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0.  Properties
- Meeting Date: Not specified
- Meeting Type: Call
- Note Type: Summary
- Attendees: LISA_LAW; SCOTT_WARNER; CHDE

1.  Meeting Summary
We aligned on an urgent performance and culture issue with Chad in Logistics/Warehousing.  Chris shared specific observations from the past two weeks that indicate a poor fit for the role and our culture, especially during ramp-up.  Issues include limited hours during critical setup, reluctance to perform hands-on warehouse work, ignoring direction on trash and pallet tasks, and discomfort or unwillingness to operate high-reach equipment necessary for replenishment.  These behaviors are already creating resentment in the team and risk setting a poor standard.

Lisa confirmed we have a 90-day probation policy that provides flexibility if we decide to exit early, provided we document expectations and recent observations professionally.  We agreed to begin immediate documentation and to pursue a backfill before final action.

Plan B is to bring back Brent Shively.  He is a trusted, high-work-ethic former colleague with relevant hands-on capability and the adaptability to stand up additional warehouse services we plan to introduce.  I previously tried to hire him for Facilities and would support bringing him in quickly if he is ready.  No rehire restrictions apply.  From an IT standpoint, we can expedite access for a fast start if he accepts.

Plan C is Lisa's husband, who has FedEx and safety/production leadership experience.  Lisa will send his resume to me for broader consideration unrelated to this specific role, without preferential handling.

We also reinforced that the third warehouse headcount is not approved and interviews should be paused until we demonstrate need.  Caleb started today; initial impressions suggest he is reserved.  We will ensure he is supported and not overburdened in his first weeks.

2.  Attendee List
- LISA_LAW
- SCOTT_WARNER
- CHDE

3.  Action Items
- CHDE: Send a professional documentation email to Chad outlining last week's specific observations, expectations for the role, and the gap.  Bcc LISA_LAW.
- CHDE: Meet with Brent on Wednesday to confirm interest, role fit, compensation, and potential start timing.  If green-lit, coordinate offer with LISA_LAW.
- SCOTT_WARNER: Direct IT to fast-track account reactivation and access for Brent upon offer acceptance, and document the exception.
- LISA_LAW: Validate the exact 90-day probation language and prepare the separation process checklist and documentation requirements.
- CHDE: Enforce the pause on all interviews for the unapproved third warehouse role.  Communicate the freeze and rationale to the team.
- SCOTT_WARNER: Review the resume for Lisa's husband for broader warehouse or operations opportunities as part of the strategic review.
- LISA_LAW: Send her husband's resume to SCOTT_WARNER with a note to process without preferential handling.
- ALEX: Maintain close oversight of Chad's day-to-day performance and ensure Caleb is onboarded without being overburdened.  Escalate issues quickly.
- CHDE: Conduct end-of-day check-ins with Tim and Alex this week to monitor Caleb's integration and team dynamics.
- SCOTT_WARNER and IT: Audit Brent's legacy account status, ensure compliant re-provisioning, and remediate any offboarding gaps.

4.  Relevant Timelines
- Immediate
  - CHDE to send documentation email to Chad.
  - Pause third-hire interviews.
  - IT to prepare for rapid reactivation process if needed.
- Wednesday-Thursday
  - CHDE onsite.  Wednesday meeting with Brent to assess fit and terms.
- Friday
  - If Plan B is green-lit, prepare to execute Chad's separation as early as Friday, in coordination with HR.
- Following Monday
  - Potential start for Brent if he accepts.  IT to re-enable access and provision required tools.
- Ongoing
  - Remain within the 90-day probation window for Chad, leveraging policy as needed.
  - Daily EOD check-ins this week on Caleb's onboarding and workload balance.

5.  Additional Notes
- Team culture risk is high if we allow a low-engagement precedent during a critical ramp.  Quick, well-documented action protects morale and performance.
- The role is explicitly hands-on.  Reluctance to do physical warehouse tasks, avoid high-reach work, and disregard direction on basic duties is not acceptable.
- Future warehouse vision includes added services like 3D printing and label card production.  Brent's background aligns with standing up these capabilities with minimal oversight.
- Candidate assessments may be introduced later as an added tool for job fit and team development.  I support that direction.
- Caleb presents as reserved.  Ensure supportive onboarding and guard against the new-boss/new-employee dynamic leading to early attrition.
- Governance and IT note: the comment that Brent still has an active account highlights a potential offboarding control gap.  We will handle any reactivation through proper approvals and ensure our ITGC and security standards are followed.