30-60-90 DAY PLAN: QUICK-START/RAPID IMPACT

2020 ATLANTA SALES & OPERATIONS BRANCH STARTUP/RAMPUP

MICHAEL DUGGER
(678) 761-5599
MDUGGER@THEPROCOMPANIES.COM

30 DAY PLAN
PEOPLE
• Meet with Corp. Mgt to
30 DAYS
review initial 306090,
integrate any formal
training,
orientation,&/or other
initial required training
 LEARN  UNDERSTAND  BASELINE & prioritize with
manager guidance
• Review/Study org
charts, matrixed design,
links and “branches” of
60 DAYS
enterprise down to
“front lines” ; start
building personal
reference notebook
“Book of Knowledge” for
baselining OPERATIONS
 ASSESS  ANALYZE  CONTRIBUTE & MARKET DATA &
ongoing reference
Establish Rapport, build
90 DAYS
trust, listen, listen, listen…
reference consulting
approach to client
engagement & initial
partnership building best
practices; Plan/schedule
 DEPLOY  OPTIMIZE  LEAD “meet-n-greets, initial intro
team/staff meetings, etc
(w/ Manager’s guidance)
30 DAY PLAN PRIORITIES
PROCESS
Identify, collect, & study current
state of “critical” and “core”
processes, noting key players
(internal & external), relevance to
TSM role & accountabilities,
including other key process
attributes/objectives, etc using a
“SIPOC” approach coupled with
process mapping, data analysis,
etc
“Quickstudy” process
learning/baselining actions or
tools with focus on
Business/market development &
related (SMART) Objectives, Key
Sales processes, product
families/value stream maps
(revenue generating processes
with maps from “trigger” (closed
sale?) for specific solution/s &
services offered for a price); note
key learnings & capture questions
for next Manager review
Develop Process Framework
overlay target Dematic processes
(use APQC.com Standards for
Business Process Framework and
Knowledge Management+
Performance Management&
Benchmarking best practices; Add
“Process” to Book of Knowledge &
collect relevant current state info
on key processes (use SIPOC+),
prioritize, map, ID waste/
THEME: “BE A SPONGE”
PLANS/ STRATEGY
Identify, collect, & study current
business plans and Growth
Strategy, budgets, forecasts,
annual plans, market strategies,
etc prioritize based on TSM
accountabilities & role relevance…
note open questions & seek
guidance on
priorities/expectations during
next Manager review
Start defining or identifying
quickest contribution potential
(60-day oppy’s?) for current
plans/targets/gaps, study
roadmap elements, improvement
initiatives, or consider other initial
gap-closing plans potentially
critical to deploy first or to be
mindful of for 90 day prioritizing
& soliciting feedback during next
Manager meeting;
Start defining or identifying the
plans I will want to have shored
up by 90 day deployment &
leading phases and prioritize with
some level of success factors
discussion and research
PRODUCTS/
SERVICES
Identify, collect, & study
PRODUCTS & SERVICES,,collect
value stream maps, product
family information for each value
stream, gage volume mix and
familiarize growth
products/services note open
questions for next Manager
review
Identify & gage (product/service)
quality, delivered value, & overall
quality assurance elements in
place (or ID gaps or elements
possibly missing), to help ensure
optimum customer satisfaction
(customer experience KPIs?)
processes, metrics, specifications
+ CTQ metrics and QMS ,ISO or
other QA system, gage R&R
program, design tools or other
engineering quality & innovation
elements or methods, Partner &
collaborate cross functionally to
ensure sales team is championing
Explore innovation and
engineering approach to products
and services, noting and
collecting relevant data on topics
like systems and tools, CAD, ERP,
mfg modules vs customer orders
process, labs, design/quality tools
and equipment; use of process
“C.I.”/OPEX to drive KPI goal
attainment & profitable growth?
Cross functional CI teams?
PERFORMANCE
Review current operational and
financial performance targets
and YTD trends, Identify, collect,
current or historical performance
information and use of KPIs or
metrics & segment if needed;
Evaluate use of “balanced
scorecards”, KPI dashboards, or
other metrics-based performance
process that reinforces SMART
Goals alignment and cascade
Learn & map out any/all
performance management
and/or Opex or CI programs that
systematically function to
automate effective performance
management and tools in use at
corporate, division, regional, or
other logical segment of teams &
levels; Study benchmarks,
methods or best practices in
place; note any Use of Balanced
Scorecards or Dashboards,
SMART” targets/goals, KPIs,
trends,
60 DAY PLAN
60 DAY PLAN PRIORITIES
THEME: “BE A CONTRIBUTOR”
PRIORITIES
PEOPLE PEOPLEPROCESS PROCESS PLANS/PLANS
STRATEGY PRODUCTS/
PERFORMANCE PERFORMANCE
TOOLS/SYSTEM
30 DAYS SERVICES MANAGEMENT

 LEARN  UNDERSTAND  BASELINE
“Deepen closest/critical
relationships, alliances, &
partnerships, focusing on rapport
with “internal customers”,
leadership, direct reports, & peer
team members; Assess/baseline
PEOPLE
Sales, Business Development, &
relevant leadership competencies
of direct reports, solicit feedback
from “internal customers” on
“pros & cons”; find ways to
Develop and utilize process audits,
PROCESS MAPPING/sipoc, VOC/VOS
surveys and other tools for
ASSESSING CURRENT STATE &
Identifying GAPS or “Pain points”,
particularly within areas of
PROCESS
accountabilities and Sales processes;
solicit 360, feedback, & input from
internal customers and insights from
engaged team members and leaders
related to role and accountabilities;
Explore current tools and databases
and benchmark best practices in
preparation to "build effective
“SMART” OBJECTIVES
customer database tool"…clearly
define expectations and objectives,
identify current state, explore
PLANS PERFORMANCE
existing resources, do VOC/VOS
surveys to get input and ideas -
explore benchmarks on user-friendly
customer database tools that add
value to what is already in place or
Identify & assess/audit business
development processes and
effectiveness by products/service,
explore potential best practices or
problematic value streams,
Understand lead generation
success/challenges variation related
to product or service, Analyze root
cause of failures or distinct
challenges in BD processes by
product or service family, explore
Start developing possible KPI
framework or BD / Sales &
Marketing balanced scorecards for
setting SMART team objectives and
measuring our efficiency or
effectiveness in delivering strong
TOOLS/SYSTEM
business development improvements
or new processes or tools that help
drive sales growth plus related;

60 DAYS ENGAGE & CONTRIBUTE

PEOPLE
Note gaps/future opportunities for
next Manager review

PROCESS
MILESTONES/TIMELINE
being used in Salesforce and other
data systems such as ERP

PLANS
mix/volume trends by region, team,
etc and by family to explore potential
opportunities
PERFORMANCE TOOLS/SYSTEM
 ASSESS  ANALYZE  CONTRIBUTE
Initiate (private) team & individual Evaluate current Salesforce utilization Create a actionable summary of "low Conduct initial competitive analysis consider a performance
strengths and gaps assessments, and effectiveness of related pipeline hanging fruit" improvements to and benchmark both alternative management aspect of
exploring current company people mgt tools, lead generation elements, review with manager for increasing suppliers and solutions to current improvement initiative – do KPIs
performance processes and integration of KPIs and performance significance of contributions in 60day portfolio of products and services drive right behaviors? Balance
available historical data to start objectives, consistency of phase, ramping up from learning and using SWOT, Competitive Intelligence between “efficiency” &
calibration for improvement requirements at each Region; note soaking up information like a sponge tools, Benchmarking database, etc; “effectiveness”? Explore or ID
planning and establishing initial feedback on Sales tools and systems to actually identifying hi impact, low Highlight any measurable possible steps to improve KPI
improvement plans for “building ensure the customer database tool effort improvement opportunities advantages or differences in market effectiveness and increase visibility
high performance teams” and development assignment is not in from meetings, process maps and approach, business model, to performance setting the stage for
developing plans for building contrast to salesforce objectives or assessments, etc such that I can differentiation, pricing, value CI & sharing scorecards and KPI

90 DAYS
business development capabilities contrary to competing projects to execute and realistically deliver some propositions, or other relevant trends vs targets that will
by region, by team, and for direct improve access and use of customer quick hit improvements or at business characteristic of competitive demonstrate success in prioritized
reports and individuals within intel from systems etc minimum make some initial landscape- note any and all relevant objectives with measurable data -
coaching influence sphere; review contributions to current business to business development process consult with manager on current
findings with management, gaps and challenges capability or competencies (web state summary and possible
propose high level approach, presence, brand recognition-&why, improvement needs
 DEPLOY  OPTIMIZE  LEAD adjust with guidance professional presence/links/
reputation, etc)
90 DAY PLAN
90 DAY PLAN PRIORITIES THEME: “BE A LEADER”

PEOPLE PROCESS PLANS/ STRATEGY PRODUCTS/ PERFORMANCE

30 DAYS
 LEARN  UNDERSTAND  BASELINE
Establish initial Hi-
Performance team-building &
PPl development plan and
review with Manager;
Establish team
communication & “touch-
point” & efficient/effective
meeting “cadence”; Prioritize
development proposed
actions and targets for
Manager feedback
Share initial findings and thoughts
on critical process gaps and
collaborate with teams to develop
prioritized process improvement
plans locally, then more broadly
across regions; Establish Sales
effectiveness through developing
more robust infrastructure and
proposing potential solutions for
building a “Business Operating
System” or Sales Excellence
program of best practices
Identify hi-level business
development improvement plans
and plan collaborative events for
shoring up and deploying
targeted roadmaps aligned to
long term objectives; review with
manager to assure alignment
up/down & priorities check
SERVICES
Provide findings from gap analysis
and solicit feedback on prioritizing
BD improvement plans and
projects by product/service
targets
MANAGEMENT
Propose KPI frameworks for
establishing success metrics and
setting SMART goals- review with
Manager and solicit teams for
collaborative feedback

60 DAYS Team/Individual review with

 ASSESS  ANALYZE  CONTRIBUTE
Manager; As appropriate,
Conduct 1-on-1s with direct
reports, establishing
expectations aligned to HR
Performance processes and
reporting; Ensure goals
aligned with Manager/Team
Socialize process framework/sales
OPEX infrastructure fundamentals
with leaders and more broadly
across region- “future state
maps”? & related improvement
planning, identifying possible
process pain points or gaps most
relevant to enabling goal
attainment and driving
breakthrough profitable growth
Identify marketing analysis,
competitive intelligence, &/or
Support all performance
management elements for
strategic plan gaps or needs by business development processes
region and initiate solutions for and sales and identify actions to
deployment where appropriate mature the business
development success metrics and
performance management
infrastructure

Establish engage/visit w/ Collaborate across

90 DAYS
other Regional teams to start
building partnerships more
broadly for best practice
sharing, id ways to help each
other, possible discuss
continuous improvement and
 DEPLOY  OPTIMIZE  LEAD continuous learning ideas by
soliciting feedback
Regions/company to propose
solutions that will ensure we are
continuously improving our our
processes so that we can then
drive CI in customer solutions and
related delivered value ; possibly a
system or OPEX program that we
can all contribute to and benefit
from by standardizing best
practices, establishing process CI