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First 90 Days

Transcript: Tom Swift 04.07.22 First 90 Days 90 Day goal To have business ready proposal for initial system changes and a two year technological change road map. 90 day goal - Increase Medecator+ Sales - Improve Medecator+ functionality and user uptake - Realise new financial benefits through new technological opportunities Initiate business sign off for first system optimisation Initiate business sign off for first system optimisation To present a two year technological change road map To present a two year technological change road map Integration - First 45 days First 45 - Current Business standing and setup - AAH operations - Hospital operations - Key Stakeholders and stakeholder mapping - Current customer engagement strategy - Aligned IT and Development teams - Introduction and collaboration on current AAH IT projects - Current change process / implementations of system change Understanding current business operations Induction support Induction Key reporting lines Business overview Stakeholder introductions Weekly project governance & Check ins What changes can we make? Understand our opportunities building our Future - System Gap analysis - Current Benefits realisation model - User feedback - Business change readiness - Opportunity and associated risks - Current business risk assessment - competition offerings / comparisons - Exploration of ideas / realistic expectations of internal IT parties - Change impact assessment - Stakeholder engagement - Build initial business case for first proposal Road map - Repeat orders - Suggested orders - GPHC / MHRA updates - Product Recalls - Specials

First 90 Days

Transcript: Financial performance Operational Efficiency & Effectiveness Customer Satisfaction Growth First 90 Days Measures that tell us how the business is trending and performing in an instant EMPLOYEES Comms & Transition plan Morning Tea with the NEW guy Profile LT & Board members Visit Jobs CUSTOMERS Top 5 SYSTEMS SAFETY Enabling systems that increase effectiveness or efficiency and build value in the business PEOPLE "Right People, Right seat on the bus, Going in the Right direction" Operational Systems Performance Management Finance Systems Safety Systems IT Systems STAGE 1 (0-90 Days) - UNDERSTANDING, Where are we now? STAGE 2 (90 -180 Days)- PLANNING & STRATEGY, Where are we going? STAGE 3 (180+ Days) - CONSISTENCY & GROWTH, Preparation meets opportunity! History of safety performance Embedded safety culture Steve Covey "Seek First to Understand before being understood" What are we doing today? What can go wrong? How do we prevent it? PERFORMANCE INDICATORS

FIRST 90 DAYS

Transcript: 1) EVERY SINGLE DAY 2) REPUTITION 3) GOALS 4) PATIENCE 5) BETTER SALESMAN 6) WINSTIS 7) COMPARISON CENTER 8) VALUE ZONE 9) PRESENTATIONS 10) GOOD ATTITUDE Excitement & Customer Service 1) KNOW YOUR COMPETITORS 2) KNOW YOUR PROFIT SALES & MARGIN 3) KNOW THE MANUFACTURES FOR COMPARISONS 4) KNOW THE WARRANTIES 5) KNOW THE GUARANTIES 6) KNOW YOUR WEEKLY FLOOR SALES 7) ASK YOUR GUEST QUESTIONS 8) SHARK WEEK YOUR COMPETITOR 9) BEST PRICE OR IT'S FREE 10) EXPLAIN WHY WE ARE #1 All of these qualities will help close the sale and drive more profit for the store! 1) Excitement & Energy 2) SMILE 3) WOW the Guests 4) Be #1 in Customer Service 5) No Negativity 1) PTG - Profit To Goal 2) GPM- Gross Per Margin 3) Exchange Rate 4) Movable Rate 5) Accessory PTG The better you know all your KPI's, the more you will generate higher sales and profit for the store. It will also help accomplish your stores monthly GOALS. I AM the Best fit for this Job 1) SHOW UP TO WORK EARLY 2) HELP YOUR TEAM SUCCEED 3) BE POSITIVE FOR YOUR TEAM 4) MOTIVATIVATION & EXCITEMENT 5) COACHING 6) SUPPORT THEM 7) COVER SHIFTS 8) SET HIGH GOALS 9) DOCUMENTATION 10) PRAISES 11) HAVE CONTESTS 12) SMILE & HAVE FUN Being a Leader isnt just about being the store manager, it's about helping your team succeed every single day in life, including outside of the work enviroment. 1) Team Player 2) Coachable 3) Organized 4) Customer Service 5) Attitude 1) Day to Day Operations 2) Accessories PTG 3) Moveable PTG 1) Cleanliness and Sharp everyday 2) Organization 3) Value Zone 4) Comparison Center 5) Accessories 6) Transfers 7) Pillow Racks 8) Monthly Sales Guide 9) Color by Comfort 10) Inventory 11) Be on time for work 12) Lots of Excitement and Energy Strengths & Weaknesses BE A GOOD LEADER Know your KPI's and how to make them better for your store MY KPI FOR 13 WEEKS PTG Profit - 83.1% PTG GPM - 97.6% Exchange PTG - 430437.6% Moveable PTG - 69.2 % Accessory PTG - 78.5% COACHING KNOW YOUR COMPETITION MY STORE 1) I am ready to make the next step in my career. 2) Over 5 years Management Experience 3) Over 10 years extensive customer service experience 4) Over 10 years SALES and Leadership experience 5) Very Organized 6) Good Coaching skills 7) Make a Fun and exciting Atmosphere 8) Loyalty & Trustworthy to the company 9) Willing to get Better every day 10) I am going to have a contest on moveable bases and accessories every month. I will measure by using Power Rank every week and a Tracker in the back room to create excitement for my team. FIRST 90 DAYS OF SUCCESS

First 90 Days

Transcript: Amy Glover Learning, Planning and Measuring Success as Early Careers Manager First 90 Days Day 1-30 Empathise Day 1-30 Empathise Understand the 'Why' BRC Mission and Goals Business Problem? Needs of Generation Z Organisational structures 'Safe, Heard and Developed' Understand the 'Why' Build Relationships Build my internal network Key partners and external contacts Secure buy-in Young Staff Network Supporting People in Crisis Build Relationships Learning - The Story So Far Review existing activity Best Practice Persona Development Skills Assessment Learning: The Story So Far Day 31 - 60 Define and Ideate Day 31-60 Define & Ideate Engagement and Co-production Facilitate workshops Co-production principles Feedback, relationships and accountability Engagement & Co-production Analyse and Prioritise Evaluation of learning so far SWOT Analysis Connect with EDI Priorities and action plan Identify Opportunities Develop Strategic Plan Programme architecture Recommended improvements Higher/further education Graduates/apprentices/staff Management support Develop Strategic plan Day 61-90 Prototype and Test Day 61-90 Prototype & Test Programme Launch Quick wins Roles, responsibilities and timelines How to deploy at scale Programme Launch Quality Assurance Performance metrics Formative evaluation Quality of delivery Quality Assurance Consolidate Relationships and Build Momentum Reporting and feedback Recognition and celebration Build Momentum Measure Success What would 'Good' look like after 90 days? Knowledge and relationships Strategic Plan and objectives Co-production Network Impact Measurement Tools Value Proposition 360-Degree Feedback Self Assessment Initial Outcomes Progress on Strategic Goals Performance Metrics Increased Engagement ...and how would you measure that? Measuring Success

First 90 Days

Transcript: date My 1st 90 days Summary Goal During my 90 first days Gain knowlegde of sofware, competetive positioning and customers, so I can support the business helping it grow by delivering an outstanding performance with a platform I will aim to construct in my first 3 months at the job. Identify business objectives, short and long term strategy in order to align my MO to it. Understanding the software capabilities, USPs, competitive advantage so I can present this confidently when talking to clients Get to know customers better in order to build a strong relationship with them Liaise with other sales colleages, consultant and product teams to contruct an approach for current and new clients Explore where there might be opportunities to upsell with current customers and levarage those relationships to get new business. Strategy Strategy Setting expectations with the business Train on product and procedures of the company Learn how to use current tools for recording customer contacts (CRM systems?) Identify current value, hurdles and customer's needs Contact clients to introduce myself Identify potential quick win opportunities within the existent portfolio Knowledge of the product and services DAYS 1-30 Checkpoint review of my first 30 days progress Establish meetings with internal teams to liaise regarding product Start developing a more formalized sales plan/strategy Identify key areas to tackle actively for the next 30/60 days Action Plan DAYS 30-60 Territory Plan Territory Plan EMEA EMEA Visit colleagues in the NL to further understand sales methods Visit customers in order to understand further the way they operate Set a strategy with management on how to tackle the new territory to be conquered (UK) Timeline Timeline 30 days 60 days 90 days Goals to Complete Sales Target Goals to Complete Sales Target Goals to Complete Sales Target Checkpoint review of first 60 days Further building and strengthening relationships Continue to develop my strategic accounts plan Keep training and developing skills Aim to materialize some potential sales/up selling opportunities from my first 60 days. DAY 60 - 90 DAYS 60-90

First 90 days

Transcript: Thank You! How Penicillin was discovered Penicillin Sir Alexander Fleming was studding a bacteria in culture dishes. He noticed that a mold called Penicillin was also growing in some of the dishes. A clear area existed around the mold because all the bacteria that had grown in this area had died Energy might be the most important thing in our lives. we use it for almost everything,but what is energy, energy is the strength and vitality required for sustained physical or mental activity. There are lots of types of energy some are shown in the image Energy Energy The periodic table is a table of the chemical elements arranged in order of atomic number, usually in rows, so that elements with similar atomic structure (and hence similar chemical properties) appear in vertical columns. Periodic Table Periodic Table Chemistry is the branch of science that deals with the identification of the substances of which matter is composed; the investigation of their properties and the ways in which they interact, combine, and change; and the use of these processes to form new substances. Chemistry Chemistry

First 90 Days

Transcript: Get to know the Procurement Team Get up to speed on the Shared Strategy Start shadowing Stan & Simon IMMEDIATELY Internal Stakeholders Meet & Greet Understand Portfolio of vendors & services (Contracts) Pain Points (Industry & Supplier Specific) Lead at least one sourcing project within 90 - 100 days of joining the team! Relocation Complete GOAL! Rebuild a home Get integrated into the new environment Measure of Success First 90 Days Team To Success Partners & Relationship Introductions Business Understanding Prioritize based on impact to TPV & Spend

First 90 Days

Transcript: FIRST 90 DAYS Josh Knight 30/04/2020 START Business Partnering Data analysis Process improvement & Technology My Interests GOAL GOAL Trusted Business Partner Questions How we calculate provisions for Macro economic shocks? Risks of getting personal finance using data from open banking? Access to personal loans? eg via Yolt, Money Dashboard How is how business model changing to be more e-commerce focused? Eg Competition from Paypal credit, Amazon offering zero interest purchases Questions Month 3 Identified process improvements Priorities for changes Identify quick wins Starting to investigate these ideas with manager or relevant stakeholder Customer Feedback Voice of Customer "He gets things done" "He gives me the insight I need to make decisions" "I trust him to deliver on more challanging projects" "He goes above and beyond" "I value his ideas for process improvement" STRATEGY TIMELINE (MONTH) #2 #1 STRATEGY Build relationships Fit in to culture Grasp my core processes Reflect on knowledge gaps Learn more about customers and key business processes #3 Plan for what processes I would like to improve Reflect on two months and develop a plan to improve Internal Customer INTERNAL #1 #2 #3 Senior Leadership Team: Strategic direction for function Strategy for finance How are we measuring success as a function Manager: Effectively work with manager: Communication methods Cadence for catch-ups Get some targets for next 3 months Understand what he thinks good looks like Finance: Understand who does what in whole finance function and their challenges Understand compliance requirements and my place in these Systems being used what they do how they talk to each other External Customer External Stakeholders #1 #2 #3 Revenue Committee Community: Relationships between teams Tensions between teams Interests of different seniors in committee Contacts within that contribute to the revenue committee Other support functions: Data Team: Ensure I can access required data Understand data management rules Process for accessing data Existing analytics and dashboards that are produced and where the data comes from IT Systems access Commercial team: How they like to work with finance Most Profitable products Strategy Understand key performance metrics Understand their motivations Customer: How we Benchmarking pricing Look at Partner proposals See if I can join sales calls Delivery Delivery #1 #2 #3 Analysis & Pricing Models: Ensure I know where data is located and how i can access it Partner and Pricing Set-up Understand how process works What happens when this goes wrong Understand SLA Read RACI for process Review previous examples Find out what has gone wrong before with this process Revenue Committee Review previous packs Ensure can produce packs without support quickly Know contacts to question inputs on packs Review previous minutes Understand how managers like to provide progress updates Ensure can produce packs as expected

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