A-10275

Notes:

Prep for meeting after receiving email from Nic to pull trigger on letting Opollo go.

Discussion with Nic was very centered around letting Opollo go, business development, new inside sales person, guidance on outside sales part he needs to do, building playbooks, and getting sales moving for 2025.

Reviewed marketing needs, while he wants to cut alot of marketing activity down, we do need to still perform regular marketing "maintainence" for lack of a better word to include regular current client nurturing, organic social media content & postings, use of Kaseya marketing portal for that content, we will still need to use "list builders" and email push campaigns because this will give better "scrubbed" outreach email lists through automation and email bouncing for the inside sales person. I will put a plan and proposal together to accomplish this.

We will need to develop an inside sales playbook along with collaborating on outside sales playbook. Nic is going to get trumethods outside sales playbook for us to build our shartega outside sales playbook off of. We will basically need to custom make the inside sales playbook (which I already have one for other markets and part of the playbook we originally created in 2018 for Shartega would till apply).

Nic is going to get an inside sales job description from his peer group for us to use as a base for the final JD for shartega so we can post the position.

I suggested the average hourly pay for this position in the Chicago market according to online analytics was $19-22 per hour (about $45k) – he said the other peer group members were also talking $45k so that married up well. I think we can create some spiff, quarterly goal incentives, as well as annual goals with accelerators to help individuals that hustle make some real money in the chair.

I suggested hourly because that forces more hustle, less late mornings and early afternoons, etc. Nic seemed ok with that.

We discussed letting go Opollo on Monday (the 13th) which is the 11th month anniversary of their 1 year engagement giving 30days notice. There is some odd language in their contract revolving around 60 day notice. I suspect though 30 days will suffice.

I have outlined a detailed checklist to Jordan of information we need to understand if we have control of or not, and when we let Opollo go we can give them a list of the things we need or need clarification on. We will also make sure we do a graphic, doc, plan, and social calendar dump from their staging site so we have copies of everything.

Discussed Mark & projects, setting up standing meetings with Mark, and the two weekly project update automated reports I started to have Wanson and him build prior to the holiday and getting those scheduled. Nic discussed with me the need for Q1 goal with Mark to include documentation and process creation for smoother and consistent proposal quoting and generation. We need to include the fact that Chris B creates recommendations, and has a process for that.

Discussed Chris B Tuesday meeting concerns as it relates to his goals and his scheduling. I will have a followup 1-1 with Chris prior to his 1-1 with Nic on Monday.

Action Items:

Opollo off-boarding checklist

Opollo termination email drafted

New proposal/plan for marketing going forward

Work with Nic on Playbooks and JD for inside and outside sales

Mark for recurring schedule, recurring reporting, and documentation and creation of processes to streamline quoting.

Completed by: George Fassett