smartsheets to Odoo

Summary: With Odoo consolidation in place, transition away from Smartsheets as the primary project tracking tool.

Intended Results: Save on Smartsheet licensing costs and reduce duplicate data entry.

Timeline: Q2

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Goal 3: Revenue & Capacity Measurements

Summary: Use Odoo to establish baseline and stretch targets for PMO team members based on their accounts/industry, and measure their performance/capacity with Odoo reporting tools.

Intended Results: Provide PMO team members with achievable, capacity-based goals aligned with Selkirk’s revenue and profit objectives.

Timeline: Q1

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Goal 4: Team Culture & Fit

Summary: Partner with the PMO team to identify individual strengths, areas for growth, and ways to better utilize potential in existing and new workflows (e.g., discovering/managing new business lanes, involvement in R&D, client engagement exposure, official training/education).

Intended Results: Improved team culture, synergy, and productivity.

Timeline: Q1 - Q4

Q1: Feedback Survey initiated from PMO team (work with Scott)

Q1: Team Building rhythm/event schedule

Q1: Operational schedule (meetings, huddles, and reporting)

Q2-Q4: Rollout of schedules/events

Q4: Feedback Survey to capture changes since Q1 survey (work with Scott)

Logistics: Donny (Ryan)

Purchasing/Inventory goals:

Donny to work more hands on with inventory this year and work with Ryan/Clint/Vinny to increase their knowledge to support inventory needs

To normalize inventory levels, and run leaner.

Our current inventory levels are hovering around 2.2 million

Have an accurate idea of how much inventory value is ideal Q2

I would like to set a goal of 1.75 - 2 million.

Deplete dead stock

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

Clean up inventory, old/dead items Q4

To build a strategy to help buffer our supply chains. Donny to work with Ryan Q2-Q3

Identify potential points of interruptions (domestic and international)

Identify areas where our supply chain is most vulnerable to interruptions

Develop alternate Supply Chains

Shipping/Receiving goals:

Staffing

Ryan overseeing Shipping/Receiving

Training administration assistant to phone trucks, fill out waybills etc. (Tim in Cranbrook) Q1

Possibly train Janelle in Fort Sask to do the same if Tim is successful in Cranbrook Q2

Jon is still potentially leaving in the spring - we have been training Parker as needed Q3

Manufacturing: Donny

Staffing

With some higher level positions changing this year we have to pivot a few positions to adapt

Jared leaving and Kort’s role changing this year puts more back onto production manager (Donny) to oversee and assist which will take up resources, time and energy to develop a team to manage

Ryan to start purchasing under Donny’s oversight and mentoring for growth Q1

Patti to move full time to production expeditor assist with estimating tasks as required Q1

Dawson to start training under Donny to learn some expediting and will include estimating and then lead into production manager skills for future long term succession planning Q1

Production floor

To meet revenue goals Manufacturing will need approx. 3500 hours/month (25 – 30: Production staff) We currently have 17, we will not do a larger hiring wave until sustained work is achieved

We are shuffling some staff this year which will trigger us to do small wave of hiring

Cranbrook needing skilled labourer for Brake and Shear and custom fabrication Q1

Fort Sask needing a secondary employee in Channel letters Q2

Cranbrook will need a channel letter letter employee Q3

Front line workers are always needed to manage workload, adjust as required

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 Ryan, Clint and Vinny to maintain lean inventory levels

This would include using old inventory as substitutions

Writing off obsolete inventory

Identify & Build budget and priority list of equipment needs

Identify large future equipment Q3

New Technology

Replacement of existing equipment

Create budget for future purchase

Hand tools & non capitalized equipment Q2

New Technology

Replacement of existing equipment

Create budget for future purchase

Estimating: Kort/Donny

Q1 Objective: Establish a Scalable Estimation Framework

Ownership Transition: Delegate day-to-day estimation responsibilities to Donny, Patti, and Dawson to improve operational efficiency.

Team Capacity Assessment: Evaluate the Expedite/Estimation team’s capabilities to ensure alignment with project demands and scalability goals.

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Q1–Q4 Objective: Technology Implementation

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

Signage Type Expansion: Target the release of two additional signage types per quarter (e.g., Channel Letters, Push-Thru), increasing automation and reducing manual workload.

IT: Kort

Odoo 17:

Q1 Objective: Expense Module Rollout

Collaborate with Finance to test and deploy the Expense module in Odoo, streamlining the credit card expense process and improving financial tracking.

Q3 Objective: Payroll Module Rollout

Partner with Finance to implement the Payroll module in Odoo, replacing the current Paymate system and enabling full integration with our ERP platform.

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Cloud Adoption:

Q1 Objective: Disaster Recovery Planning

Initiate development of a comprehensive disaster recovery plan with a cloud-first infrastructure approach. Complete assessment and resourcing in Q1; project timeline to be defined based on findings.

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Email Security Enhancements:

Q1 Objective: Strengthen Email Security

Evaluate advanced email security solutions across multiple vendors. Assess pros and cons to identify the best-fit option for enhanced protection against threats.

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AI Initiatives Exploration:

Q1 Objective: AI-Powered Sales Prospecting Agents

Investigate the deployment of intelligent bots to autonomously identify new business opportunities. These agents will scan digital channels, locate key decision-makers, and gather actionable contact data—creating a continuous, high-quality lead generation system that enhances targeting and conversion rates.

Human-in-the-Loop (HITL) Custom GPTs

Q1 Objective: Pilot Launch: Begin testing HITL custom GPTs to support IT-related inquiries, combining AI scalability with human oversight for accuracy and ethical alignment.

Expansion Plan: Upon successful pilot completion, extend GPT support to additional departments:

Manufacturing (Donny): Assist with production queries and documentation.

Estimation (Kort): Support estimation tools, historical data access, and proposal generation.

Design (Adam): Enhance workflows with quick access to standards, templates, and design knowledge.

Finance: Christy

Odoo 17:

Expand integration with Odoo through increased use of activities and log notes to improve visibility and pinpoint operational inefficiencies.

Focus on replacing outdated or redundant external applications with native Odoo modules to streamline workflows and reduce administrative overhead.

Q1 Objective: Expense Module Rollout

Finance and IT to work together to test and start using the expense module in Odoo. This will streamline our Credit Card expense process.

Q3 Objective: Payroll Module Rollout

Finance and IT to work together to test and start using the Payroll module in Odoo. This should replace our current Paymate application that does not currently integrate with Odoo.

Q3 Objective: Decision - Action

Decide to stay with Odoo options or implement other Business Intelligence tool.

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Cash Flow Management & Financial Controls:

Maintain cash flow and financial controls as a top priority, with a stronger emphasis on strategic KPIs and performance metrics to support data-driven decision-making.

Introduce enhanced financial analytics to validate strategic actions—enabling timely course correction when initiatives are not delivering expected outcomes.

Foster open communication across departments to collaboratively develop and refine financial strategies.

Q1 Objective: Cash Flow Improvement

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

Q1-Q4 Objective: Expense Reduction

Lower operational expenses, measured through income statement analysis.

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Dashboard Development:

Q1 Objective: Odoo Dashboard

Test the limits on Odoo dashboards to see if all KPI’s can be displayed.

Q2 Objective: Evaluate Business Intelligence Tools

Evaluate such as Datarails and Power BI as they cater to different needs and user profiles. Datarails is a specialized FP&A (Financial Planning & Analysis) platform designed for finance teams, while Power BI is a broader business intelligence tool used by various departments for data visualization and analysis. Datarails focuses on automating financial processes within Excel-based workflows, whereas Power BI offers a wider range of data connection, transformation, and visualization capabilities.

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Commission Structure:

Q1 Objective: Sales Commission Structure implemented

Commission Structures finalized for BDM and Hybrid BD Reps.

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PMO Scorecards:

Q1 Objective: Monthly Scorecards for PMO

Roll out of Monthly Scorecards for PMO

To include:

Win/Loss ratio

Opportunities Created

Sales orders Created

Completed Project Profit analysis

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Future Capital Asset Plan:

Q2 Objective: Budget/plan in place for future Capital Assets

Finance to work with Production to Identify large future equipment purchase, evaluate new technology, and the replacement of existing equipment. Create budget and plan for future purchase.

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