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2023 PIVOT Goals
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Michelle At Risk Goals

Quarter 1

Overall, I would give myself a 4 out of 5

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Sales System & Data Team
Kick off the team First deliverables completed to accomplish the goal of Adopt HubSpot into the CCR ecosystem as the primary sales system
Baseline BU Leaders and End User’s satisfaction of Enablement
Our 3-Yeal Goal: Be Co-Creators with Stakeholders & Obtain a 70 NPS Rating. In order to reach this goal we need feedback from all of our stakeholders and determine what our NPS score to today.
Leader of Leaders training with Scott
A few years ago, I went through the Leaders of Leaders training through Oliver Group as we had recently promoted Mike to lead two developers. Going through the training I felt Mike may not be the right fit for the role. Luckily, Mike independently had the same realization and stepped down from the role. Since Cathy’s departure my role and our department has changed quite a bit - Scott and I discussed keeping Leader of Leader tentent at the top However, Mike and I both realized it wasn’t the right fit and Mike stepped down from this role so I wasn’t able to apply
PIVOT Financial Project
This was a follow-up to the original presentation of Strategic Financial Alignment I resented in October to the FOC Team; foregoing Developer Cost Assignment and going to a fee based system that was structured around our “products”. Work with Finance to have single Income Statement Work with BU Leaders to do internal billing Work with PIVOT Team and System to be able to allocate costs on Products & Applications that align with internal billing system
Sales System & Data Team
3-Year Goal
Platform
Bamboo Percentage
000
95
Description
Kick off the team
First deliverables completed to accomplish the goal of Adopt HubSpot into the CCR ecosystem as the primary sales system
Primary Documentation
How was this accomplished
Met daily (either Dan, myself, or both) with Nick - the primary technical hands
Christa ran the HubSpot Enterprise Evaluation Process & presented to the FOC team
Used Coda, Asana, and Lucidcharts respectively to document/align on integration
Met with the Business Unit leaders as needed
BeyondReach was the primary partnership for this goal given their maturity in HubSpot usage and tighter processes
Progress

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End Of Quarter Summary
4/5/2022
The original scope was not completed.
The deeper we got in the project we made reasoned scope changes to align with and bring value to the BUs faster
De-prioritized syncing Contacts
Prioritized syncing Product Catalog & importing historical Deals; our strategy for creating Deals in HubSpot changed into a phased approach
Our progress on Deals integration has opened the door to sunset Connectwise Sell (June 1)
Next Quarter
What is the follow-up to this work?
We need to get all Business Units to the same level of integration that BeyondReach currently has (roadblocks vary from time/capacity to system/processes)
We need to create a CCR Integration Data ecosystem to stand up any integration faster and maintain with ease
We need to build out audits/logs of issues and adjusting integration system accordingly (example: What happens when a company goes Inactive in HubSpot? In ConnectWise?)
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Quarter 2

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Convert Financials Modules into new stack + add Bill Quality Module
Move where Finance interacts with Vendor Agreements, SG&A Vendor Agreements, and Service Picks into new technology stack Give us space to increase performance (page loads) and create a UX that saves Finance team members time Secondarily, Mike is the sole maintainer of this application due to the technology stack. Moving this reduces risk, allows opportunity for other Developers involved & provide more long-term flexibility in shifting of resources to get priority work done. Create Bill Quality module + deploy to organization via Queue system and Slack Removes dependence on Connectwise from multiple aspects (Service Tickets + Team Members)
Complete HubSpot Integration (Phase II)
All BUs have Businesses have companies & products synced Support CCRM in moving away from ConnectWise Sell Have option for creating Deals directly from the client portal (BR & CE) and implemented in at least one BU
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Convert Financials Modules into new stack + add Bill Quality Module
3-Year Goal
Bamboo Percentage
000
30
Description
Give us space to increase performance (page loads) and create a UX that saves Finance team members time
Secondarily, Mike is the sole maintainer of this application due to the technology stack. Moving this reduces risk, allows opportunity for other Developers involved & provide more long-term flexibility in shifting of resources to get priority work done.
+ deploy to organization via Queue system and Slack
Removes dependence on Connectwise from multiple aspects (Service Tickets + Team Members)
Primary Documentation
How was this accomplished
Much of the work in Q2 happened in conversations during 1x1 or other standard cadence meetings
In June, we started gaining more traction with getting this work on our Sprint Priorities which lead to ad hoc design review meetings
Progress
Move where Finance interacts with Vendor Agreements, SG&A Vendor Agreements, and Service Picks into new technology stack
Concepts on new Financial CCR Application system has been forming and there is an evolving, shared (PIVOT & Accounts Payable) understanding of how redesigning the Accounts Payable applications can remove duplication of efforts & further streamline processes.
Some design work & initial feedback process has been started.
Meeting with Finance and kicking off development will happen in July.
Create Bill Quality module + deploy to organization via Queue system and Slack
Focus has been placed on the Bill Quality module as there has been bubbling tension with the existing process and the Business Units.
Design is about 90% complete; starting development work next sprint (July 11th). Expected to have a workable version in production in two sprints.
End Of Quarter Summary
We did not get anywhere close to the state I have outlined in this objective. There have been several partially related projects that have both helped & distracted from this work.
Queue System changes — there were several changes to this system & interface in the first part of the quarter. Long term, this will be a key delivery method of Bill Qualities; but, in the short term, that work consumed resources time from tangible progress.
ConnectWise decoupling - this has been a long standing side conversation. We started work on the system side and recently started a bi-weekly cadence to have to be users in ConnectWise.
Bill Quality has been identified as a major process that needs to be migrated
Also elevated other system work
In reviewing Bamboo, I set this to be complete at the end of July. Development will definitely be underway but not completed.
Next Quarter
What is the follow-up to this work?
The full implementation of this objective will be end of Q3.
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Quarter 3

Overall, I would give myself a 2 out of 5.

Although I made progress on each SMART Commitment nothing made great traction, limited tangible results.
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Leader of Leaders training with Scott (10%)
Meet with Scott on a more regular cadence. Discuss pillars + create action items to develop skills
Read Radical Candor (5%)
I did not have capacity in my schedule for the book club time slots so I opted to read it independently.
Implement PIVOT Enablement P&L (30%)
Work with Finance to have single Income Statement Work with BU Leaders to do internal billing Define use of ConnectWise with this new module Work with PIVOT Team and System to implement allocation of costs on Products & Applications that align with internal billing system
Use Data Team Charter as an opportunity to exposure Dan to leading others (10%)
Work with Trevor & Christa to complete their LOO action plan (20%)
Trevor & Christa completed their LOO training in June. Work with
Convert Financials Modules into new stack + add Bill Quality Module (25%)
Move where Finance interacts with Vendor Agreements, SG&A Vendor Agreements, and Service Picks into new technology stack Give us space to increase performance (page loads) and create a UX that saves Finance team members time Secondarily, Mike is the sole maintainer of this application due to the technology stack. Moving this reduces risk, allows opportunity for other Developers involved & provide more long-term flexibility in shifting of resources to get priority work done. Create Bill Quality module + deploy to organization via Queue system and Slack Removes dependence on Connectwise from multiple aspects (Service Tickets + Team Members)
Leader of Leaders training with Scott (10%)
3-Year Goal
Bamboo Percentage
000
50
Description
Meet with Scott on a more regular cadence.
Discuss pillars + create action items to develop skills
Primary Documentation
How was this accomplished
Progress
Training was scheduled for the beginning of Sept but delayed
I did re-review my results from 2021 LPI training which has given me some renewed focus areas my work with the team.
End Of Quarter Summary
Next Quarter
What is the follow-up to this work?

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Convert Financials Modules into new stack + add Bill Quality Module
Management Agreement

Team/Leaders Development
Great Places to Work Work Plan
Leader of Other Training
Completing 90 day exception plan
Creation of an action plan

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