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0.  Properties
- Meeting Date: Not specified
- Meeting Type: Call
- Note Type: Summary
- Attendees: Casey Cavanaugh; Shawn Remick; Scott Warner

1.  Meeting Summary
We held a quick pre-brief to align on IT asset disposition and messaging before the broader session.  We agreed the right path is to centralize control of all Shaper end-user computing assets and related equipment in Indiana for secure disposition by our IT team, with salvage handled from Lebanon.  This is a change from the previously discussed three-tier process (Festool first right of refusal, then employee sale, then salvage potentially managed by Shaper).  We will not announce this change in the upcoming meeting.  Instead, we will first align leadership: communicate with Philip, have him inform Jeremy, and only then operationalize with Greg and Patrick.  The rationale will be framed around global policy, security, compliance, and data integrity.

Operationally, we need to solve two immediate pain points:
- Asset collection: cleanly collect what is onsite and set up a box-and-label return process from Lebanon for any employee transitions.
- Data continuity: assess the ~70 TB on the Synology NAS (marketing assets and image builds) and plan for a potential 5-day window during the move.  If needed, provide a temporary repository in Lebanon to avoid business interruption.

We will present none of the asset-disposition shift in the next meeting; we will keep the agenda tight, ensure progress on other IT priorities, and have Shawn provide a brief trucking and move update.  As a goodwill option, we are open to wiping and returning laptops to departing employees after secure processing, subject to policy.

2.  Attendee List
- Casey Cavanaugh
- Shawn Remick
- Scott Warner

3.  Action Items
- Casey - Align leadership before any broad announcement:
  - Lead the initial communication to Philip, with Scott joining or co-signing as appropriate.
  - Do not raise the centralized asset disposition plan in the upcoming group meeting.
  - Manage the meeting agenda flow and timebox topics.
  - Press Greg and Patrick to meet previously agreed deadlines.
- Scott - Messaging and policy framing:
  - Draft clear rationale anchored in global policy, security, compliance, and data integrity for the asset centralization decision.
  - Coordinate with Legal/Compliance as needed to support the policy basis and communications.
  - Define the centralized disposition workflow in Lebanon, including intake, wipe, inventory, and salvage sale steps.
  - Coordinate with Shawn on the RMA process for boxes, labels, and returns from employees.
- Shawn - Logistics and continuity planning:
  - Build the end-to-end logistics plan for asset collection, including onsite pickup, inventory capture, and the return kit process for employee changes.
  - Evaluate high availability needs for the ~70 TB Synology NAS data; identify which workloads need continuity during the move.
  - Propose a temporary repository and access plan to avoid downtime during the expected 5-day move window, with clear user comms.
  - Provide a concise trucking and move update in the broader meeting.
- All - Pre-brief and sequencing:
  - Schedule a 30-minute huddle today or tomorrow to finalize the message, the leadership sequencing (Philip then Jeremy), and the cutover logistics before any broader rollout.

4.  Relevant Timelines
- Leadership alignment sequencing - ASAP:
  - Inform Philip first; have Philip inform Jeremy; then operationalize with Greg and Patrick.  Do not announce the change in the upcoming meeting.
- NAS/data cutover window - Move week:
  - Plan for a potential 5-day window from removal to reactivation; define and stand up a temporary repository if needed to ensure no operational downtime.
- Upcoming meeting today:
  - Keep initial topic to ~20 minutes; reserve ~40 minutes for the digital tour deck; allocate ~20 minutes for the trucking plan update.

5.  Additional Notes
- Change management is critical.  We will minimize surprises by aligning with Philip and having leadership cascade the message, reducing the risk of disruption or panic.
- Casey's read on Philip: trust is good, though he is frustrated with project management from Wellington and feels Shaper is underutilized.  He asked that Finance determine asset sale values, suggesting he wants distance from valuation decisions.
- We will pivot away from Shaper-managed salvage in favor of centralized control in Indiana, but we remain open to employee goodwill options (wiped laptops to departing staff) where policy allows.
- Priority is to preserve momentum on other IT workstreams; avoid introducing a bombshell topic in the group forum until leadership is aligned and we have a crisp operational plan.