Summary

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  1. Properties - Meeting Date: Not specified - Meeting Type: 1x1 - Note Type: Summary - Attendees: Scott Warner; Lisa Law

  2. Meeting Summary I met with Lisa to align on several people and HR system topics that have direct impact on my areas, especially Logistics and overall operations. We compared notes on Minnie's recent morale dip and agreed it is likely tied to the recent separations and ongoing uncertainty. I will meet with Minnie to check in, clarify what she wants long term, and ensure we're not unintentionally pushing her beyond what she wants as she nears retirement. We also discussed concerns around Robert's leadership style and the need to emphasize coaching over quick terminations. Lisa has set a standing biweekly touchpoint with Robert and will attend his April workshop; I reinforced the importance of protecting her from being cornered into decisions she does not support.

On HR systems, we aligned on the vendor evaluation. Paycor has been painful operationally and from an implementation standpoint. Paylocity appears strong on usability, payroll administration, and reporting, which would materially help Kate and give us the data visibility I need. UKG is worth evaluating for scalability if we accelerate via M&A. Lisa has a UKG discovery call scheduled Friday and an onsite demo on the 18th; we are targeting a selection by month end. I requested scoped HRIS access so I can self-serve headcount and staffing reports to support the Logistics 30-60-90 plan; Lisa is comfortable granting access with appropriate controls.

  1. Attendee List - Scott Warner - Lisa Law

  2. Action Items - Scott: Meet with Minnie to assess concerns, confirm her development preferences, and address trust/morale issues. Share relevant takeaways with Lisa and Vera as appropriate. - Scott: Reinforce with leadership that we should not communicate definitive "no more reductions" statements; maintain credibility and reduce whiplash. - Scott: Email Lisa with the specific HRIS/Paycor access needs (staffing, headcount, and tenure data; no salary required) to support the Logistics 30-60-90 plan. - Lisa: Provision scoped HRIS access for Scott focused on staffing/headcount/tenure reporting; restrict compensation visibility unless explicitly required. - Lisa: Maintain biweekly 1x1s with Robert; monitor for a coaching-first approach and flag any patterns that create risk or compromise. - Lisa: Participate in Robert's April directors workshop and assess whether it advances a coaching culture. - Lisa: Send the team communication about Friday's UKG discovery call, offer an opt-out with a way to submit requirements, and manage attendance to respect time. - Lisa: Lead the HRIS evaluation (Paylocity and UKG), including Canada payroll fit, integration needs, payroll admin workload reduction for Kate, and reporting depth. - Lisa: Collect pricing from UKG and validate apples-to-apples scope vs. Paylocity; confirm any module gaps. - Lisa: Drive to a vendor decision by month end; prepare recommendation with pros/cons, total cost, implementation timeline, and change management plan. - Scott: Use HRIS staffing data to refine the Logistics 30-60-90 plan and coordinate with Amity and the Logistics leads on execution.

  3. Relevant Timelines - Friday: UKG discovery call (60 minutes) - optional attendance for non-core stakeholders; submit requirements to Lisa if opting out. - 18th: UKG onsite demo (with Jess). - End of month: Target decision on HRIS vendor (Paylocity vs. UKG). - April: Robert's directors workshop.

  4. Additional Notes - Morale and trust: The sequence of recent separations (notably Lars and Vanessa) and inconsistent messaging about "no more" cuts have created skepticism. We need disciplined change communications and to avoid absolutes we cannot guarantee. - Leadership risk: Robert is highly capable but trust and style are ongoing concerns. Emphasize coaching and fair process to avoid unnecessary turnover and reputational risk; ensure Lisa is not pressured into decisions that conflict with her judgment. - HR operations: Paycor's implementation was poor and burdensome. Paylocity appears easier for payroll (critical for Kate) and offers strong reporting. UKG may be the better path if we scale above ~500 employees or accelerate via M&A; evaluate migration path if we choose UKG Ready now with potential to scale. - Data access: I need reliable, timely headcount/tenure/staffing data to drive the Logistics 30-60-90. Scoped HRIS access will reduce friction and dependency. - Canada payroll: Validate reporting/output and integration to ensure parity with US processes and reduce manual burden on Kate. - New hires: Katie Flindman and Davis (Canada) are onsite; Minnie is supporting tours.