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## 0. Properties - Meeting Date: Unknown - Meeting Type: 1x1 - Note Type: Summary - Attendees: Scott Warner, Amity Sendama ## 1. Meeting Summary I met with Amity to discuss a few active personnel, systems, and organizational issues. We started with a likely personnel change where Chris Nelson wants to move Brent Shively into Chad's role before Chad's 90-day mark, since the decision has effectively already been made that Chad is not the right fit. I shared that I would support Brent coming in at a manager level rather than hiring an unknown external candidate into that role. We also discussed a few immediate operational support items, including getting Lisa set up properly on Microsoft Copilot and making sure she knows how to share meeting recordings/transcripts with me so I can help with analysis work. The main business topic was the Oracle NetSuite renewal. Amity is concerned about signing a 12-month renewal, especially given the pricing and the contract language that appears to make the renewal non-cancelable. We aligned that a shorter bridge agreement is the right path, likely 6 months and possibly 7 if needed to get through quarter-end. I agreed we should work with Patrick Lawrence and Casey to understand current discussions, define the minimum term and scope we actually need, and approach Oracle/NetSuite at the right management level rather than relying on a sales rep. My view is that if we still need a fully live ERP beyond the near-term transition window, then we likely have a bigger issue. We also discussed reducing scope, including whether we can eliminate items like the sandbox environment and rely instead on data exports or invoice PDFs for retention purposes rather than keeping the whole system active. We also spent time on the continued disruption inside the sales organization. Brian Bell has resigned, and Amity shared additional concerns about how Robert and Jordan are managing people, including pressure around travel expectations and a potential performance process involving Ronnie Baldwin. I reiterated my concern that the bigger issue is not necessarily who is being hired or exited, but how terminations and performance situations are being handled. Both of us see risk in the current approach, including possible employee relations or legal exposure, and there is a broader pattern of employees disengaging or leaving if they do not align with Robert and Jordan's style. Finally, we discussed marketing leadership. Amity shared that Matt may be reconsidering Angela and giving her more runway as a commercial leader rather than treating the role as pure marketing execution. I said I think Angela can be successful with the right structure and support, but only if Robert is kept out of that lane. We agreed Robert should not take over marketing leadership, and I noted concerns about both his leadership style and the disruption already caused within sales. ## 2. Attendee List - Scott Warner - Amity Sendama ## 3. Action Items - [Scott] Review the severance agreement terms to determine whether taking another role would end severance eligibility. - [Scott] Send Lisa instructions on how to save meeting recordings to iCloud and share links with me for transcript support. - [Scott] Review the Oracle/NetSuite agreement and develop a point of view on acceptable term length, scope, and negotiation strategy. - [Amity] Set up a meeting later this week with me, Patrick Lorenz, Casey, and likely others as needed to align on NetSuite renewal strategy. - [Amity] Include Casey in the NetSuite discussion to validate actual system needs through transition and close. - [Scott, Amity, Patrick Lorenz] Determine who at Oracle/NetSuite has authority to discuss a confidential bridge agreement and avoid negotiating only through a sales rep. - [Scott, Amity, Patrick Lorenz, Casey] Review which NetSuite components are actually required and identify items that can be removed, including the sandbox environment. - [Scott/IT or admin support] Ensure Lisa has an active Copilot license if not already provisioned and help her use it effectively. ## 4. Relevant Timelines - Chad personnel decision: Execute before his 90-day period ends. - Oracle/NetSuite renewal: Current 12-month agreement reportedly needs to be signed by the 31st. - NetSuite bridge term under discussion: Prefer 6 months, with 7 months as a possible fallback to reach quarter-end and transition cleanly. - NetSuite strategy meeting: Amity to schedule later this week. - System transition target: NetSuite should not be needed as a live operating system much beyond October, with only limited close/transition support potentially extending beyond that. - Financial merge/close considerations discussed: - Q4 2025 business wind-down/merge activity referenced - Q1 2026 close and consolidation referenced in Casey's rationale - Patrick Lorenz: Expected to remain as a consultant for a few months, but not long term. ## 5. Additional Notes - I support Brent Shively as a stronger internal option for Chad's role and would be comfortable with Brent being brought in at manager level. - On the NetSuite question, my bias is to avoid paying for a full year when the business should be out of the system much sooner. If we need a live ERP that far into the transition, that likely signals poor execution elsewhere. - We should challenge assumptions about retention requirements. A data dump, transactional exports, or invoice PDFs may be enough instead of maintaining the full ERP. - The sales organization continues to look unstable. My concern is less about whether changes are needed and more about the tone, process, and legal risk around how Robert and Jordan are handling people. - There is a real possibility of employee claims if managers are not disciplined in what they say and how they manage performance discussions. - I continue to believe Robert is not the right answer for marketing leadership. He may be effective in certain sales contexts, but I do not see the executive maturity or functional background needed to lead marketing. - I think Angela still has potential if she is given a clear mandate, structure, and support. She seems more likely to succeed with the right operating boundaries and capable support around her. - We briefly discussed the broader global marketing structure, including a temporary co-lead concept involving Clint and Zach. I think that kind of model could work short term if responsibilities are clearly divided and execution is grounded in practical leadership. - Personal family update discussed at the end was not business-related and not relevant to carry forward in management notes.
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