Mark Douglas

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.

And the first one being what we call Project Monarch.

And that's what we, is a rewrite of one of our core software products, replatforming, because it needs it.

And that aligns with the product strategy.

under number two and number four salesforce and netsuite we had to do a major infrastructure upgrade to to move to our scaling we want to scale a lot faster and we had a lot of problems with salesforce and netsuite very i was in fact i was a number 700 customer for salesforce back in another business and i rolled that license over so i'm like a very early adopter of salesforce so we have to actually rewrite a lot a lot of that software

And that falls under scalable platform.

And then we had a reporting backlog, a huge reporting backlog.

So we put a big effort into fixing that.

And then also what we call CSO, which is our customer service offering, which is going to coincide with a whole digital marketplace offering our products that can be bought online a lot easier than we currently sell them.

So that's how it rolled out.

What we have each department do and each top objective, we get an owner for that and we get a senior executive owner and a manager who will own those projects.

And we have them develop milestones and deliverables for the year.

And we manage this on a monthly basis.

They come back to the whole team.

The whole management team gets to see, how are we doing on those objectives each month?