Mark Douglas

And T for think before you react.

So everything we do is regarded as to promote those values and those behaviors within our culture.

So after you have that all established, you're going to be looking at strategy.

The second thing is, this is something I think we do most, and I think this is probably the most important thing you can take away from what I would have to share with you, is our strategic planning process.

The first thing we do is we have a six-month strategic planning process that starts in June and ends in November.

The board sets the first three top priorities in June, which are the company priorities.

And then in July, each department does their SWOT and they set their priorities aligned with the company priorities.

In August, we do manpower planning with the financial model.

And then in September, we lock in the KPIs.

We do usually four to six top objectives that will align with the three priorities.

And then we publish our first financial model, which is gonna be the model that's gonna be the resources required to deliver the top objectives that the departments are planning.

And then in October, we do a financial model that's final, and we publish it.

And then in November, we have an execution meeting where everybody comes to the table, they present what they're going to deliver that year, and then we all sign off on it.

So we have a very systematic approach.

We start in June, we end in November, one thing a month, and we get it done, and it's super effective.

Like I said, we've been 1% on target with expenses and revenue every year for the past six years.

So what does that look like for 23 for LCP Tracker?

Well, our top three priorities that the board came up with was digital marketplace, product strategy, and scalable platform.

And so we drove that down into the department level and we said, well, okay, how do you help us do this?

And so the top five objectives came out of that.