Summary

0. Properties - Meeting Date: Unknown - likely mid March - Meeting Type: Call - Note Type: Summary - Attendees: SCOTT_WARNER, BRENDAN_CROWELY

1. Meeting Summary We focused on org leadership and execution discipline across Logistics, IT, and enterprise governance. I am midway through assessing John, my Logistics Director, against a clear scorecard. He executes tasks but lacks strategic capability and is over reliant on past directives, which is creating drag. I extended my original 90-day timeline due to a separate high-priority project that Amity assigned. If John cannot meet the bar, my contingency is to recruit a proven HQ leader to the U.S., consolidate Supply Planning under my org, and elevate the role to a Senior Director overseeing both Logistics and Supply Planning. I have preliminary alignment from Amity on this direction, but I am proceeding deliberately and fairly.

On enterprise execution, I am formalizing decision rights and a lightweight decision framework to address our chronic stalls, rework, and overdependence on heroics. Vera is driving an OKR cascade from board-level mandates to ELT goals to departmental and personal goals. I am giving her recurring time in ELT to socialize progress and unblock dependencies. I intervened to hold Robert accountable to submit his goals on time to avoid delaying the entire process.

The AI and automation program remains a top-four corporate priority and is at risk of being buried by ad hoc requests. I am empowering Shawn to push back, citing the corporate stack and capacity constraints, and to escalate tradeoff requests to ELT for intentional prioritization. Separately, the Shaper integration is drifting without clear ownership and timeline. Angela, Vera, and I are coordinating structure, but we need ELT-level sponsorship, defined ownership, and a program plan now to avoid a late-year scramble that would disrupt higher-value work.

I will actively shape the next ELT agenda with Amity and Matt so we decide fewer, more consequential items, assign owners, and establish decision criteria and success measures. Brendan reinforced applying Spiral Impact, setting explicit evaluation criteria, and protecting room for managerial discretion in policy design so we do not over-rotate into rigidity.

2. Attendee List - SCOTT_WARNER - BRENDAN_CROWELY

3. Action Items - Scott: Complete John's assessment using the leadership scorecard and make a go/no-go decision. If no-go, initiate plan to recruit the German leader, consolidate Supply Planning under Ops, and stand up a Senior Director role with Logistics + Supply Planning scope. - Scott: Draft and circulate a lightweight decision framework for enterprise and Ops-led initiatives, including decision ownership, inputs required, scope, success criteria, and escalation paths. Implement in my org regardless of broader adoption. - Scott: Partner with Amity and Matt to shape the late-March ELT agenda to focus on a small set of high-impact decisions with owners, criteria, and outcomes. Avoid last-minute agendas. - Scott: Protect the AI and automation program capacity. Empower Shawn to challenge conflicting asks using the corporate goal stack and escalate tradeoffs to ELT for intentional re-prioritization. - Scott: Formalize after-action reviews in Ops to drive learning and reduce repeat mistakes. - Scott: Continue on-site presence with Logistics 4 days per week to stabilize leadership, deepen relationships, and surface process gaps. - Scott: Work with HR to define criteria and options for people decisions (mentor, PIP, removal) with room for managerial discretion. - Scott: Co-develop with Vera a simple ELT readout cadence on goals and blockers. Ensure she presents at the next ELT and is prepared with a crisp status, asks, and decisions needed. - Scott: Follow up with Robert until his goals are submitted and aligned to corporate objectives. Hold the line on standards and timelines. - Scott: Establish Shaper integration governance now - identify single accountable owner, program plan, decision gates, cross-functional workstreams, and legal/marketing touchpoints. Bring proposed structure to ELT for confirmation. - Scott: Document end-of-year success definition for my role tied to enterprise execution, decision quality, and throughput. Align with Amity and lock objectives. - Amity: Review and respond on Scott's objectives and the decision framework proposal by a defined date. Align on goal cascade and ELT agenda structure. - Matt Howard: Confirm ELT agenda, time blocks, and external presenters. Support decision-making focus and clear outcomes. - Vera: Drive the OKR cascade and ELT readout. Escalate when blocked. Coordinate with Scott ahead of ELT. - Robert: Complete and submit goals aligned to corporate priorities immediately. - Shawn: Maintain AI program momentum, push back on conflicting asks using the goal stack, and escalate tradeoffs to ELT. - Angela: Partner with Scott and Vera to stand up Shaper integration governance. Help prioritize ELT agenda formation. - Mike (Finance): Continue to own tariff analysis, options for refunds or legal recourse, and update ELT as policy shifts occur. - Brendan: Serve as a sounding board as I finalize the Logistics leadership decision and apply the Spiral Impact framework.

4. Relevant Timelines - End of month: ELT meeting - Vera to present goal cascade status, blockers, and decisions needed. Scott to help shape agenda and decision focus. - By end of Scott's extended assessment window: Decision on John's role, with contingency plan ready. Link to Action: Scott - Complete John's assessment and make decision. - March 23, 1:00-2:00 pm: Next coaching session with Brendan. Link to Action: Brendan - Sounding board; Scott - prep application updates. - October-November: Shaper integration deadline window. Establish program governance now to avoid urgent disruption. Link to Action: Scott/Angela/Vera - stand up governance and plan. - Goal-setting with Germany: Extension granted due to Clint's illness, but new firm internal due date required. Link to Actions: Scott - drive ELT readout; Robert - submit goals; Vera - cascade and escalate. - Tariffs: Policy environment changing with a 150-day mechanism in play; Finance to monitor and brief. Link to Action: Mike - finance lead.

5. Additional Notes - Leadership gaps and unclear decision rights are our largest execution risks. The decision framework and OKR cascade are the fastest levers to reduce drag and rework. - Apply Spiral Impact to the Logistics leadership decision and to ELT agenda influence. Define evaluation criteria, missing information, energy to invest, and support needed. - Maintain managerial discretion in policies to avoid counterproductive rigidity. Aim for consistency with built-in judgment. - Relationship dynamics: Amity apologized for a tense exchange; keep the dialogue collaborative and early to avoid cornering analytical leaders. It is acceptable to ruffle feathers in service of clarity and speed, but lead with collaboration. - AI and automation should primarily backfill capacity lost in headcount reductions and remove manual, repetitive work. Keep it tied to measurable throughput gains. - I will continue operating as a kingmaker with Matt - behind-the-scenes structuring, clear communications to HQ, and agenda shaping to accelerate local decision-making. - Risk watchlist: org misalignment, overreliance on individuals, supply volatility, and missing external signals. Build leading indicators, escalation paths, and repeatable operating mechanisms to get ahead of these.