Summary

0. Properties - Meeting Date: Not specified - Meeting Type: 1x1 - Note Type: Summary - Attendees: Scott Warner; Amity Sendama

1. Meeting Summary We covered three main areas: HR/payroll reporting pain, the salary.com contract dispute, and the Adaptec-Shaper integration.

On payroll/HRIS, I reiterated that our current setup is weak on reporting and self-service. I need direct access to pull metrics without waiting days. The prospective platform discussed should be markedly better than Paycor and empower Steve and Nathan to deliver the metrics I need.

On salary.com, the vendor is asserting auto-renewal with a >5 percent increase, citing prior notice to a departed account owner (Ryan). They have already escalated to collection threats and service interruption due to a 35-day past-due invoice. We agreed Amity will press for proof of compliant 60-day notice and justification for the cumulative 21 percent increase over two years. I will review the contract and any correspondence, confirm whether we issued bounce-backs when Ryan's email was decommissioned, and involve Compliance as needed. We do not appear to need this tool at current pricing.

On Adaptec-Shaper, I want to keep Michael in place as project manager. He is adding value as the backbone of coordination with Germany and across workstreams. There is clear project governance drift at HQ - too many meetings and too few decisions. The go-to-market plan post-10/31 is the biggest risk. Germany indicated a blackout until a January go-live; we need a concrete continuity plan for accessories and direct sales support in North America during November-December. I outlined a viable option to keep orders flowing by running the current Shopify/NetSuite setup through year-end while HQ completes S/4 to R/3 item master work. Facilities-wise, Casey's asset disposition list conflicts with Shawn's plan to repatriate certain repair assets; we will reconcile that tomorrow. I will also clarify with Shawn whether any core software services are truly being shut down on 10/31, as that does not make sense operationally.

2. Attendee List - Scott Warner - Amity Sendama

3. Action Items - [Scott] Review the salary.com agreement and renewal terms, including any notice provisions and the vendor's cited increase language. Identify any contractual outs or leverage points. - [Scott] Confirm with IT/Compliance whether a bounce-back or forwarding rule was active on Ryan's email at the time salary.com claims to have sent price-change notice. - [Scott] Advise Amity on next steps with salary.com after contract review; engage Legal/Compliance if collections escalate. - [Amity] Request from salary.com documented proof of 60-day advance notice of price changes to the account owner and a substantive explanation for the 21 percent two-year increase. Ask for an exception or rollback given the account owner's departure and our limited usage. - [Scott] Clarify with Shawn whether any Shaper-related software or services will actually be shut down on or after 10/31, and assess operational impact if so. - [Scott] Drive an alignment session with Shawn and Casey to reconcile asset transfer vs. third-party disposal lists, ensuring repair-designated assets are retained and transferred as planned. - [Scott] Outline a continuity option to keep direct sales/accessory support running in North America via the current Shopify/NetSuite through 12/31, including owners, access needs, and any NetSuite licensing constraints. - [Scott] Coordinate with Pascal on the material master/part extension path from S/4 to R/3 to enable US sales readiness during the transition. - [Amity] Push for decision clarity with Casey and Matt on post-10/31 go-to-market, escalation paths, and who is empowered to decide what at the working level vs. the steering committee. - [Amity] Verify what is meant by a potential temporary workspace requirement by 10/31 and where it would be located; report back. - [Scott] Follow up on the early-exit assessment for the Toronto location and revert with a recommendation. - [Scott] Meet with Minnie for a wellbeing check-in and support. - [Scott] Revisit HRIS/payroll reporting access so I can self-serve metrics; determine whether to route through Lisa or IT for access or interim reporting fixes.

4. Relevant Timelines - Salary.com - Vendor claims 60-day notice requirement for price changes and non-renewal; invoice is 35 days past due now. Action: Amity to request proof of timely notice; Scott to review terms immediately. - Adaptec-Shaper - 10/31 - HQ indicating a blackout after 10/31 with no go-live until January. - November-December - North America needs a defined continuity plan for direct sales/accessory support during the blackout. - January - Target go-live for the HQ systems approach. - Tomorrow - Scott to run alignment with Shawn and Casey on assets; Scott to verify any 10/31 software shutdown implications with Shawn. - By 10/31 - Validate any temporary workspace needs and readiness if required. - Facilities/Logistics - Toronto - Early-exit option under evaluation. Scott to follow up this week. - SFO - Facility exit and asset disposal underway; no major lease concerns; ensure asset plan aligns with repair needs. - ERP/IT - NetSuite license - Expiration risk flagged; evaluate any investment/extensions needed for year-end continuity. - Internal - Scott to meet with Minnie tomorrow; potential calendar shift Wednesday due to personal obligations.

5. Additional Notes - Project governance: Decision ownership currently sits with Karin and Wolfgang on the steering committee, but they are stretched. We need clear delegation to empowered decision-makers in Germany. Christian Wagner is overloaded; Michael is filling gaps and should be retained. - Stakeholder dynamics: The resistance to Michael on the Shaper side appears historical and political rather than performance-based. Matt's comments may be influenced by an assumption that Casey will project manage, which is unrealistic given capacity and role scope. - Customer impact risk: A two-month blackout without a direct channel workaround will degrade customer experience. Dealer-only strategies are unlikely to meet demand or stocking realities. - Inventory and data readiness: Disposition plans for obsolete inventory need formalization. S/4 to R/3 item creation is a bottleneck; define owners and SLAs. Pascal to support US extensions once HQ data is ready. - Salary.com cost clarity: Amity referenced a figure near 90,000 at one point, but the provided annual amounts show 7,200 to 8,070 to ~8,700. We need to reconcile what exactly is included in the current invoice and any add-ons driving variance. - HRIS/reporting: I need direct, timely access to reporting. If we keep the current platform short term, IT or HR should enable self-service views or scheduled reports for my metrics. Longer term, prioritize a platform with robust reporting.