Strategic Planning and 2030 Vision Notes

Team Expectations and Alignment

  • Kevin: Focus on alignment and progress action items.

  • Antonio: Emphasized efficiency, knowing roles, and trust.

  • Ryan & Josh: Focus on establishing agreed-upon SMART goals.

  • Jacob: Onboarding and people management.

  • Diane: Future

  • Joe: Achievement of harmony and better communications.

Financial Vision and 2030 Goals

  • Today: 60M60M revenue with a 9−11%9-11\% gross margin and 1.5−3%1.5-3\% net profit.

  • 20302030 Goal: 100M100M revenue, 8−13%8-13\% gross margin, and 3−5%3-5\% net profit.

  • Strategy: Explore growth through M&A and develop stronger business development capabilities.

Core Values and Accountability

  • Safety: Current EMR of .94.94.

  • Legacy Values: Ethics, quality, and maintaining a "Great Place to Work."

  • New Values: Accountability (setting clear expectations and planning vs. reacting) and Trust (earned via results and transparency).

  • Long-term Thinking: Moving away from short-term reactive behaviors.

SWOT Analysis

  • Strengths: Local Rockford reputation, hard bid success, repeat work/owner trust, bonding capacity, and self-perform capabilities (Concrete).

  • Weaknesses: Marketing, branding, static Rockford market, close-out schedules, and lack of design-build work.

  • Opportunities: Geo-expansion (Chicago, Indiana), selling more self-perform (Sitework, Drywall, Framing), and targeting niche sectors like Energy, Data, and Water.

  • Threats: Loss of key employees, complacency in sales execution, and failure to communicate vision.

Strategic Imperatives

  • Communications (Joe, Ryan, Kevin): Focus on transparency, the long-term succession plan, and a specific vision for SCAJDNOLI. Includes regular "on" business meetings and demanding hard conversations.

  • Accountability (Josh, Tony, Diana): Implementation of clear goals, metrics tracking, and regular reviews. A policy of "bad news now" across all levels.

  • Business Development (Paul, Joe): Focused on a BD plan, marketing plan, and client relationship management to target larger, high-margin projects in the 4−6M4-6M range.

Takeaways and Discussion

  • Tony: Reminder to be intentional and work "on" the business.

  • Kevin: Needs more clarity around succession and making estimating sustainable.

  • Ryan: Focus on "Commander's Intent" for next-level employees.

  • Josh: Identified accountability as the key.

  • Jacob: Committed to pushing to hit goals and managing metrics.

  • Paul: Noted that in SCANDOLI each person has a role and actions must be deliberate.

  • Joe: Concluded with three imperatives: 1) Business Development, 2) Communications, and 3) Accountability.