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

1.  Meeting Summary
We reviewed sustained performance and culture-fit concerns with Chad, a recent warehouse hire who has been on board for roughly three weeks.  CHDE outlined consistent lack of urgency, limited hours, long lunches, no weekend support despite a heavy backlog, and poor integration with the team.  I agreed that we are still within the 90-day evaluation period and should move quickly once the decision is clear.  We will align with Lisa on the termination approach given the joint-employee setup and ensure we follow the proper process.

We also discussed the backfill plan to avoid operational gaps and board pushback.  CHDE has engaged Brent Shively, who is genuinely interested.  Brent is a known high performer with strong work ethic and leadership potential, and could support not only warehousing but future value-add services like 3D printing, inlay, and label-card printing.  I am supportive, would like a quick touchpoint with Brent since he would sit on our team, and will be onsite early this week if needed.  CHDE will meet with Brent Wednesday, give him a realistic job preview, and proceed with an offer if the fit is confirmed.  Caleb starts today, so timely action with Chad is important to prevent negative cultural signals.

2.  Attendee List
- CHDE
- SCOTT_WARNER

3.  Action Items
- [SCOTT_WARNER] Schedule and conduct a 9:00 am call with Lisa and CHDE to confirm termination steps for Chad under the 90-day evaluation period and joint-employee requirements.
- [CHDE] Prepare a concise performance summary for file - attendance patterns, hours worked, lack of urgency, and team impact - to support the termination discussion with Lisa.
- [CHDE] Execute the termination of Chad this week pending alignment with Lisa, and manage team communications to protect culture and morale.
- [CHDE] Meet with Brent Shively on Wednesday for a working preview of the role - picking and packing - and assess fit.
- [SCOTT_WARNER] Have a brief conversation with Brent post-preview to confirm alignment and team fit before finalizing an offer.
- [CHDE] If Brent is a go, draft and extend an offer promptly to minimize operational disruption.
- [CHDE] Oversee Caleb's onboarding and shield him from negative behavioral norms during this transition.

4.  Relevant Timelines
- Today 9:00 am - Call with Lisa to align on the termination process for Chad.  [Linked to: SCOTT_WARNER and CHDE actions]
- This week - Target window to terminate Chad after HR alignment.  [Linked to: CHDE action]
- Wednesday - CHDE to meet Brent, provide role preview, and evaluate.  [Linked to: CHDE action]
- Post-Wednesday - SCOTT_WARNER to connect with Brent for final alignment; CHDE to issue offer if approved.  [Linked to: SCOTT_WARNER and CHDE actions]
- Onsite coverage - I will be onsite Monday through Wednesday if needed for support.

5.  Additional Notes
- Culture and expectations: The team is working long hours to clear a ~250-order backlog.  Allowing a visibly low-output contributor to persist will undermine morale and set the wrong tone for new hires like Caleb.
- Process and governance: Given the joint-employee arrangement, coordination with Lisa is essential.  While documentation is lighter within the 90-day evaluation period, we will still keep a brief record of the performance issues to ensure clean governance.
- Backfill strategy: Traditional posting-and-interview cycles have failed twice for this role.  Prioritizing a trusted, known performer in Brent is the pragmatic approach to stabilize operations quickly.
- Forward capability: If Brent joins, we can plan a controlled expansion into value-add services like 3D printing, inlay, and label-card printing.  This would require future coordination across Facilities, IT, and EHS for space, equipment, and safety readiness.