“Where you are our investment.


Aaron Brewer
Alex Trevizo
Elizabeth Deleon
Jesse Chestnut

Introduction
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UR Wealth Management Firm is a non-profit urban revitalization project that provides a
wide range of financial services to low income households and small businesses
operating in densely populated areas. Our emotional connection to the communities,
in which we operate, fosters a spirit of service aimed at facilitating upward economic
mobility to our clients. Through the cultivation of civic pride, participation in
governance, and financial independence, our goal is to drive economic development,
creating a sustainable positive feedback loop for our services. We are a “people - not
profits” motivated establishment. Our non-traditional approach to employment and
clientele selection is driven by the value placed on the individual. We strive for a
culture of honest, helpful, and supportive service to both our employees and clientele.
By looking at each stakeholder as a valued, long term asset, our goal is sustainability.
Company Focus
Year 1: 4-5 Employees (Successful start-up)
We are focused on personal wealth management. Quality, not quantity, in
terms of clientele. In order for this project to be successful we must choose our
client partners wisely, as each client chosen is a direct high impact investment
for our company. “Proof of concept” must be delivered in this evolutionary
stage of the company. To accomplish this task we will reinforce our belief in our
clientele by providing a positive support system that goes beyond traditional
wealth management companies. Through our non-traditional approach we will
build a foundation for the “Where you are our investment” spirit.
Year 2: Expand to 20-30 Employees
The company’s services will become departmentalized to enhance focus for
specific clientele as needed and increase productivity. Additional emphasis will
be placed on the small business market segment with a focus on business
development, employment growth, and job retention rates of these businesses.
Geographically, services will remain limited to the City of Dallas in order to
evaluate economic impact of services to the area.
Year 3: Expand to 50-60 Employees
The firm’s organizational structure will become more scalable through the
addition of an executive team that allows for adequate supervision of additional
client group teams. As such, geographical expansion that encompasses the
entire Dallas/Fort Worth metropolitan area will begin.
Year 4: Expand to 100+ Employees
Further organizational expansion, with an end goal of servicing all of Texas, will
begin. Geographically, client market segments will expand into regions based
on size of overall population. Expected regional expansion will include the
existing DFW market as well as Houston, San Antonio, and Austin, based on
current census data of overall populations.
Organization Structure/Departments
Year 1: Original Founders (4) Board of Trustees (3)
Year 2:

Add Director of Human Resources

Establish Departmental Structure:
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Finance
 Director
 Team Lead
 Service Representatives
Accounting
 Director
 Team Lead
 Service Representatives
Client Recruiting
 Director
 Team Lead
 Service Representatives
Business Development
 Director
 Team Lead
 Service Representatives
Social Services Navigation
 Director
 Team Lead
 Service Representatives
Year 3:

Add VP of Finance & Accounting

Add VP of Client Relations
Elevate Director of Human Resources to VP of Human Resources
Add Human Resources Coordinator/Payroll Administrator
Expand number of departmental service representatives/Client Group
Teams
Year 4: Add President and CEO
Add Regional VPs of Operations (4)
Establish Regional Structure: DFW, Houston, San Antonio, Austin

Ideal Employees
The company wants and needs talented, hard-working people (the best at what
they do), who are there because they believe in the company, and not there
simply to receive a paycheck. We want employees who care about people, and
doing good to help, because it’s the right thing to do. In our employees, we
value selfless-service, a drive to improve and serve the collective efforts of their
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team and our company, and an underlying understanding of the importance of
individual sacrifice for the sake of the greater good. We value our employees as
unique individuals, and want them to be professionally fulfilled, while at the
same time providing a balance that nurtures their personal requirements and
goals. Moral of our story: We value individuals who value the collective.
Training will be offered to individuals to satisfy requirements in their respective
field, whether it be mandatory by law, common practice, or as dictated by
prevailing technological improvements in the industry. Collective training for
corporate guidelines, diversity, equal opportunity, or other company efforts will
be provided as deemed appropriate by the executive team. Remedial training
will be required of the individual or collective if needed, to correct practical
errors, practices, and/or behaviors.
Hiring Practices
Year 1: The 4 founders come together over mutual interest to help low income
families and build a nonprofit business.
Year 2: Founders actively participate in the hiring practice by alternating in
reviewing resumes and conducting interviews. At this point in the organization,
a consensus will be required for new hires. This process will also ensure
diversity, and allow more than one perspective/point of view while considering
qualified candidates. Another important reason that the founders participate in
the hiring process during this year is that the founders know and understand the
role/responsibilities employees need to be successful. By the end of year 2, the
founders will have formed an HR Department and will have hired a hiring
manager, that will begin to take over the responsibilities of posting job
openings, reviewing resumes and interviewing candidates. The hiring manager
will work closely with the head of each department (founders) to hire 30
employees.
Year 3: By year 3 the founders have established a clear process that allows the
HR manager to screen for potential candidates for every position. The hiring
manager will conduct a telephone interview with preliminary candidates using a
general rubric. This will eliminate any perceptual errors we might make upon
the first meeting. If a candidate meets the required scoring they will move into
the second stage of the interview process with a face to face interview with a
team lead. If the team lead approves of the candidate, they will then have a
final interview with the department head. Before the company makes a final
offer, the candidate will complete a personality survey that will allow the
company to determine whether they fit into the company culture, and allow
hiring managers to determine which team is the best fit for the employee. In
addition, by year 3, our company would have created strong partnerships with
local universities to find recent graduate candidates and interns. We will be
using our contact with the university to post job openings on their career sites.
Year 4: By year 4, we will continue practices in year 3, but we will continue to
update our rubrics, creating specialized rubrics for specific positions, and grids
to ensure they match with the goals our company has at this time. Candidates
will also be encouraged to come to an Open House Friday event to mingle with
employees and conduct their own interview of our company to see if they will fit
in with the employees. This will help managers see if the candidate will get
along with other team members, and also decreases potential turnover, as the
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candidate will have a realistic expectation of the environment, in which, he/she
will be working. In addition, by year 4 we will be implementing an employee
referral programs that rewards existing employees when a referral candidate is
hired. Rewards can include a free lunch, gift cards, VIP parking for a month, etc.
Personality Assessments
Myers Briggs Type Indicator & other applicable demeanor/personality/value tests will
be in place to source the best employees for the company. Candidates should
exemplify personality traits that align with the company’s purpose, values, and ethics.
Year 1-2: Tradition NACE surveys’ will be used online to ensure potential
employees engage in ethical behavior.
Year 3-4: In addition with Year 1-2 plans the company will examine personality
traits to assess potential cohesion with current employees and their respective
teams.
Diversity
We offer equal opportunity employment, without regard to age, gender, race, color, or
creed. If an individual has qualified credentials, that individual can be considered for
employment. We value people, not dollars, no matter their walk of life. (This remains
the same throughout the life of the company.)
Employment Contracts
Employee contracts will be at-will and include NDAs. They will also be contingent upon
satisfying a 6-month probationary period, assessed by the employee’s direct
supervisor (internal documentation). Contract will also stipulate that an honor
code/handbook/ethics affirmation must be signed by the employee, as well as the
maintenance of any required licenses and training required for employment & their
specific role. Of course, the contract will explicitly outline compensation and benefits,
as well as any other pertinent arrangements made in the hiring/negotiation process
(equity, sign-on bonuses, etc.).
Internship Program
Year 1-2: Internship program will not be applicable at this time.
Year 3: The company begin creating relationships with universities and seeking
internships candidates. At this point the company would have created a clear
foundation of the employee qualifications needed for the success of our
company. The goal would be to turn interns into full time employees. All intern
positions will not be offered compensation.
Year 4: The Company will begin to offer interns compensation.
Compensation
Annual Salaries will depend on the financial stability and well-being of the company.
Our long term goal is to employ the best and brightest, and pay them well for what
they do. Other considerations include the regional cost-of-living, and yearly increases
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to accommodate inflation. Employees that qualify for phone, internet, vehicle, or
other allowances can receive these additional benefits with executive approval.
Year 1: Founders will be the only employees at this time. A meeting and vote
will take place to discuss employee compensation and unanimous approval for
founders’ compensation will be sought from the board of trustees.
Year 2: Employees have low income focusing mainly on the experience they
will gain from working at our company. New employees will be a couple
thousand less annually than the average pay for the position held in the Dallas
area.
Year 3: By year 3, compensation will begin to become more competitive.
Employees that are on their 3rd year of service will start to see an increase of
pay. We will still be focused on hiring recent college graduates but the rate will
be only a little less than the average pay for position in the region, but higher
that the pay in year 2.
Year 4: By year 4 we will continue with plan in year 3 but we will have more
flexibility to increase starting salaries to at or above the average. We will be
more dependent on the financial stability of the company. At year 4 and going
forward the company will have opportunity to become more competitive with
salaries.
Benefits
Benefits will be offered to employees after the six-month probationary period.
Year 1-2: At this time, we are not big enough to offer to pay a portion of
employee’s insurance. We will offer plans to employees through the
organization to choose from, to avoid having to locate insurance on their own.
Year 3-4: By this time, we will be able to offer to pay 50% of the cost of
employee’s health and dental insurance. Vision and life insurance coverage will
also be offered but at the cost of the employee. We would also offer a 2%
matching in 401k with a maximum limit, to employees after 2 years of service
Orientation and Training
Year 1: As the company is currently constructed of its founding members no
major emphasis on orientation or training is required.
Year 2: Expansion to 25+ employees requires the addition of a director of
human resources. The responsibilities of the director of human resources
include but are not limited to; company-wide formalization of all employees,
employee payroll and benefit administration, and any other orientation and
governmental compliance maintenance duties.
Year 3: Continue with plan from Year 2.
Year 4: Continue with plan from Year 2.
Self-Paced Work Schedule
Traditional office hours are not friendly to our target demographics. In light of that, all
employees will be allowed to work an optional “flex hours” schedule. “Flex hours” are
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defined as Monday through Friday from 9am-11am and 3pm-5pm. The principle idea
is to make staff available to clientele by allowing accrued “billable” client hours as
personal time during “flex hours”. “Billable” client hours are defined as approved
hours worked outside of the traditional office schedule of 9am-5pm. “Billable” client
hours will be granted, in arrears, by one employee pay cycle to allow for approval
process to be complete. In addition, customer satisfaction, as it relates to scheduling,
will be monitored to prevent abuse of this program.
Dealing with absenteeism, preventing turnover
The “flex hours” optional schedule will help to prevent absteenism but a traditional
“employee action referral” process will be put into place to clearly communicate with
employees any violations of the program. The following disciplinary schedule will act
as a guideline to document transgressions regarding maintaining an adequate work
schedule. First violation: Verbal write up will be the recommended “employee action
referral”. Second Violation: Recommended a written write up as an “employee action
referral”. Any subsequent violations of maintaining an adequate work schedule will
result in an official HR review. At this time, managers will sit down with employees and
discuss the issue to determine if there is a way to prevent any further violations.
Having performed the due diligence task of ensuring total comprehension of
maintaining an adequate work schedule, the company does not recommend any limits
to disciplinary action up to and including termination of employment for any further
violations of maintaining and adequate work schedule.
Group Dynamics
Teams will have cohesiveness (in order to create team dynamics) that allows for
employees to grow, with the support of other team members. In order to achieve
cohesion in teams, the company will have employees take a personality survey in
order to understand which team is the best fit for each employee and the personality
surveys will also be used to reduce too much cohesiveness. Other ways to avoid too
cohesiveness and “groupthink” will be to create a culture that encourages positive
debate, and encourages that not all decisions be made quickly.
Team Design Characteristics
Individuals in a team will have pooled independence. Each team member will be an
individual contributor; however, each member will contribute to the success of the
team, since teams will have goals to achieve together. Although team members will
have pool independence the teams’ structure will still include a dynamic that allows
flexibility for team members to trust and have confidence in their team mate’s support
during any time of absence, vacation, sickness, etc.
Year 1: No divided teams at this time. All founders will work together and rotate
responsibilities based on strengths or interests.
Year 2: By Year 2, our teams will have about 5 teams of 5 employees each.
Year 3: By Year 3, our teams will have no more than 10 employees at a time.
Year 4: By Year 4, there will be 4 Regions with 5 department and 5 team
members.
Goal setting
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A timeline will be set for each accounting project. Stretch goals will also be set with
limitations on the amount of overtime being used. Goals will also be set for the
company regarding new clients and minimize accounting issues. SMART goals will be
used in both cases.
Performance Evaluation
Timings on Performance evaluations and rubrics for the evaluations will be discussed
during new employee orientation.
Year 1: Founders will have a meeting to discuss success in first year and
contributions from each party. At this point strengths and places to improve will
be discussed and each founder will begin to grow their department.
Year 2: All employees will have a 1:1 mid-year review and a 360 year-end
review with their direct supervisor. The purpose of the mid-year review is to
determine the progress employee has made up to this point and also gives
employees/managers an opportunity to identify any gaps or ways to help
employees meet their goals for the year. Goals are set on yearly basis and
employees will have a 1:1 meeting with their manager to ensure they
understand their expectations for the year. Although formal reviews only occur
twice a year managers and team leads will be encouraged and held reliable to
provide coaching to their employees on a daily basis. Compensation changes
will only be discussed during the 360 reviews.
Year 3-4: Continue with Year 2 plan.
Incentives
Year 1: During this time founders will keep each other motivated through
competition. Each founder will do their best to grow the portfolio of the
company.
Year 2: Company is still focused on growing steadily, so incentives for
employees will be gifts cards for winners of internal office competitions, most
productive employee, employee of the month, etc. The gift cards will range from
$10-$30.
Year 3: By year 3 the company will continue with the success of Year 2’s plan;
however, year merit increases and yearly bonuses will be incorporated to the
year-end reviews. Merits and bonuses will be based on the growth of the
company and the performance of the employees.
Year 4: With regional expansion underway opportunities for new incentives
based on competition amongst the regions become a viable motivational
strategy. Metrics for competitions will be based on productivity factors directly
tied to company performance. Appropriate efforts will be made to ensure
competitions remain “friendly” and are not counterproductive to overall
performance.
Employee Satisfaction
Ten C’s
Managers will attempt to connect with all levels of employees. A mentor will be
established for new employees for the first year of employment to help make a
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connection and foster a smooth transfer. Managers will encourage and help to provide
lateral moves for CPAs and all other level employees, within the company. Bi weekly
meetings will take place to help outline the organization’s goals and team leaders will
outline particular project goals. This will help to ensure all goals are cohesive. At the
end of the tax season a group celebration will take place. Teams will be put into place
to help ensure proper accounting methods are being used and to collaborate.
Eliminating work place stressors
Team leads will be in place for each company and roles. Tasks and deadlines will be
assigned before projects are started. Weekly project meetings will be set to discuss
changes or adding of increased responsibilities. All meetings will be followed up with
emails by the team leads, outlining the meeting and reinforcing changes of duties.
5 Levels of job satisfaction
Need fulfillment: (Mentioned above) Flexible hours, Average pay but company provides
great work experience for recent graduates in need of establishing industry experience
and connections.
Meets Expectations: After 2 years of employment, employees will see an increase in
salary. The workplace will be fun and educational.
Values: Vary from person to person but the interview process will try to focus on
individuals who share the same values and goals of helping people.
Equity: Depends on the individual person but the work inputs will be evaluated in the
annual reviews.
Cubicle Freedom
We will have short cubicles to encourage team work and communication. We
encourage the use of noise cancelling headphones, if needed, to remain focused and
discourage interruption. Employees are encouraged to decorate their cubicle as
desired, outside of work hours. By year 4 we will have contest of the best holiday
decorated cubicle.
Casual Thursdays
Employees are allowed to wear blue jeans on Thursdays.
Company Outings
Year 1: At the beginning of organization outings will be informal gatherings of
owners at restaurants etc.
Year 2: One Friday every 6 months we will allow employees to leave at 3 pm
with the option of going home early paid or joining the team at a company
event. Events will range from dinner, movies, ropes course, top golf etc.
Year 3-4: Employees will no longer have the option to go home early instead of
attending the company outings. Outings will be mandatory but all during work
hours. The events will no longer be planned for the organization as a whole
instead each department will plan the event on the same day with the option to
combine events with close working department.
Communication Overview
Clear and concise communication is paramount to the success of our firm and its
clients. As it pertains to employees: communication of company goals, performance,
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and general directives are paramount to the successful implementation of our overall
strategy. In addition, external communications to our clients, local governmental
bodies, and the public at large must convey our values of integrity and honesty
through accurate and reliable data at all times.
Internal Communications:
Year 1: Currently internal communication is centralized to the founders and
board of trustees. Regular operational meetings are easily maintained and any
high impact decisions are not made without full participation from all members.
Year 2-3: As the first wave of employees onboard, the need for IT services will
increase dramatically. These services will be outsourced to an appropriately
vetted vendor. Three major policies will drive internal communications through
said enterprise IT system. One, every employee must maintain a “shared
personal calendar”. Full top to bottom communication lines will be established
through this tool, meaning a janitor will see what VPs are doing on a day to day
basis. This efficiency tool is what allows for an autonomous work environment
to function effectively. Active participation is required and maintaining a
detailed work schedule reflecting up to date availability is the standard. Two, an
internal company blog will be the homepage of every employee’s enterprise
desktop. High level associates will be in charge of the blog as deemed
appropriate for the current evolutionary stage of the company and the blog will
be used to deliver regular reinforcement of company directives, culture, and
values. Finally, we will establish our virtual public suggestion box via the
enterprise IT system. Through this system, “complaints” will be logged in a
public forum. Details on proper use and definition of a “complaint” can be
found in the conflict resolution section. As the Director of HR on-boards with the
first wave of associates, it becomes their role to oversee the cultivation of our
company’s values and develop our culture internally. Recommendations from
the founders will be outlined in all employee hiring packets as well as discussed
during training and orientation regarding this process.
Year 4: As the company expands geographically internal communication efforts
via enterprise IT systems are expected to work to scale. However, adequate
allowances will be made for new satellite offices located outside of established
DFW region and corporate offices. Satellite regional VPs will be given adequate
capital and authority to maintain our company’s message as it relates to
operational directives, culture, and values. In addition, regular visits by
corporate departmental directors will reinforce any necessary internal company
communications directives. Finally with the addition of the President and CEO it
will become that position’s responsibility for oversight of entire company up to
including the delivery of company culture and values to our employees.

External Communications
Year 1: Founders create the foundation of our company’s culture and values.
As employees are not a variable to act upon at this evolutionary stage the
community and our clientele will be the focus of our message. In addition, we
will focus on establishing working relationships with local governmental
representatives to find potential clients as well as develop a general
marketplace. Proper external communications is vital during this early
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evolutionary stage of the company. The current attitude is a grassroots
movement by the founders to establish a sense of community that connects the
company to the area it serves.
Year 2-3: With the underlying mission of our company established as well as its
culture and values standards set, our associates will be expected to represent
and conduct themselves in all public forums in such a way as to not hamper or
in any way impede the cultivation of such goals and values. To ensure
adherence to this policy, compliance appraisals will be exercised at the
executive level to keep all company representatives within the established
guidelines and give visibility into any potential liabilities. All communication is
documented and recorded, in accordance with prevailing state and federal
statutes. Any formal communication is best delivered through established
company enterprise IT systems or through peer witnessed personal interface.
Year 4: With the addition of the President and CEO, external communication
efforts will see a shift in focus towards industrial sponsorship and governmental
assistance at this highest level of the organizational hierarchy. In addition, the
President and CEO will act as a point of contact for relationships with local
governmental and industry leaders to facilitate growth of company, as the scale
of the operation grows we will rely more heavily on governmental assistance
and corporate sponsorships to maintain expanding overhead costs.
Conflict Resolution/Decision Making
Year 1: All conflicts are resolved by direct vote of the founders. In the case of a
tie, a final vote will be awarded to appointed board of trustee members.
Year 2: Employee performance and discipline is maintained by each
employee’s direct superior according to the current organizational chart.
Company policy allows for one-tier unrebuked administrational justice reviews
for any official “employee action referrals” recommended to an associate. In
addition, a final appeal of any “employee action referral” may be sent without
impunity to the human resource office. As such, the director of human
resources is reserved as a “neutral party” conflict resolution and employee
discipline arbitrator. To this end the Director of Human Resources is therefore
purposefully insulated from being directly involved in operations.
Any conflicts outside the realm of employee performance and discipline are
deemed “operational” and resolved by direct vote of appointed departmental or
client group team members. In the case of a tie, departmental directors cast
the deciding vote among departments and client group teams maintain an odd
number of members to prevent tie vote scenarios.
High impact “organizational” decisions will be centralized to the founders/Board
of Trustees, but employees will receive clear communication of decisions being
made.
Year 3: The “organizational” decision making process will be modified, VPs will
make formal quarterly recommendations to the founders and board of trustees
for review. High impact “organizational” decisions will not be made until
approval by the founders, and in case of a tie, board of trustees is received.
Depending on the nature of decisions being made, the founders and board of
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trustees may implement focus groups that solicits and allows for expanded
associate feedback.
Year 4: The Company’s “organizational” decision making process will continue
to evolve. Recently added regional VPs will be included in quarterly
recommendation requirements. In addition, recommendations will be made to
the recently added president and CEO. All recommendations, both approved
and unapproved by the President and CEO will be forwarded to the founders and
board of trustees and will include the critique of the president and CEO. As
before, high impact “organizational” decisions will not be made until approval by
the founders, and in case of a tie, board of trustees is received. Depending on
the nature of decisions being made, the founders and board of trustees may
implement focus groups that solicits and allows for expanded associate
feedback.
Founder’s Organizational Justice Review Board
In an effort to always maintain top to bottom open lines of communication, the
founders will accept into perpetuity applications for formal review of matters
pertaining to the operation of the company. If the application is approved for
consideration by the founders, the submitting associate will be granted the
opportunity to appear before the founders and present any pertinent facts for
consideration.
Complaints
Informal “complaints”, are conflicts deemed outside the categories of employee
performance/discipline, “operational” conflict, or “organizational” conflict
categories. These low impact “complaints” can be voiced through our virtual
public suggestion box. These messages have the option of “anonymous”
submission selection to provide anonymity to an associate “encouraging” their
direct superior to perhaps not leave a mess in a shared workspace. While
anonymity will be maintained when appropriate, any misuse of this feature can
result in revocation of anonymity for employee misconduct investigation. This
revocation is issued solely at the discretion of the founders and board of
trustees in the case of a tie founders vote.

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