Summary

1. Meeting Summary

I met with Vera for a general operational check-in covering the office remodel, travel, KPI/OKR work, and several organizational dynamics that are affecting execution. The most concrete progress was on the office remodel. We now have headquarters approval for a 75k budget, Compass is preparing updated drawings and pricing, and Vera is trying to keep construction around 60k to preserve remaining funds for furniture and potentially badge-access card readers for the IT and HR offices. IT is aware of the proposed space changes and is generally aligned as long as we provide a workable storage solution.

We also discussed upcoming travel, including Vera's IMM booking and the broader question of whether to proceed with the Germany IT trip in April. My view remains that delaying these trips often risks cancellation, but I am concerned that Shawn and Gage are stretched too thin to make the April visit productive if the expectation is to walk in with a fully formed support plan. Vera made a fair point that the first trip may be more valuable as a relationship-building and alignment visit rather than a detailed solutioning session, especially given the perception gap between HQ and the US IT team.

A large part of the discussion centered on Vera's recent RISE KPI call with headquarters. The meeting sounded poorly structured, with unclear decision rights, conflicting stakeholder input, and a lack of alignment on who actually owns KPI direction. Vera did a good job challenging the inclusion of duplicative metrics like net sales when those are already tracked elsewhere, but the broader issue remains unresolved - too many people are involved, authority is unclear, and final KPI approval appears to be moving to the board without a defined timeline. This is creating unnecessary ambiguity for execution.

We also reviewed progress on Tanner, who completed OSHA 30 and is approaching his 30-day review. Vera plans to shift emergency/fleet contact responsibilities to him after that review, while also helping him prioritize and avoid being overloaded by side requests. On the scorecard and OKR front, Vera has entered KPI data into Mooncamp, is collecting first status updates due this week, and is building a more structured annual cadence for check-ins, workshops, and goal-setting. She intends to review that approach with Amity and push for earlier annual planning so next year's corporate and departmental goals are in place before January.

Separately, we spoke candidly about broader leadership and operating dynamics - particularly the lack of consistency in decision-making around Matt, the unclear role Clint is playing in some of the strategic initiatives, and concerns around how much Shawn is being pulled into AdaptDx work that should likely sit elsewhere. My focus coming out of this is to clarify ownership, especially around AdaptDx and the Germany IT engagement, so the team is not spending energy on issues outside its proper scope.

2. Attendee List

Scott Warner
Vera Rodehutscord

3. Action Items

[Vera] Review final office remodel drawings and estimate from Compass once received.
[Vera] Target remodel construction cost at approximately 60k to preserve budget for furniture and access control.
[Vera] Obtain and review OnGuard quote for card readers for the IT office and both HR offices.
[Vera] Reconnect with IT on desired storage/cabinet requirements once final remodel drawings are available.
[Vera] Walk me through final remodel scope once Compass returns drawings and pricing.
[Scott and Vera] Prepare to present the remodel plan to Amity after final drawings and budget are ready.
[Vera] Book IMM flights.
[Vera] Conduct Tanner's 30-day review on Monday.
[Vera] Transfer keys and update emergency/contact records so Tanner becomes the official contact after his 30-day review.
[Vera] Provide Tanner clearer prioritization and guidance for his next 30 days to keep him from being overloaded by side requests.
[Vera] Complete first Mooncamp KPI/OKR status update by end of this week.
[Vera] Gather first two months of metric data from scorecard owners.
[Vera] Send invitations for first scorecard/KPI check-ins and workshops.
[Vera] Review the annual KPI/metrics planning cadence with Amity on Thursday and seek alignment on starting next year's planning in November.
[Scott] Confirm April travel details later in the day after reviewing everything.
[Scott] Speak with Amity about the Germany IT trip and whether April still makes sense.
[Scott] Clarify ownership and responsibility for AdaptDx.
[Scott] Depending on that outcome, determine whether Shawn should stay involved in AdaptDx at the current level or back away.
[Scott] Potentially pull Vera into the follow-up conversation with Amity if needed.

4. Relevant Timelines

This week
Compass expected to provide at least a rough remodel estimate.
Vera to complete the first Mooncamp status update by end of week.
Within the next 2 weeks
Compass may be able to begin remodel work once drawings and contracts are finalized.
Thursday
Vera's second coaching session with Brandon to review her ELI assessment results.
Vera to meet with Amity on the metrics/scorecard cadence and planning approach.
Monday
Tanner's 30-day review.
After that review, Vera plans to transfer emergency contact responsibilities and keys to Tanner.
Next week
Sandro has an OKR review with key decision-makers.
Vera plans to begin requesting first-round scorecard metric inputs from data owners.
April
Current target timing for Germany/IT-related travel remains under discussion.
IMM travel planning is active now.
November and December
Vera wants alignment to begin defining corporate goals in November and department goals in December so January starts with goals already set.

5. Additional Notes

Office remodel is now in a much better place with formal HQ budget approval at 75k. The key will be managing scope tightly enough to preserve flexibility for furniture and access control.
Vera has done a solid job proactively managing the remodel with IT. Gage is aware of the office space reduction and is generally comfortable as long as storage is improved.
The RISE KPI process appears overly political and poorly governed. The biggest issue is not the KPIs themselves, but the lack of clarity around who has authority to define them, approve them, and own the result.
Vera showed good judgment by challenging the inclusion of net sales as a KPI when it is already tracked elsewhere. That was the right strategic question.
There continues to be visible tension or at least ambiguity between Matt and Clint. Even if some of this is perception, the lack of role clarity is making execution harder for everyone downstream.
Vera is picking up on the same challenge I see with Matt - inconsistent involvement and unpredictable decision-making. That creates inefficiency because teams work under one assumption and then get redirected late.
Tanner seems to be off to a good start. The immediate risk is not capability but overextension, especially given how quickly people tend to pile miscellaneous work onto new team members.
Vera is still trying to build a cleaner scorecard and KPI operating rhythm. She is balancing speed versus perfection, which is the right tension, but at this point getting a workable version in motion is more important than waiting for a perfect system.
On the Germany IT trip, Vera made a strong case that a relationship-first visit may still be worthwhile even if we are not fully ready to present a complete support model. I agree with the logic, but the execution risk is whether HQ expects more than we are ready to deliver.
I remain concerned that Shawn has become too involved in AdaptDx work that does not fit his role. If AdaptDx is not owned by my team, I need to pull him back and redirect his effort to core priorities.
We ended with a quick Verint check. Vera confirmed it is working, though slower than expected, and I planned to walk her through a few settings live after the formal discussion ended.