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0. Properties - Meeting Date: Not specified - Meeting Type: 1x1 - Note Type: Summary - Attendees: Scott Warner; Shawn Remick 1. Meeting Summary We are stalled by unclear ownership and slow decisions across the AdaptDx asset disposition and related IT work. Shawn built a pragmatic move and disposition plan based on his on-site week, but Casey appears to be running a parallel plan without collaborating, driven by Matt Howard's assumptions about Casey's bandwidth. Knowledge is not flowing, and I am not being included in key meetings. I need either clear authority to execute or a full handoff - no hybrids that will make us look like we could not deliver. On IT risk and compliance, we must control data destruction and chain-of-custody. Jeremy is pushing for on-site wiping by the Shaper team and staff getting first dibs on laptops. That is not acceptable without proper corporate data destruction and asset recovery protocols. We prefer to clear systems ourselves, receive assets, and then dispose with oversight. We also flagged logistics risks - this equipment must be professionally double packed and transported, not UPS'ed. Server procurement: Amity and Philip will determine who pays. This should not land on my budget. If they will not fund a new server, we will move the existing one. We also need a backup strategy if the server comes into our building - the Synology should be included in the asset transfer for backups. Ecommerce is at risk due to resource churn and missing operational ownership for C10 tables and period controls. HQ has signaled a 3.5-week runway before they move to other priorities. Omar will support, and we need to unlock Vertex development and DMA tasks immediately. HRIS selection needs to shift to a Q3 implementation with real requirements and governance. We should run a proper RFP-style process, confirm scale and global needs, and avoid migrating data or solving cross-functional problems in a system we may replace. UKG looks more scalable than Paylocity; we need IT governance and broad reporting access regardless of platform. I now have Paycor access to review permissioning so managers can self-serve reports. Bottom line: secure decisions on ownership, enforce data security and asset recovery, align the move plan with one accountable owner, and tighten governance across ecommerce and HRIS to avoid rework. 2. Attendee List - Scott Warner - Shawn Remick 3. Action Items - [Scott] Host alignment call with Casey and Shawn to lock ownership for the move, asset disposition, and IT data-wipe approach; decide if we own it end-to-end or fully hand off. Include backup approach and Synology capture in the scope. - [Scott] Press for decision rights and owner assignments with Amity and at HQ; confirm IT owns data security and asset disposition controls. - [Scott] Enforce corporate data destruction policy: devices ship to us for wiping by our approved process; no staff sales or handoffs prior to verified wipes and asset accounting. - [Shawn] Present his on-site move/asset plan to Casey; be ready to hand off fully if Casey is assigned as PM; otherwise proceed with our plan and logistics vendor. - [Scott] Obtain the official AdaptDx staff list from Patric Bader; share internally once received. - [Scott] Discuss HRIS with Lisa: propose Q3 target, run a requirements/RFP process with multi-department input, evaluate UKG vs Paylocity for scale and global needs, confirm IT governance and report access standards. - [Scott] Review Paycor permissions to enable manager self-service reporting; identify gaps and remediation steps. - [Shawn] Continue server quotes; coordinate with Amity/Philip on who pays; do not allocate to my budget. - [Scott] Require that the Synology and any reusable IT assets come to us as part of the disposition; use Synology for server backups if we host the server. - [Shawn] Direct Cipher SoftStop: proceed with dealer side only; hold end-user side pending HRIS direction. - [Shawn] Ecommerce risk mitigation: drive period activation in C10, clarify ownership of pricing tables, accelerate Vertex week, and release DMA as soon as feasible; coordinate with Angela, Mike, Barb, Pascal/Melinda, HQ, and Omar. - [Scott] Confirm HITL ownership belongs with HQ or designate a U.S. owner; document and publish rules of engagement. - [Scott] Decide whether to pause this month's IT KPI touchpoint to give Vera space to catch up; reset cadence if needed. - [Scott] Ensure move logistics standards: double packing, professional transport, and U.S. oversight of any on-site asset disposal. 4. Relevant Timelines - Today 1130: Alignment call with Casey and Shawn on asset disposition and move ownership. [Scott] - Tomorrow: Meeting with Bernd - push for decisions on ownership, IT security controls, and disposition oversight. [Scott] - This week: Shawn onsite Wed/Thu. [Shawn] - Ecommerce runway: ~3.5 weeks before HQ shifts priorities - must activate C10 Period 3, complete Vertex week, and release DMA promptly. [Shawn] - Next week: Chat project back on the radar. [Shawn] - Thursday: IT KPI touchpoint - consider postponing. [Scott] 5. Additional Notes - Knowledge flow is poor and decision-making is fragmented. If we are accountable, we must have authority. If not, we should fully exit to avoid reputational damage. - Jeremy's posture and the Shaper staff's interest in keeping assets create governance and compliance risk. We must control data wipes, recovery values, and disposal oversight; the current book values reported as zero warrant finance review. - Do not hybridize ownership on the move/disposition. One accountable owner, clear roles, and complete execution. - TTS and HQ security approvals are over-engineered and slow, impacting execution. We need to define a faster lane for time-sensitive work. - Intern and analytics initiatives are blocked by data access; issue remains systemic - everyone wants outputs, few are enabling inputs. - Gage had a rough week; no immediate action required, just awareness.
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