vs Q1 2025: −$248K · −15%
vs Q1 2025: $4.80M LY · −3%
vs Q1 2025: 25.2% LY · improved
Profitability: trending down
As a Leadership Team, we are trying to get clear on what our role actually is and what expectations come with it. The general sentiment right now is unclear — and that ambiguity has a cost. Are we a "seat at the table" when decisions get made, or are we more the middle layer passing things up and down? The "Oreo" metaphor captures it: the cream filling caught between two cookies, holding things together but unclear on what it owns.
This is not about hierarchy — it is about clarity. When leaders do not know what they own, they either overstep or undershoot. Both are costly. We need a shared agreement so everyone can lead with confidence.
Varying levels of communication from Exec team members around the recent Exec trip created waves of uncertainty and distrust across the broader leadership group. This is a short, intentional pause to name what happened, hear the impact, and agree on how we want to handle it differently next time.
Five minutes max. The point is acknowledgement and a shared standard for how we communicate decisions and movements going forward — not a re-litigation.
Review Q1 financial performance and discuss variances from budget. Our revenue has stayed remarkably consistent over time — our profitability has not. That gap, between what we bring in and what we keep, is the conversation we need to have as a leadership team.
Not just a financial update — a strategic reckoning. The people in this room are here because we all hold weight and responsibility in what comes next. This isn't a CFO problem or an Exec problem. It is a company-wide problem that requires company-wide ownership.
"Experience is part of what we build." A focused dialogue on what clients actually remember — and whether we are building that experience with the same intentionality we bring to the home itself. We are in our fifth month of the "Year of the Client Experience." The question is no longer whether it matters. The question is what we are each personally doing about it.
The frame: Needs earn satisfaction. Delights build loyalty. Most of our energy goes into meeting needs (quality, schedule, budget, communication) — which is the floor, not the ceiling. The gap between what clients expect and what they never expected is where loyalty lives. We are asking: what does that gap look like in our business right now, and what are we doing to close it?
If you were out for 60 days starting tomorrow — not harder, not slower, but actually out — what breaks? Not what would be difficult. What would genuinely fall apart because only you know how to do it, only you have the relationship, only you hold the context?
That answer is your single point of failure. Every leader in this room has one. The goal of this conversation is not to embarrass anyone — it is to make us more resilient as a company. The leaders who are most valuable are the ones who have built teams and systems that do not depend on them personally being present.
We cannot optimize for everything simultaneously. Right now, we are implicitly trying to — and the financial results reflect that tension. This conversation asks us to get explicit about which scenario we are actually building toward, so that every planning, hiring, and investment decision gets made against a clear target instead of a vague aspiration.
Two scenarios on the table. We need to agree on one before we leave today.
AI should be consuming at least 25% of our company's collective thinking and effort right now. It is not a technology project — it is a business transformation. We have agents live (Bishop, Robbie, Flynn, Friday), we have an AI-rolled-out accounting team, we have Togal on estimating, and we have Utopia giving leadership real-time visibility into architecture capacity. That is real. And it is just the beginning.
This session covers progress on strategic initiatives and key milestones — where we are, where we are going, and the decision about platforms. ChatGPT vs. Claude — should we be paying for both? What does it look like for every leader in this room to be actively using AI as a competitive advantage rather than a curiosity? And how do we build accountability for that?
Business Unit Updates
Key highlights from each BU heading into Q1 2026. Leave questions — we'll see them before the meeting.
Chad & Stephen O.
Adrienne & Jess
Russ, Kim & Stephen T.Needs → Satisfaction
What clients expect: quality craftsmanship, schedule discipline, honest budget, responsive communication, clean jobsites. Meeting these earns satisfaction. These are the floor, not the ceiling.
Delights → Loyalty
What clients never expected: personal recognition, unprompted memory, small specific gestures, emotional reassurance in hard moments, being known — not just served. These build loyalty that lasts.
The Experience Gap
What % of your clients would hire you again? Most answer confidently. What % would hire you again before the project finishes? That gap is the opportunity. We're in the experience business now.
Year of the Client Experience
"We're now in our fifth month. What does it mean to you? What are YOU doing to obsess about clients? I see the opportunity for consistent communication, a shared voice, and intentional follow-through from every team." — David
The role is built around a single principle: you are not the front desk — you are the gateway. Before clients meet their architect, builder, or designer, they meet this person. Whatever they feel in those first thirty seconds shapes everything that follows. The guide establishes that the warmth delivered in the showroom is not improvised — it is the front edge of a disciplined, system-driven process.
The training pathway covers five phases: Presence & First Impressions, Connection Through Curiosity, Understanding & Direction, Confident Guiding (knowing who to connect to, not knowing everything), and Creating Momentum so no one leaves without a clear next step. Four non-negotiables anchor the role: warmth by default, full presence when anyone is in the room, genuine curiosity about every person who walks in, and ownership of the front of house without being asked.
The guide also covers the full brand routing reference — which conversations belong to PMH, Collective Design, Collective Architecture, Pinnacle Lodging, and VisitBreck — so the specialist can connect people with confidence to the right team, every time. The goal: every person who walks in is acknowledged immediately, feels welcomed and valued, and leaves with a clear next step. No one falls through the cracks.
Eight weeks in. A real start on something that compounds.
Pinnacle's AI build-out has three parts: broader access to widely helpful tools like ChatGPT; paid point tools specific to unique outcomes; and custom autonomous agents built inside our organization. This report gives the ELT a clear-eyed read on the broader landscape, an honest account of where we stand and what we've built, and makes a case for how to think about the next twelve months.
The short version: AI is moving faster than most organizations can track, which requires imperfect experimentation. Pinnacle has made a real start. The window to build a durable competitive advantage is open — and early learnings allow us to not only get ahead, but be better prepared as these solutions rapidly mature.
Four specific things happened in the last eighteen months that are not incremental. Each one changes what's possible for a company like Pinnacle.
AI crossed the threshold from tool to agent.
Around mid-2024, AI was primarily a question-answering system. That paradigm has fundamentally shifted. AI agents today don't just answer questions — they take actions. They read files, write code, call APIs, send emails, manage databases, and execute multi-step workflows without human intervention. The "chatbot" era is over. The "autonomous coworker" era has begun.
The cost curve collapsed.
Running sophisticated AI that cost thousands of dollars in early 2024 costs cents today. The calculus on "is it worth building this?" has fundamentally changed. Tools we would have had to pay a vendor to build, we are now building ourselves — and in multiple instances, we have already done exactly that.
Context windows exploded.
Leading AI models can now process over a million tokens in a single pass — the equivalent of a full year of company email history, an entire legal case file, or every client budget workbook Pinnacle has ever produced. This changes what AI can reason about. It's not just faster. It can hold a massive amount of information at once.
Quality is massively different.
Leading models are now scoring at the equivalent of a PhD across most knowledge domains. Many of us experimented with ChatGPT a year ago and found it novel but untrustworthy. That gap has largely closed. The models Pinnacle's agents run on today are in a different category entirely from eighteen months ago.
AI capabilities have been on a relentless ~6 month exponential curve for years. What seemed like a fun toy 18 months ago has doubled in capabilities three times since. It's not slowing down. We are in the clunky dial-up era of these agents — capable enough to get real work done, but their capabilities will double again within the next year. The question: at which layer is our team operating, and are we moving fast enough?
These are not three separate investments — they're a reinforcing architecture. Fluency at each layer makes the next one more powerful.
Layer One — Broad Access to General-Purpose AI
Giving people across the organization access to tools like ChatGPT and Claude. Roughly a third of our org actively uses these. The challenge: most people open it once, find it underwhelming, and rarely return. What broad access buys us is AI fluency at the organizational level — and fluency today makes directing agents dramatically easier in twelve months.
Layer Two — Point Tools for Specific Outcomes
AI tools built to do one specific thing extremely well. Current example: AI coding tools for client-facing web experiences — what previously cost thousands in agency time now takes an afternoon. Currently the highest-return layer. But left unmanaged, every department acquires its own tools and you end up with fragmented stack, no data flow, and unclear cumulative ROI. Active governance required.
Layer Three — Custom Autonomous Agents
Systems that know Pinnacle's data, understand our brands, have access to our systems, and can take multi-step actions autonomously. Robbie, Friday, Bishop, and Flynn are this layer. Not available to any competitor who just pays a subscription. Most organizationally demanding — requires clean data, clear workflow thinking, and someone who can translate business process into technical specification.
Eight weeks in. These are not prototypes — they are in production.
Invoice Automation — Live & Running
Two complete monthly billing workflows are automated. Collective Design: 66+ client drafts, personalized salutations, correct payment links, Randi's signature, routed to Outlook drafts — triggered by a single email. PMH draw invoices do the same for Maddy, with CC routing to each project's PM, Stephen, and Turner. First live run: zero failures on 66 drafts.
Client Budget Database — 36 Clients Live
Thirty-six active and historical PMH clients now have full budget history — original budget, change orders, current budget, monthly draw actuals — in a structured database with query-ready views. Real-time budget vs. actual reporting across every active job, without opening a single spreadsheet.
QuickBooks Sync — $4,000/Year Saved
Replaced a $4,000/year data connector with a custom QuickBooks Desktop SDK integration. All 25 QB tables now sync to Azure SQL — 261,602 time entries, full invoice history, item data. The vendor license has been eliminated.
Labor Reclassification — Automated
Monthly comparison between prior-period and current-period QuickBooks timesheets for TPC and BHH. Produces the journal entry upload file and side-by-side comparison workbook automatically. Amy owns the output; Robbie owns the creation.
Salesforce Data Mirror — 32K Accounts
32,297 accounts, 8,834 contacts, 3,250 leads, 116,408 tasks synced to Azure SQL. Cross-referencing a client's invoice history with their CRM activity — or building a full-funnel view from lead to project completion — is now possible without custom Salesforce reports.
Case Management Support — Two Active Matters
On two active legal matters, structured forensic workbooks are built, Dropbox folders organized, and over 1,300 emails indexed and hyperlinked for discovery. Asa has a dramatically better-organized body of evidence going into each CDARA and arbitration proceeding.
SEO & Google Performance
Friday is taking over SEO monitoring and Google performance work previously outsourced. The intent: stop paying external vendors for work that doesn't move the needle, and build an internal agent that knows our brands and can act on what it sees.
Multi-Agent Architecture Running
Robbie, Friday, Bishop, and Flynn are distinct agents on the same infrastructure — separate context, different integrations, different team assignments. An agent registry, access control matrix, brand voice guides, and a setup protocol for new agents are all live in Dropbox.
The automations live so far are primarily reactive replacements — AI doing things a human used to do, triggered by a human event. The next tier is proactive AI — systems that monitor, flag, initiate, and recommend without waiting to be asked. That's where the step-change in business value lives.
AI Agents — Recurring Process Work
Purpose-built for your specific workflows, data, and context. Handles recurring tasks on a schedule or trigger — the same way every time — without being prompted from scratch. A team member that never sleeps, never forgets the process, and never has a bad week.
Best for: Anything that happens repeatedly — weekly reports, invoice processing, owner communications, data pulls. Agents bring consistency and free your team for judgment-level work.
Large Language Models — On-Demand Thinking
General-purpose AI you interact with conversationally. You bring a question, document, draft, or problem — and it thinks through it with you. No ongoing memory of your business unless you give it context each time.
Best for: One-off analysis, writing, research, brainstorming, summarizing documents, preparing for meetings. Value comes from how well you prompt it and how much context you provide.
Each agent is named, purpose-built, and deployed to handle specific recurring workflows. Not general AI tools — they know our processes, formats, and standards.
Bishop
Lodging's dedicated operations agent. Handles recurring workflows — owner communications, reporting, routine coordination — that previously required manual effort every cycle.
Robbie
Already automating draw and invoice emails, KIP printer invoices, lodging owner markups, QB data sync, and PK financial reports. Amy's team can now focus on judgment-level financial work instead of repetitive formatting and sending.
Flynn
David's agent — research, documentation, client coordination. Still determining the right structure: department-specific or individual. Making progress on the right company implementation.
Friday
Content creation, campaign workflows, client microsite production, SEO monitoring, and strategic communications at a pace and scale that would not be possible with headcount alone.
ChatGPT (OpenAI)
Strengths: Extremely capable, broad knowledge, strong at coding and data analysis. Large plugin ecosystem. GPT-4o excellent at image understanding and voice. Many people's first AI experience — widely familiar.
Paid ($20–$25/user/mo): GPT-4o, DALL-E image gen, voice mode, data analysis, memory.
Best for TPC: Teams already using it, visual/image tasks, anyone who prefers its interface.
Claude (Anthropic)
Strengths: Exceptional at long-form writing, nuanced reasoning, complex instructions. Handles very large documents in one context window. Most natural, human-sounding text. Powers Robbie, Bishop, Flynn, and Friday.
Paid ($20–$25/user/mo): Sonnet and Opus, extended context, file analysis, memory, Projects for persistent context.
Best for TPC: Writing, communications, document analysis, agent infrastructure, anywhere tone and nuance matter.
Do we need both? They are genuinely different tools with different strengths. For a company our size building agents on Claude and using LLMs for writing and analysis, Claude is the core platform. ChatGPT adds value for teams who prefer it or need image generation. The question: do we standardize on one, or pay for both selectively by role? At $20–25/user/month, the decision is less about cost and more about whether we want one consistent platform or a best-tool-per-task approach.
1. The AI Infrastructure Race Is Underway
The firms that will lead in luxury residential construction and mountain destination hospitality will be the ones with the best operational infrastructure. AI is the infrastructure race. Infrastructure compounds. A client budget database built today becomes more valuable with every client added. The firms starting in 2026 will have a 3–5 year head start on those who wait.
2. Client Experience Is Being Redefined
AI doesn't replace the relationship — it equips the human delivering it with better information, less friction, and more consistent execution. AI should free up time for more personalized touch, not less. The goal is never the machine doing the relationship. The goal is the machine handling everything else so the relationship gets more human attention.
3. The Talent Question Has a Clock
The AI skills gap is real and widening. Amy said it exactly right: "AI won't replace my job, but someone who can effectively use AI may." Pinnacle has early adopters and teams that haven't meaningfully engaged yet. The question: organic adoption, or deliberate company-wide investment in AI fluency?
4. Data Quality Is the Hidden Bottleneck
Every AI capability runs on data. The quality of AI output is bounded by the quality of data underneath it. In the last eight weeks: incomplete client email records, QB data that doesn't match Dropbox, CRM accounts not linked to QB customers. None catastrophic. All friction. Data hygiene pays compound interest in AI effectiveness.
Tier 1 — Complete the Foundation · Q2 2026
- Broaden access across all 3 layers
- Governance and consolidation of point solutions
- Continued data clean-up and integration
- Decisions on team-level AI learning investment
Tier 2 — Intelligence Layer · Q3 2026
- Job-level financial intelligence — budget vs. actual by cost code
- Proactive monitoring — Robbie flags anomalies before anyone asks
- Marketing AI activation — 8 transformation workstreams ready
- Move from reactive automation to proactive intelligence
Tier 3 — Cross-Brand · Q4 2026
- Agent expansion — Construction Finance, Field Ops, HR, Architecture, Lodging
- Cross-brand synthesis — construction client who's also a design candidate
- Full-funnel visibility from lead to project completion to homecare
- The framework is built. The population of agents is the work.
Every work process at Pinnacle is made of information flows. Budgets compiled, invoices sent, emails routed, documents organized, clients updated, subcontractors coordinated. Every one of those flows has historically required human attention at each step. AI doesn't eliminate the human — but it removes the need for a human to be the flow. The human's role becomes judgment, relationship, and direction. That shift, done well, changes what's possible.
Every metric shown against both budget and last year — a standalone number tells you nothing.
The full picture: where are we ahead? Where are we behind? Both relative to our plan and to last year.
| Business Unit | NOI YTD 2026 | NOI Budget | vs Budget | NOI Q1 2025 | vs Last Year |
|---|---|---|---|---|---|
| Pinnacle Mountain Homes | $520,987 | $609,300 | −$88K · −14% | $225,030 | +$296K · +132% |
| Collective Design | (−$41,531) | (−$17,000) | −$25K worse than plan | $30,241 | −$72K · −237% |
| Collective Architecture | (−$55,880) | (−$44,300) | −$12K worse than plan | (−$16,072) | −$40K · worse |
| Pinnacle Lodging | $1,003,895 | $1,058,000 | −$54K · −5% | $1,063,442 | −$60K · −6% |
| Total TPC | $1,427,471 | $1,606,000 | −$179K · −11% | $1,302,641 | +$125K · +10% |
| Business Unit | Revenue YTD 2026 | Budget | vs Budget | Revenue Q1 2025 | vs Last Year | Gross Profit |
|---|---|---|---|---|---|---|
| Pinnacle Mountain Homes | $8,001,577 | $10,842,500 | −$2.84M · −26% | $7,990,268 | +$11K · flat | $1,339,616 |
| Collective Design | $768,832 | $1,098,300 | −$329K · −30% | $1,426,816 | −$658K · −46% | $377,481 |
| Collective Architecture | $658,319 | $800,000 | −$142K · −18% | $734,627 | −$76K · −10% | $365,516 |
| Pinnacle Lodging | $7,863,393 | $9,277,800 | −$1.41M · −15% | $8,877,499 | −$1.01M · −11% | $2,547,822 |
| Total TPC | $17,292,120 | $22,018,600 | −$4.73M · −21% | $19,029,211 | −$1.74M · −9% | $4,630,435 |
- What are we actually okay spending money on — and what aren't we?
- Where are we adding cost without adding value?
- What hard decisions have we been avoiding that we need to make?
- How do we want to continue earning money going forward?
- What's our answer to the profitability trend — and who owns it?
- How do we lead from the top in a way that makes this real?
We have an upcoming Best Places to Work Colorado award we'll be submitting in the June time frame. Last year we won the Outside Best Places to Work — these culture awards have had real, measurable payoff in recruitment. Anecdotally, candidates have referenced the Outside award unprompted in marketing-team interviews.
This is a marketing-driven activity, not a People & Culture one. Marketing will own consistent communication leading up to the survey. There will also be a brief reminder over the Denver weekend since it falls inside the survey window.
How it scores: 75% of the weight comes from the survey itself. We never see individual responses, so people can be completely candid. The higher the participation rate, the higher our score. The other 25% comes from a research-driven program review by Best Companies Group of practices, programs, and benefits.
- Awareness, and personal commitment to take the survey ourselves.
- Priming the positive for our teams leading up. We can't tell people what to say — but we should be talking about how important and positive these awards are for our brands.
- High encouragement during the survey period itself, so we maximize participation.
What it is: A widely adopted communication framework for navigating high-stakes, emotionally charged, or high-impact conversations. Skills covered include speaking honestly without creating defensiveness, staying grounded under pressure, creating psychological safety, and aligning around shared goals when perspectives differ. Used by Red Hat and others to strengthen leadership alignment and reduce communication breakdowns that hurt performance.
Book + internal discussion. Read Crucial Conversations as a leadership team, host a few guided discussions around the key concepts, identify where these principles show up (or don't) in our culture today. Optionally pilot inside a smaller team.
Goal: shared language and awareness, no significant cost. The easiest "yes."
Self-paced course or materials license, plus a facilitated session. Combine pre-reading with a structured workshop (virtual or in-person) and focus on practical application within our real scenarios.
Goal: move from awareness to behavior change with some external guidance.
Formal Crucial Conversations training for leadership (and potentially broader teams). Certified facilitators, structured curriculum, ongoing reinforcement tools and follow-up sessions.
Goal: embed a consistent communication model across the organization.
Are we aligned that strengthening how we handle crucial conversations is a priority? If so — do we want to start small (book + discussion), explore a more structured experience, or commit to a formal program?
The value is directly tied to commitment and consistency. This only works if, as a leadership team, we're willing to actively practice and model it.
PL — Second Opinion · Homeowner Acquisition
Campaign collateral and content finalized. Video approved Apr 16 (Emily / Alex). Direct mailer box shipped Apr 20 (Colleen / Emily). Landing page live Apr 21 at secondopinion.pinnaclelodging.com (Corinne). Boxes confirmed sent Apr 20; Russ, Stephen, and Ann notified Apr 21. Follow-up emails to Ann for review Apr 23, deployment May 1. Initial performance snapshot due Apr 30 (QR codes, landing page analytics, call data). PPC has generated 2–3 leads as of Apr 20.
Defensive content: "Perspective Over Projections" blog Apr 29 (Colleen). "Marketing Differently" blog in development, due Apr 30. "Defensive VB Marketing" email scheduled May 1.
CD — BD Boxes, Reimagined
Custom packaging samples received and approved. Structural sample received Apr 29 (Tiera) — customs delays cleared, quality confirmed. Pattern finalized Apr 28 with positive feedback from Gretchen. CMYK design sample in progress next. Note cards with logo and custom ribbon bulk-ordered Apr 22. Bulk exterior boxes in coordination with UPS as of Apr 29. Final interior box/inserts on hold pending structural sample approval, target May 8.
Brochure: Final packets ordered Apr 20 (Tiera, Gretchen, Morrell). Biz Packet Revamp completed Apr 18. Boxes piecing together May 29; stakeholder launch June 4.
Weight of Words
Alex Rae · Awareness
As leaders, what we say sticks more than we might realize. I have gotten feedback that some comments are making a negative impact. I want to give everyone the opportunity to pause before speaking — especially on broad-brush topics like religion and politics. Speak in the positive vs. the negative.
Looking for awareness, not a decision.
Meeting Standards
Mikki · Shared visibility
Meeting standards have been discussed in pockets, and it would be valuable to have shared visibility. This is what we shared with the Arch team: how do we cultivate positive meeting culture? Outcomes shared beforehand, show up prepared, start and end on time, respect each other's time. This is a shared responsibility, up and down — please help keep us accountable.
Hoping for: a small set of shared expectations for how we prepare for and show up to meetings, so our time together is consistently effective, respectful, and outcome-driven.
We continue to make strong, visible progress in the rollout of Asana as our unified work management platform.
Successfully transitioned from pilot to consistent daily use. Adoption has been seamless — teams are operating independently and already realizing efficiency gains.
Launched and actively onboarding. Adoption here has been more variable, largely due to competing priorities and less dedicated time for process buildout and refinement.
Kicking off this week, signaling continued momentum across the organization.
While implementation has not been uniform across all groups, overall engagement remains strong and continues to build. Teams in Wave 1 are not only sustaining usage, but actively supporting and encouraging broader adoption — particularly around cross-functional collaboration and intercompany project visibility.
As part of this evolution, we are also actively evaluating the broader technology landscape, including the rapid advancement of AI and the potential for future internal tools. These conversations are intentional and forward-looking; however, they are not slowing our current direction.
We remain fully committed to Asana in the near term and are continuing to invest in its adoption and integration across teams. Importantly, the work being done now — process design, workflow clarity, and operational alignment — is foundational. Regardless of future platform decisions, this infrastructure will carry forward and is not considered a sunk cost.
Looking ahead: continued success will depend on consistent engagement at all levels. Ongoing encouragement from leadership to utilize and evolve workflows within Asana will be key to accelerating adoption, strengthening cross-team coordination, and unlocking the full efficiency gains of a shared system.
As we move into spring reviews, we are continuing to build consistency and clarity around how we support employee growth and development across the organization.
Several teams have already begun implementing the Growth Matrix (Marketing), while others are preparing for rollout (Accounting), and some have partially adopted elements within their departments. This phased approach has allowed us to test, refine, and better understand how the tool supports both leaders and team members in meaningful ways.
To provide employees with a clear, structured path for growth — outlining expectations, skill development, and how progression connects to both professional advancement and compensation.
- Department leaders are finalizing role-specific growth paths and language to ensure clarity and alignment within their teams.
- Ensuring consistency in how expectations, competencies, and progression are defined across departments.
- Preparing leaders to confidently communicate the purpose and value of the matrix with their teams.
Once departmental frameworks are finalized, leaders will partner with Alex Rae to align on rollout strategy and communication. This step is critical in ensuring the tool is introduced in a way that builds understanding, trust, and engagement — not just compliance.
- Create transparency around growth and expectations.
- Support more consistent and objective performance conversations.
- Empower employees to take ownership of their development.
- Align compensation progression with demonstrated growth and contribution.
Our goal is not just to implement a tool, but to reinforce a culture where growth is clearly defined, actively supported, and consistently communicated across the organization.
Our four pillars cascade from TPC → Business Unit → Department → Individual. Every goal connects back to one of these four.
Grow & Retain
Dynamic environment focused on growth and inclusivity. Training, leadership opportunities, and support systems.
Grow Revenue & Margin
Profitability through strategic expansion, cost control, and operational improvements. Focus on revenue growth and client retention.
Streamline & Automate
Enhanced project management, AI integration, and standardized operations to reduce costs and improve delivery.
Broaden & Elevate
Brand recognition in Vail, Steamboat, Big Sky, and Montana. Market presence and competitive differentiation through experience.
Double Volume or Double Margin?
Agree on which of the two scenarios we are actually building toward in the next 12 months so planning and hiring decisions get made against a target.
Client Experience — Fix One Moment
Agree on the one moment in our client journey we fix first. Who owns it. 30-day deadline to bring a redesigned version back. Not a list of five — one.
Building Our Future — Single Points of Failure
Every leader commits to one documentation, cross-training, or delegation action in the next 60 days based on their identified single point of failure.
LT Team Role Clarity
Align on expectations for the Leadership Team's role — decision-making seat vs. middle layer. Eliminate the "Oreo cream filling" ambiguity.
AI Company Retreat — Approve or Table
Chris proposed an all-day AI company retreat to identify, prioritize, and activate AI at every level. Discuss and decide whether to pursue in 2026.
Growth Matrix — Ratify & Next Steps
Gather real-time feedback from the group. Align on how we evolve it together and set rollout expectations for all teams.
Weight of Words
As leaders, our words carry more weight than we realize. Pause before speaking — especially on broad topics. Speak in the positive.
Meeting Standards — Shared Expectations
Small set of shared norms: outcomes shared beforehand, show up prepared, start and end on time, respect each other's time. A shared responsibility up and down.
Looking Ahead
How it works: Type a topic and your name, hit Post. Anyone with this link can add topics and vote. Topics sort by votes so the most important ones rise to the top. You can only vote once per topic.
Add a Topic
What do you want the group to discuss or decide?
Financial Commentary
Reactions, questions, and thoughts — visible to the whole team before the meeting.