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--- Meeting Date: Unknown Meeting Type: 1x1 Note Type: Summary Attendees: - Scott Warner - Casey Cavanaugh --- ## 1. Meeting Summary Casey and I spent most of this discussion on the current state of the AdaptDx workstreams and the growing frustration with the volume of meetings, repeated alignment conversations, and lack of decision closure. The core issue is not simply that there are many meetings - it is that we are repeatedly revisiting the same topics across separate groups without clear ownership, escalation, or final decisions. That is creating churn and slowing progress. A major theme was concern around Michael's effectiveness in the project management role. Casey and I aligned that the business still needs project coordination, issue tracking, and structured follow-up, but we are not seeing enough value today in terms of driving accountability, surfacing critical issues, or influencing the right decision-makers. I shared the issue tracker and consolidated issue list I built from this week's meetings, and Casey agreed it is exactly the type of work that should already be happening centrally. We discussed whether the answer is to manage Michael more tightly with clearer expectations, operate without him, or replace that support with someone who can actually drive the process. We also aligned on the biggest issues that need executive-level clarity now. From Casey's perspective, the two top priority areas are legal entity structure and the forward-selling / go-to-market model by channel. I agree those are among the highest priority items because many of the downstream issues are manageable only after those core decisions are made. In parallel, I noted that the current issue list continues to grow, with several items already in red or yellow status and insufficient ownership against them. A few specific operational risks came up. Casey called out the Oracle licensing issue as a direct business case hit, with likely incremental cost in the range of roughly $20K+ per month, potentially higher if we end up forced into a short-term agreement. I agreed that needs to be explicitly called out on the tracker. We also discussed the lab equipment / master asset list issue, which Casey confirmed should be treated as red because there is not currently a true asset list available - only a tour deck with pictures - and the team will need to reconstruct asset details and location data with Greg next week. Lastly, Casey asked for an update on legal entity work on the US side. I explained that we are waiting on a high-level FIRPTA analysis and then expect to narrow to the most viable entity options before requesting more detailed support from Casey's side. I have intentionally paused broad data-gathering until we know which entities actually require it, to avoid unnecessary work. ## 2. Attendee List - Scott Warner - Casey Cavanaugh ## 3. Action Items - [Scott] Finalize and sanity check the current AdaptDx issue tracker and consolidated issue list before broader circulation. - [Scott] Share the issue tracker file link with Casey so he can use it in his discussion with Michael. - [Scott] Add Oracle licensing as a specific issue on the tracker, separate from the broader infrastructure / cloud category. - [Scott] Include Matt when circulating the consolidated issue list and related materials. - [Scott] Continue pushing legal entity analysis forward next week with Dave's team and determine what information will actually be needed from the business. - [Scott] Once the high-level FIRPTA analysis is complete, help develop the two most viable legal entity structure alternatives for broader review and alignment. - [Casey] Review his notes against my issue list and send any additions or context on existing items. - [Casey] Meet with Michael and press on role clarity, how he is operating, and whether he is providing the coordination, tracking, and influence the project needs. - [Casey] Re-engage Amity on whether Michael's role needs tighter management, different expectations, or replacement. - [Casey] Meet with Greg next week to begin reconstructing the lab equipment / master asset list using available materials. - [Casey] Hold on gathering broader legal entity support data until we know which entities actually require detailed follow-up. ## 4. Relevant Timelines - Monday morning - Steering committee / workstream synchronization meeting on Casey's calendar. I may need to be added if not already included. - This afternoon - Casey may meet with Michael to assess his effectiveness and expectations for the role. - Next week - Casey is meeting with Greg to work on lab equipment and asset identification. - Next week - I intend to make progress with Dave's team on legal entity requirements and determine next data needs. - Near term - I plan to circulate the updated issue tracker to the core leadership group after final review. - Ongoing / urgent - Oracle licensing risk needs to be assessed quickly because it may add roughly $20K-$25K per month for up to 12 months beyond plan assumptions. ## 5. Additional Notes - The biggest process breakdown right now is fragmented alignment. We are separating teams and revisiting the same topics repeatedly, which means every change creates another round of re-alignment. - Casey and I both see a gap between having a project manager in theory and having one who is actually driving resolution, accountability, and escalation in practice. - Shawn appears to have little patience for unnecessary project overhead and has actively removed Michael from some meetings because he does not see value added. - The steering committee's effectiveness remains unclear. It is not obvious that it is actually helping push decisions or remove obstacles. - The issue tracker is becoming the most practical tool we have for grounding the conversation in actual open items, owners, and status. It should be formalized and used more broadly. - The two highest-priority strategic decisions called out in this conversation were: - Legal entity structure - Forward-selling / go-to-market approach by channel - The lab equipment / asset list problem is more serious than originally understood because there is no reliable source list yet. - On legal entity structure, Shapr does not appear likely to stand on its own as a separate entity based on the current high-level view, but we still need formal analysis and narrowed options before final alignment.
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