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--- Meeting Date: Unknown Meeting Type: 1x1 Note Type: Summary Attendees: - Scott Warner - Amity Sendama --- # 1. Meeting Summary I met with Amity for a working 1x1 focused primarily on several active legal, operational, facilities, IT, and governance items. We started with the creditor matter and aligned on getting outside counsel on a short call to help us complete the claim paperwork correctly, especially around whether and how to reference the prior settlement agreement and any payment received during the potential clawback period. I committed to finish organizing the supporting information, track the deadline, and get the form as complete as possible before that discussion. We also discussed broader organizational change management, particularly the possibility of additional marketing leadership restructuring. My main point was that if leadership proceeds, we need to ensure the rationale is documented around role requirements and organizational need, not framed around individuals. Both of us agreed the organization is showing signs of change fatigue, and if another move happens, we will need to stay tightly aligned on messaging and timing. On my goals and performance materials, I walked Amity through my revised competency and goal structure. The themes were strategic prioritization, leadership development, cross-functional alignment, improving decision quality, increasing throughput and scalability, and reducing single-point dependency on me for decisions. Amity was generally aligned and plans to review in more detail before we finalize alongside my performance review. We covered several project updates. On the legal entity work, I pushed Dave and Olga for a high-level FERPA analysis by entity so we can quickly screen viable paths instead of burning time and money on dead ends. The immediate focus is on preserving NOLs, evaluating movement of Shaper assets into USA Holdings, and determining whether Shaper can later be converted and merged appropriately. Amity emphasized the need for stronger project management discipline here, and I confirmed Vera and I are putting a more structured tracker in place with owners, status, and next steps. On the facilities side, the remodel is progressing well. Current estimates are favorable versus budget, security controls for IT space are being added, and Compass should be able to begin within two weeks once the estimate is signed. We also touched on insurance restructuring. We have vendors identified, but the next step is to align internally and coordinate with Patrick at SawStop to understand how their upcoming broker review may intersect with our cotermination and coverage rationalization goals. On IT and operations, I gave Amity a status on the Shaper logistics and IT transition. Casey is now driving much of the facility and asset coordination, Shawn is handling the data and infrastructure elements, and we are aligned that securing data-bearing assets and maintaining chain of custody are the top priorities. Key server orders should go through next week, with an April 13 target for key equipment movement and a May 1 operational go-live for repair-related activities. We also discussed festool.com email/domain questions, which remain on hold until the broader email and brand structure questions are clarified so we avoid creating unnecessary rework. We also reviewed several smaller but important governance and operational items: the open Laurie insurance/HR matter, the SawStop credit card process, a possible policy exception for event tickets, the travel meal limit issue, and a likely SAP outage the next morning. On SAP, I told Amity we may need to use the emergency text system and delay start times for impacted employees if the system is still down. I will confirm status early in the morning and coordinate communications as needed. # 2. Attendee List - Scott Warner - Amity Sendama # 3. Action Items - [Amity] Contact creditor committee counsel and request a brief call to walk through the claim form and disclosure questions. - [Scott] Complete as much of the creditor claim form package as possible and organize supporting documents before the counsel call. - [Scott] Add the creditor filing deadline to my tracker and monitor it so we do not miss it. - [Scott and Amity] Stay aligned on any future marketing leadership change and prepare consistent messaging if it moves forward. - [Amity] Review my revised goals and competencies and schedule follow-up time to finalize them along with my performance review. - [Scott] Continue pushing Dave and Olga for the high-level entity analysis and keep the legal entity work moving. - [Scott/Vera] Deliver a clearer project tracker for the legal entity work with status, owners, and next steps. - [Amity] Review the new project tracker once delivered and use it to tighten project follow-up. - [Scott] Follow up on the Laurie insurance matter by identifying the assigned adjuster and clarifying whether counsel has changed. - [Scott] Have someone locate and scan the insurance letter from my desk if needed so I can act on it remotely. - [Scott] Get the final remodel estimate, review it with Amity, and move toward approval so Compass can start. - [Scott] Set up time with Patrick to review SawStop's insurance broker approach and how it may connect to our restructuring work. - [Amity] Join the Patrick insurance discussion. - [Scott] Monitor the SAP outage, confirm status with Steve Wade, and coordinate employee communications if delayed start times are needed. - [Scott] Continue developing the 30-60-90 day assessment and expectations for John and provide the next formal update to Amity. - [Scott] Ask Casey whether he received the Oracle/NetSuite agreement and send it along if available. - [Scott] Prepare a concise update for Robert on the festool.com/email domain topic and recommended path forward. - [Scott] Draft and send the proposed SawStop credit card exception/process note to Barb and Mike, copying Amity. - [Scott] Confirm whether Barb has ordered the two company credit cards. - [Scott] Confirm with Mike whether shipping providers can generate the monthly activity report needed for high-volume charges. - [Scott] Prepare the policy exception language for Pacers or similar game/event tickets and send it to Amity for review. - [Scott and Amity] Schedule time with Dominic to discuss both the event ticket exception and the current expense policy meal limit. # 4. Relevant Timelines - Tomorrow at 10:30 AM - Bankruptcy court hearing related to the creditor matter. Amity plans to dial in and will forward details to me. - By Friday afternoon - Vera and I plan to provide Amity with the improved project tracker for the legal entity work. - Early next week - Target for Dave/Olga to return the initial high-level entity analysis. - Within the next two weeks - Compass should be able to start the remodel once estimate approval is complete. - Remodel duration - Estimated at 3 to 4 weeks after start. - End of this week - Rough remodel estimate expected. - Next week - Server order for the Shaper transition is expected to go through. - April 8 - My target date to provide Amity with the next substantive update on John and the 30-60-90 day plan. - April 13 - Target for key equipment move related to Shaper logistics/IT transition. - May 1 - Target operational go-live for repair-related activities in the Shaper transition. - Middle of the year - Start formal work on the auto insurance renewal/restructure process. - April - SawStop expects broker presentations, which may affect insurance coordination decisions. # 5. Additional Notes - The organization is nearing a clear tipping point on change fatigue. Both Amity and I see increasing signs that repeated organizational changes are wearing on leadership layers below us, even when those changes are strategically justified. - On potential personnel moves, the key risk is poor framing. Any action needs to be grounded in role design, business need, and documented expectations, not personalities. - For the creditor claim, I remain cautious about putting too much in writing before speaking live with counsel, especially where disclosures could create unnecessary complications. - On the legal entity work, the real issue is execution discipline. We have a direction, but we need better structure around follow-up, ownership, and decision points so the work does not drift. - Tanner appears to be doing well overall. He is bringing strong value on the EHS side and seems to be building credibility with the warehouse team quickly. - Casey has taken on a stronger leadership role in the Shaper transition, which should help operational execution. - The SAP outage appears to have been caused by a mass update/data corruption issue upstream. If systems are not available by the morning, there may be employee relations implications depending on how long the delay lasts and whether impacted employees can work. - The current meal reimbursement cap appears increasingly unrealistic for travelers and likely needs review.
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