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ACC’s 2013 Corporate Counsel University® May 19-21, New Orleans
This material is protected by copyright. Copyright © 2013 various authors and the Association of Corporate Counsel (ACC).
Materials may not be reproduced without the consent of ACC. Reprint permission requests should be directed to ACC’s Legal Resources Department at ACC: 202.293.4103, ext. 338; [email protected]
Monday, May 20, 2013
9:00 AM – 10:30 AM
101 - Adding Value: Strategic Planning and
Demonstrating Success
William Potter
Attorney
Frederick Stein
SVP, General Counsel and Secretary
Redbox
Faculty Biographies
William Potter
Attorney
Frederick Stein
SVP, General Counsel and Secretary
Redbox
Session 700Adding Value: Strategic Planning and
Demonstrating SuccessWilliam C. Potter, C.O.O. & General Counsel, Creations, LLC
and Fred Stein, General Counsel, Redbox
(“Act One‐Establishing Your Role and Setting Up A Legal Department”)
William C. Potter(“Act Two‐Strategic Business Planning: Making Your Legal Department an
Effective Partner to Your Company’s Business Units”)
Fred Stein (“Act Three: Goal Setting and Metrics”)
1
Act OneEstablishing Your Role and Setting
Up a Legal DepartmentWilliam C. Potter & Fred Stein
The slides for this portion of the presentation are based on slides originally prepared and presentations previously given by James W. Peck, Corporate Vice President, General Counsel & Secretary, Nypro, Inc., and James M.
McGrew, Client Relations Executive at Ogletree Deakins, LLC
2
Question # 1: Who is Your Management Team?
Meet and Get to Know the Management Team• Meet every member of management and, just as importantly,
their respective leadership teams and administrative assistants.• To the extent you can, interview them:
• Learn their backgrounds, interests, management styles, pet peeves.
• Learn about the company, the business and industry.• Learn their preconceived notions of lawyers … and then defy
them!• First impressions matter.
First Days as GC: 6 Questions, Answers & Actions
On Which to Thrive
3
Question #1: Who Is Your Management Team?
Meet and Get to Know Your Team• Do the same with your department• Get to know your staff
• Strengths• Needs• Begin the strategic planning process
• You are now a manager• Learn your company’s human resources rules and procedures
• Get to know HR – look for opportunities for HR management training, if needed
First Days as GC: 6 Questions, Answers & Actions
On Which to Thrive
4
Question #2: How Do You Let Your Business People Know You Are About Business?
Get in the boat and grab an oar. Let the business people know you’re business focused. You’re here to partner with them to solve problems and create solutions so they can run the business.Learn the business. Critical. Strive to become an expert. Go to “the floor” immediately; demonstrate interest and excitement in the business of each of your clients and their roles and then demonstrate that your skills and background can make their lives easier.
First Days as GC: 6 Questions, Answers & Actions
On Which to Thrive
5
Question #2: How Do You Let Your Business People Know You Are About Business?
Learn the industry. Learn everything you can about the industry. Ask management about key associations/industry groups to join; subscribe to industry periodicals.Learn the culture. Re‐learn the culture. In other words, make no assumptions.Ask questions and ask for help.
First Days as GC: 6 Questions, Answers & Actions
On Which to Thrive
6
Question #3: Who Are Your “Clients” & How Do You Service Them?
BOD/C‐Level ExecutivesExecutive VPsMid‐Level ExecutivesDown to Entry Level Managers.External “Clients”‐Vendors, Customers, Others
First Days as GC: 6 Questions, Answers & Actions
On Which to Thrive
7
Question #3: Who Are Your “Clients” & How Do You Service Them?
Client/customer service mentality. These are your “clients” so tell them you will refer to them as such. There is one good thing about law school and law firm training: A client service mentality.Be accessible and responsive. This is a top issue. Give your clients your home number, your cell number and any other number you may have.
Lunches or other opportunities to network: Do them early and often.
First Days as GC: 6 Questions, Answers & Actions
On Which to Thrive
8
Question #3: Who Are Your “Clients” & How Do You Service Them?
Ask if you can attend client staff meetings. The sooner you know, the quicker you can help your clients avoid problems and capitalize on opportunities.
Become part of the fabric. Strive to become known as a key business partner and advisor – not just “the legal department.”
First Days as GC: 6 Questions, Answers & Actions
On Which to Thrive
9
Question #4: How Do You “Learn” Your Role?
Become the Secretary to the Board. Gets you a seat at the highest table (Board of Directors) even if at first you’re there only to take the minutes. While you’re there, get to know your Board personally. Offer to help them in any way possible. They are your second‐most important constituency next to your own boss.Become a (or the) contract signer in your Company. Gives you a seat at the table on legal and business issues. Start with NDAs if necessary and build from there.
First Days as GC: 6 Questions, Answers & Actions
On Which to Thrive
10
Question #4: How Do You “Learn” Your Role?
READ, READ, READ. Get your hands on anything that explains the Company: Articles, By‐Laws, Board minutes, registration statements, key contracts, proxy statements, press releases, etc.Review the website, every word. Review any intranet.
First Days as GC: 6 Questions, Answers & Actions
On Which to Thrive
11
Question #4: How Do You “Learn” Your Role?
Time for a road trip – I. As soon as possible, get to the plants or other locations away from HQ. It’s where the money gets made and many of your important clients may not be at HQ anyway. Get to know the key players.Time for a road trip – II. Go personally meet all of your law firms, or have them come to you. Find out where the relationships are between law firm attorneys and the Company. Candidly discuss your expectation, pet peeves, etc. Law firms can be great sources of knowledge about your own Company.
First Days as GC: 6 Questions, Answers & Actions
On Which to Thrive
12
Question #4: How Do You “Learn” Your Role?
Deliver early and noticeable successes. TRANSLATION: SAVE MONEY ASAP!! Lower the cost of outside legal services. Study the ACT Value Challenge and it’s successes – consider value billing arrangements. Enlist the help of law firms that are like‐minded.Learn how the compensation structure of the Company works, especially for senior management and frame your cost reduction measures in those terms, i.e., you’re lowering costs to improve profitability in key areas that will then benefit all employees in terms of better compensation. It’s a simple, but important message and will demonstrate quickly to your clients that you “get it.”
First Days as GC: 6 Questions, Answers & Actions
On Which to Thrive
13
Question #5: How Do You Become a “Corporate Communicator” and NOT a “Lawyer Communicator”? (Also, known as being a Team Leader/Member and not Mr./Ms. Diva Lawyer!)
Communicate as crisply/concisely as possible, especially to the CEO and the Board. Also, and this is key, avoid the use of “legalese.”Communicate timely and meet all deadlines – just like in private practice. Hire only law firms that do the same.
First Days as GC: 6 Questions, Answers & Actions
On Which to Thrive
14
Question #5: “Corporate Communicator”/Team Leader‐Member
Be OK with being overruled. Embrace it as the right business decision, even if it has legal risk (so long as it’s not illegal).Explain to your clients where the real risks are, the “Bet the Company Clauses,” and why they really can’t cross those lines.Train and survey, survey and train. They’re your clients, so look to them for advice and guidance. What’s important to them?
First Days as GC: 6 Questions, Answers & Actions
On Which to Thrive
15
Question #5: “Corporate Communicator”/Team Leader‐Member
Keep asking for help. Admit that you’re still learning the business and still need their help.Marketing is not a dirty word. Indeed, it’s essential. What is your brand within the organization? Who else is going to showcase your successes? Find appropriate ways to demonstrate your “wins” and savings. Do a Year‐End Report – keep it to 5 pages, but ensure that the key victories and achievements get visibility. Also, promote the successes of your team (once you get to hire a team, that is!).
First Days as GC: 6 Questions, Answers & Actions
On Which to Thrive
16
Question #6: How Do You Get from Point A to Point B to Point Z … And Demonstrate It?
Strategically plan . Run your department/ function like a business. Develop a business/ strategic plan. (And Listen to Bil in Act Two!)Metrics, Metrics and More Metrics! Develop, implement and monitor relevant metrics for your Legal Department and your Company (And listen to Fred in Act Three!)
First Days as GC: 6 Questions, Answers & Actions
On Which to Thrive
17
All The Days of Your Life as GC: 1 Last Super Critical Point of Advice
On Which to Thrive
ENJOY YOURSELF!Being a GC is a “HOOT”!
There may not be a better position to fulfill you as a professional and a person!
Many folks in our profession would love to be a GC, only a few are chosen!
Enjoy the ride!!
18
Act Two:Strategic Business Planning‐
Making Your Legal Department an Effective Partner to Your Company’s
Business Units
By William C. PotterC.E.OS.. & General Counsel
Creations, LLC
19
I. Introduction.A. What Type of Legal Department/G.C.
is Wanted at your Company?B. Value of Business PlanC. Establishment of Business PlanD. Utilization of Business PlanE. Examples
Strategic Business Planning
20
A. Types of Legal Departments/General Counsels1. Static Role
a. Limited participation in defining corporate strategies
b. Emphasis on compliancec. Primarily reactive and autonomous
Strategic Business Planning
21
2. Proactive Rolea. Seek to merge corporate legal parameters to the
corporate strategic business plan b. Full involvement in development of corporate
business strategiesc. Reduced emphasis on compliance
Strategic Business Planning
22
3. Middle Role – Holistic Approacha. Proactive, future focusb. Compliance role is not lost in the shuffle –
autonomy is importantc. Requires understanding business in detail d. Timely advice – even before business unit knows it
needs legal advice
Strategic Business Planning
23
B. Which Approach You Take Needs to be Supported by the Executive Leadership and BOD of your Company
1. This requires you to communicate directly and fully with the Executive Leadership and BOD of your Company
2. Providing the wrong role model for your legal department is a recipe for corporate and professional disaster
3. For your Strategic Business Plan for your Legal Department to be of value to you and your Company, it must match the role model the Company seeks from its G.C./Legal Department
Strategic Business Planning
24
II. The Business Plan Model for Leading and Managing Your Legal Department
A. Why Create and Use a Business Plan?1. Corporate Role of GC and Legal Department2. Focus of Legal Department
Strategic Business Planning
25
II. The Business Plan Model for Leading and Managing Your Legal Department
B. Basic Elements of a Business Plan1. Executive Summary2. Departmental Description and Vision3. Market Definition4. Product and Service Knowledge5. Marketing Strategy for Department Services6. Fiscal Management7. Resource Management
Strategic Business Planning
26
Strategic Business Planning
III. Establishing the Business PlanA. Executive Summary
1. Department snapshot2. Components to include?
27
Strategic Business Planning
III. Establishing the Business PlanB. Describing the Function and Vision of the Legal Department
1. Core Mission2. Goals and Objectives3. Vertical “Buy‐In”4. Horizontal “Buy‐In”5. Internal “Buy‐In”
28
Strategic Business Planning
III. Establishing the Business PlanC. Defining the Law Department’s Market
1. Identify the key stakeholders in the success of the Departmenta. Vertical / Horizontalb. Internal / External
29
Strategic Business Planning
III. Establishing the Business PlanC. Defining the Law Department’s Market
2. Defining each group’s “stake”a. Historical data or informationb. “Real time” input
30
Strategic Business Planning
III. Establishing the Business PlanD. Products and Services
1. Long Term vs. Short Term2. “Silo” Approach3. Responsiveness to Needs4. Aligning to Abilities5. Outsourcing
31
Strategic Business Planning
III. Establishing the Business PlanE. Form of the Organization and Management of the Law Department
1. “Silo” Approach revisited2. Available staff and talents3. Delegation4. External Communication and Privilege5. Ethical Issues
32
Strategic Business Planning
III. Establishing the Business PlanF. Defining Your “Market” and “Selling” It
33
Strategic Business Planning
III. Establishing the Business PlanG. Fiscal Management
1. Cost Control2. Internal Staff vs. Outside Counsel3. Controlling Outside Counsel Costs
34
Strategic Business Planning
III. Establishing the Business PlanH. Resource Management
1. Balance is the key2. Discipline is a must3. Personal vs. Professional Resource Management
and Allocation4. Currently Available vs. What is Needed and Should
Be Available5. Software & Hardware6. Personnel‐Permanent vs. Contract7. Non‐Legal Staff within the Company
35
IV. Steps to Improving Your Strategic Thinking Skills
(Thanks to Mr. Vicken B. Bayramian, Senior Legal Counsel for Metinvest International, S.A.; See, ACT Docket, March 2011.)
Strategic Business Planning
36
1. Know your Company’s business as if you were its CEO/COO/CFO.
2. Avoid isolation in the legal department – be a deep business diver!!
3. Be a holistic solution‐provider / idea incubator.4. Utilize business education opportunities to learn the
components of your Company’s business units.5. Avoid legal jargon – talk like an executive leader of your
Company.
Strategic Business Planning
37
6. Partner your roles as a business decision‐maker and as the Company’s lawyer.
7. Spread your approach throughout your department.8. Marry your outside counsel to your approach within the
Company. 9. Know your Company’s attitude towards litigation, and
incorporate that into your legal department’s business model.10. Utilize your emotions to live the business (and its law) with
passionate reasoning.
Strategic Business Planning
38
V. Research Tools and References
Strategic Business Planning
39
Act Three: Goal Setting and Metrics
Fred SteinGeneral Counsel, Redbox
40
"'Cheshire Puss,' she began, rather timidly, as she did not at all know whether it would like the name: however, it only grinned a little wider. `Come, it's pleased so far,' thought Alice, and she went on. `Would you tell me, please, which way I ought to go from here?'
'That depends a good deal on where you want to get to,' said the Cat.
`I don't much care where‐‐' said Alice.`Then it doesn't matter which way you go,' said the Cat.`‐‐so long as I get SOMEWHERE,' Alice added as an explanation.`Oh, you're sure to do that,' said the Cat, `if you only walk long
enough.'“
‐‐Lewis Carroll in Alice's Adventures in Wonderland
41
Why set goals? How do you set goals?How do you know if you are succeeding?
Goal Setting and Metrics
42
WHY SET GOALS?
Goal Setting and Metrics:
43
Good goal setting helps translate strategy into actionGoal setting facilitates continuous improvementGoal setting helps prevent surprisesGoal setting motivates great performersGoal setting discourages micro‐managing
Why Set Goals?
44
Goal setting facilitates continuous improvementThe exercise of setting a target, measuring results, and then tracking progress regularly, all force you to: – confront your success or lack of success, and – make appropriate changes
Why Set Goals?
45
Goal setting helps prevent surprisesAvoiding surprises is one things that our business counterparts will measure us by – whether we ask them to or notWhen you set goals and continually track and measure progress, it is hard to be surprised by changes in the businessIf anything changes for the worse, you immediately see it and can make course corrections
Why Set Goals?
46
Goal setting motivates great performersSuccessful people tend to be compulsive goal‐settersWhen measurable goals aren’t established, it becomes hard to differentiate the lower performers from the top performersWhen differentiation doesn’t occur, you risk losing great performersGoal setting helps you recognize and compensate great performers appropriately
Why Set Goals?
47
Goal setting discourages micro‐managingWhen clear goals are set, success is defined, and micromanagement is not necessary Not only do top performers like goals, but they also like the freedom and creativity to get them done in their own wayMost great performers will say, “Tell me what results you want, what resources I have, and then get out of my way”
Why Set Goals?
48
HOW DO YOU SET GOALS?
Goal Setting and Metrics:
49
Good goal setting is not easy
50
Your goals should dovetail with your internal clients, and funnel into overall corporate goalsFinding goals which are appropriate and measurable is hard work, and requires much time, effort and feedbackLimit goals to a manageable number – 3 to 6Avoid complexity – make them simple to measure and understand
How do you set goals?
51
In other words, think SMART
SpecificMeasurableAttainableRelevantTime bound
How do you set goals?
52
Opportunity Sample Ideas Example of S.M.A.R.T. Goal
Alignment with Business Partners
Establish SLAs with business partners
Continue to foster healthy,interactive client relationshipsbased on trust and respect
Inject legal team membersinto department meetings andprocesses
Meet all SLAs
Subjective feedback from department leaders
Participation in dep’t meetings on at least a bi‐weekly basis with Marketing, Sales, Risk Mgmt, and HR
IP Protection Protect company’s IP through institution of program designed to identify IP early andprotect it in an appropriate fashion(e.g., as a trade secret, patentfiling, trademark filing, etc.)
Monthly meetings with Marketing to identify marks to protect
Monthly meetings with IT/IS and Engineering to identify patentable claims and copyrights
Bring outside patent counsel in quarterly for above meetings
File no less than [X] patent apps per year
Examples of SMART Goals
53
Opportunity Sample Ideas Example of S.M.A.R.T. Development Objective
Broaden Business Knowledge
Meet with department managers to broaden business understanding
Read industry specific periodicals for insights
Broaden understanding of cross‐functional business by job shadowing a different department head each quarter for 1 day, through end of year, to gain better understanding of how decision making impacts other functions/overall company
Subscribe to (and read) industry publication “XYZ” by Q3; discuss observations and insights with manager monthly; incorporate into 1:1's
Develop Others Regularly provide others with timely and specific feedback
Strive to maintain an environment where positive continuous improvement is the goal
Resist the urge to "jump in" to save the day if an employee struggles
Before the end of Q3, partner with HR to gather insights and new approaches; meet on monthly basis
Before mid‐year and year‐end performance evaluations with team, review with manager
SMART Development Objectives
54
HOW DO YOU KNOW IF YOU ARE SUCCEEDING?
Goal Setting and Metrics:
55
The best way to find out if your clients are
satisfied is to ASK THEM
56
Understand: They understand my business model and goals, and can add value as a partnerAnticipate: They demonstrate the ability to anticipate my department’s needs and proactively provide assistanceQuality: They provide high value customer service in response to my questions and concernsCreative: They approach my problems or issues with an open mind and work with me to find the best solutionsChange Management: They keep me apprised of their workload, plans, and projects so I know what to expectTimeliness: They are very responsive to my changing expectations and requestsConsult: They use their subject matter expertise in a consultative approach to meet my needsPerspective: Their ongoing support is a reflection of my stated expectationsValues: They model behaviors consistent with the company’s values
Measuring Customer Satisfaction
57
4.00
5.00
6.00
7.00
8.00
9.00
Legal: Q3
Measuring Customer Satisfaction
58
The most important thing about conducting a satisfaction survey is what you do with the answers
59
4.00
5.00
6.00
7.00
8.00
9.00
Legal: Q3
Go from good …
60
4.00
5.00
6.00
7.00
8.00
9.00
Legal: Q3 Legal: Q4
… to great!
61
Good goal setting helps translate strategy into action
62
STRATEGIC BUSINESS PLANNING QUESTIONS FOR ESTABLISHING AND IMPROVING A LEGAL DEPARTMENT
(PROPRIETARY PROPERTY OF WILLIAM C. POTTER FOR USE IN CONJUNCTION WITH HIS STRATEGIC BUSINESS PLANNING MATERIALS
FOR ESTBLISHING NEW IN HOUSE LEGAL DEPARTMENTS-COPYRIGHTED 2013)
A. General Questions About the Company and Its Business.
1. What is the nature and scope of the Company’s business? a. What is the history of the Company?
b. How was it founded? c. Who founded it?
d. When was the Company created? e. Why did its founders create it?
1) What did/do they think they did/can do better
than similar companies? 2) Does the Company still do those things better? If not, why not?
2. Is the Company domestic only?
a. Does it have a global scope? b. How many domestic and international offices does it have?
c. What are its product lines? 1) Which lines have been successful? Why?
2) Which lines have been less successful or outright failures? Why?
3) What new product lines are “in the pipeline”?
d. Who are the major competitors of your Company? e. Does your Company plan to "take away its competitor's
lunch [legally and ethically] and eat it"? If so, how?
3. What is the Company’s basic business model?
a. Types: 1) Franchises. 2) Independent Distributors
3) Wholesale 4) Retail
5) “Company” stores 6) Company owned and operated offices 7) Some other format
8) A combination of the above b. Is it considering alternate business models? If so, what
types are the Company considering and why is it
considering these particular types? 1) What will be the impact on the Company’s
operations if this alternate business model is adopted?
2) What will be the impact on the Legal Department’s
operations if this alternate business model is adopted?
STRATEGIC BUSINESS PLANNING QUESTIONS FOR ESTABLISHING AND IMPROVING A LEGAL DEPARTMENT
(PROPRIETARY PROPERTY OF WILLIAM C. POTTER FOR USE IN CONJUNCTION WITH HIS STRATEGIC BUSINESS PLANNING MATERIALS
FOR ESTBLISHING NEW IN HOUSE LEGAL DEPARTMENTS-COPYRIGHTED 2013)
4. What is the Company’s customer or client base? a. Is it growing or shrinking? b. How does it plan to expand and broaden its
customer/client base-domestically and globally? What impact on its expansion plans does it face, will it face,
given the current financial markets?
5. Does the Company have a strategic business plan?
a. How was it created? b. Who was involved in creating it? c. When was it last revised?
d. Who is charged with monitoring the Company’s success/failure to implement it?
e. What does it project? f. How will it be achieved? g. What metrics for success/failure are included in it?
h. What role does the legal department or the GC have in its implementation? Its success?
6. What specific challenges are facing the Company as it looks to the next 5 years? What specific challenges has it
identified in its business plan? 7. What specific hindrances does the Company perceive to be
holding it back from accomplishing its business goals in the next year? The next 5 years? What specific
hindrances has it identified in its business plan? 8. What components of the Company's business have been
particularly successful? Why? How? Will they be continued? Will they be "fine tuned"? If so, how?
9. What is the size of the Company, in terms of revenue,
production, other ? 10. What is the Company’s basic industry?
a. For competing Company’s in this industry that are more successful than your Company, why are they more
successful? 1) What can be replicated by your Company?
2) What can not be replicated by your Company? Why?
STRATEGIC BUSINESS PLANNING QUESTIONS FOR ESTABLISHING AND IMPROVING A LEGAL DEPARTMENT
(PROPRIETARY PROPERTY OF WILLIAM C. POTTER FOR USE IN CONJUNCTION WITH HIS STRATEGIC BUSINESS PLANNING MATERIALS
FOR ESTBLISHING NEW IN HOUSE LEGAL DEPARTMENTS-COPYRIGHTED 2013)
b. For competing Company’s in this industry that are less
successful than your Company, why are they less successful? 1) What needs to be avoided your Company?
2) What lessons, if any, can be learned from these companies by your Company?
11. Is there an industry wide trade group, i.e., for example, in
the pneumatic products manufacturing industry there is the
Nation Association of Pneumatic Manufacturers. Is there such a trade practices group (“TPG”) for the industry(-ies) in which your Company competes? If so, what is that group?
a. Does your Company belong? b. How active is your Company in that TPG? What is the
reason for the level of activity in the TPG for your Company?
c. Is there a section in the TPG for GCs? If so, do you
belong? How active are you? Why? d. What are the short & long terms issues the TPG sees for
your Company’s industry? 1) Does your Company agree with the TPG’s vision of
short & long term issues? If not, why?
2) If your Company agrees with the TPG’s vision of the short & long terms issues, how is your Company addressing those issues?
a) Does it address those issues in its strategic business plan (“SBBP”)? If not, why? If it
does, how does it address them? b) How is your Legal Department addressing
those issues?
12. What is the current approximate number of its employees?
a. How many did it have 2 years ago? b. What is the number it projects in 5 years?
13. What are the functional areas of the Company? a. Which of those areas are "strengths" of the company? Why?
b. Which are the weak links in the company? Why? e. How will they turn weak links into strengths? How
will they enhance the areas that presently are strengths?
B. The Company’s Executive Structure and Legal Department.
STRATEGIC BUSINESS PLANNING QUESTIONS FOR ESTABLISHING AND IMPROVING A LEGAL DEPARTMENT
(PROPRIETARY PROPERTY OF WILLIAM C. POTTER FOR USE IN CONJUNCTION WITH HIS STRATEGIC BUSINESS PLANNING MATERIALS
FOR ESTBLISHING NEW IN HOUSE LEGAL DEPARTMENTS-COPYRIGHTED 2013)
1. What is the executive structure of the Company?
a. Where does the Legal Department fit into that structure? b. Does it have a Senior VP of HR? If so, to whom does
this position report? Will the GC have an active role in managing the HR department?
c. Does the Company have Compliance or SOX Department? 1) If not, why?
2) If it does have such a department, to who does this position report? Will the GC have an active role in managing this department?
2. What type of Legal Department is sought by the
Company? Static? Pro-active? Holistic? Other? a. What is the basis for your opinion as to the type sought?
b. Does this match what you believe to be best for the Company? If so, why? If not, why?
3. What is the size of the Legal Department, i.e, the number of attorneys/paralegals/legal assistants? Is the entire
department based at HQ?
4. What are the benchmarks for the Legal Department? Why?
What benchmarks need to be added? Why? 5. What are the goals for the Legal Department?
a. How were these goals established? b. Who established these goals?
c. What is the purpose/function of these goals? d. What goals have been set for the Legal Department by the BOD? CEO/COO/CFO? The GC?
6. What metrics will be used to determine the success of the
Legal Department?
a. Potential examples include: 1) How many outside law firms does it presently
use? 2) What percentage of gross revenues are presently spent on outside counsel?
3) What percentage of gross revenues are presently spent on the total legal function of the
STRATEGIC BUSINESS PLANNING QUESTIONS FOR ESTABLISHING AND IMPROVING A LEGAL DEPARTMENT
(PROPRIETARY PROPERTY OF WILLIAM C. POTTER FOR USE IN CONJUNCTION WITH HIS STRATEGIC BUSINESS PLANNING MATERIALS
FOR ESTBLISHING NEW IN HOUSE LEGAL DEPARTMENTS-COPYRIGHTED 2013)
Company?
4) What is the turn around time for contracts? 5) How many cases are presently being litigated? a) What the potential total damages at risk
or being sought? b) How much money was paid in settlement
of cases in the last FY? c) How much money was received in payment of cases in the last FY?
d) What is the historical data for settlement monies paid/received? e) What types of cases are being litigated?
f) How are litigation costs accounted for by your Company?
6) What is the average time to secure necessary IP protections at the US Patent Office?
7) What policies/procedures/functions are
missing from the Company that it needs? For example, contract management, disaster
planning, OHSA compliance, employment discrimination training, personnel policy training, etc.? Has the Legal Department
taken the lead on creating and implementing these policies/procedures/functions?
8) How many employees does the Legal Department train annually on corporate policies & procedures?
b. What metrics do the CEO/COO/CFO believe need to be tracked by the Legal Department? Why?
c. What metrics does the BOD believe need to be tracked by the Legal Department? Why?
d. What metrics do other Department Heads believe
need to be tracked by the Legal Department? Why?
e. How do you define the Legal Department’s
success? Failure? Why?
7. What role does the Legal Department serve in the Company? In each of the departments of the Company? For example,
a. What role is played in contract/deal negotiations?
b. Does the Company have a contract management
STRATEGIC BUSINESS PLANNING QUESTIONS FOR ESTABLISHING AND IMPROVING A LEGAL DEPARTMENT
(PROPRIETARY PROPERTY OF WILLIAM C. POTTER FOR USE IN CONJUNCTION WITH HIS STRATEGIC BUSINESS PLANNING MATERIALS
FOR ESTBLISHING NEW IN HOUSE LEGAL DEPARTMENTS-COPYRIGHTED 2013)
system in place? If so, what is it?
c. Which of the following systems does the Company have in place (and how effective does it view those systems in place? For those not in place, why are
they not in place?) (Please note, that this is not meant to be a comprehensive list.)
1) Corporate governance; 2) Regulatory compliance; 3) Lobbying compliance;
4) Corporate records management; 5) Corporate documents retention; 6) Outside counsel management;
7) IP creation/protection; 8) HIPPA;
9) Corporate practices/policies compliance;
10) Disaster planning; 11) Insurance coverage compliance;
12) Strategic planning; 13) Personal records protection; 14) EEOC based training; and
15) Accounting records management and maintenance.
8. Does the GC serve as the secretary of the BOD? If not, why not?
9. What currently in place short term projects does the
Company perceive as needing the involvement of the Legal
Department? Why?
10. What currently in place short term projects does the Company perceive as NOT needing the involvement of the Legal Department? Why?
11. What currently in place long term projects does the Company perceive as needing the involvement of the
Legal Department? Why?
12. What currently in place long term projects does the Company perceive as NOT needing the involvement of the Legal Department? Why?
13. What short term projects currently under consideration
STRATEGIC BUSINESS PLANNING QUESTIONS FOR ESTABLISHING AND IMPROVING A LEGAL DEPARTMENT
(PROPRIETARY PROPERTY OF WILLIAM C. POTTER FOR USE IN CONJUNCTION WITH HIS STRATEGIC BUSINESS PLANNING MATERIALS
FOR ESTBLISHING NEW IN HOUSE LEGAL DEPARTMENTS-COPYRIGHTED 2013)
and/or development does the Company perceive as
needing the involvement of the Legal Department? Why? 14. What short term projects currently under consideration
and/or development does the Company perceive as NOT needing the involvement of the Legal Department? Why?
15. What long term projects currently under consideration and/or development does the Company perceive as
needing the involvement of the Legal Department? Why?
16. What long term projects currently under consideration and/or development does the Company perceive as
NOT needing the involvement of the Legal Department? Why?
C. Questions About How the Company Plans to Grow.
1. Does the Company tend to favor organic growth or acquisition growth? Or a mix of both? a. If it prefers one approach over the other, why?
b. What experiences has it had with each type of growth? c. What legal issues arose from each type of growth? d. What does its current business plan favor as the form
of growth? Why? How will it be achieved? e. What processes does the Legal Department have in
place to promote growth? The Company’s SBP? 1) Are these processes successful? 2) If not, why? What is being done to modify them?
2. Focusing on “organic” growth, what business and legal
issues have the Company faced? a. Have those issues been resolved? b. What future issues does the Company anticipate
facing due to organic growth? 3. Focusing on acquisition growth, what business and legal
issues have the Company faced? a. Have those issues been resolved?
b. What future issues does the Company anticipate facing due to acquisition growth?
c. As new assets have been integrated into the Company,
what issues arose? How were they addressed?
STRATEGIC BUSINESS PLANNING QUESTIONS FOR ESTABLISHING AND IMPROVING A LEGAL DEPARTMENT
(PROPRIETARY PROPERTY OF WILLIAM C. POTTER FOR USE IN CONJUNCTION WITH HIS STRATEGIC BUSINESS PLANNING MATERIALS
FOR ESTBLISHING NEW IN HOUSE LEGAL DEPARTMENTS-COPYRIGHTED 2013)
4. What examples exist for your Company of recent "organic"
growth versus "acquisition growth"? a. Does its business plan going forward favor one approach over the other? If so, why?
b. What issues has the Company confronted from "organic" growth? Are those issues resolved? If not, why not? If
so, how were they resolved? c. As the Company has acquired new companies or assets through acquisition, what issues has it faced with
integrating those companies/assets into its existing structure?
1) Does the Company have processes in place to integrate acquired assets into the Company? a) If not, why?
b) If it does, are the processes successful? If not, are they being modified?
2) Does the Legal Department have processes in place to integrate acquired assets into the Company? a) If not, why?
b) If it does, are the processes successful? If not, are they being modified? d. Has the Company used joint ventures or similar
approaches to "grow" its business? Has this type of approach been successful? If not used this type of
approach, why not? If it has used this type of approach, and it has not been successful, why not? How would it change its use of this approach in the future? Why?
e. To what extent does the Company utilize the Internet for its business model? How does it so rely? Has it been
successful in this approach? If not, why not? How would it change its use of this approach in the future? Why? f. What are the 3-5 key components of its current strategic
business plan? As a strategic business plan must have flexibility to evolve, how has the Company implanted such flexibility into its plan? How has the
Company evolved its plan in the past? How does it expect its plan to evolve in the future as it’s domestic and
global markets and the domestic/global economy evolves over the next 5 years?
STRATEGIC BUSINESS PLANNING QUESTIONS FOR ESTABLISHING AND IMPROVING A LEGAL DEPARTMENT
(PROPRIETARY PROPERTY OF WILLIAM C. POTTER FOR USE IN CONJUNCTION WITH HIS STRATEGIC BUSINESS PLANNING MATERIALS
FOR ESTBLISHING NEW IN HOUSE LEGAL DEPARTMENTS-COPYRIGHTED 2013)
D. Conclusion.
1. Persons to include in SBP Process from whom you need “buy in”.
a. BOD. b. CEO c. CFO
d. COO e. Department Heads f. Members of Legal Department
g. Outside Counsel h. Other?
2. What Questions/Areas of Inquiry Have Not Been Asked or Investigated that Need to be Asked or Investigated?
3. What is your timeline for developing your Legal
Department’s SBP? 4. What is your goal for your Legal Department’s SBP?
5. How will your Legal Department’s SBP mesh with the Company’s overall SBP?
TEMPLATE FOR
BUSINESS PLAN FOR CREATION AND MANAGEMENT OF LEGAL DEPARTMENT FOR
TND OF AMERICA, INC.
I. Executive Summary.
TND of America, LLC, (“TND”) is a privately held manufacturer and distributor of electronic equipment used in the robotic industry, as well as in general manufacturing.
Its owner is a private equity firm that anticipates taking it public in a few years.
Presently, its annual sales are $200M/year, of which barely 15% is derived from sales
outside North America. TDN’s primary markets and facilities are in North America.
But, its five year business plan projects sales to double to $400M, with over 50% of that increase coming from expansion into markets in Asia, the EU and South America. In
this regard consideration is being given to opening a manufacturing plant and
distribution center in Asia in the next two years. Its growth over the last ten (10) years
has been in line with industry standards. It has been fueled primarily from a
combination of increased sales due to new product lines, along with more aggressive
promotion of existing sales channels.
It utilizes a variety of sales channels, including a distribution system with over
100 distributors, over the counter sales and the Internet. It also is developing an
Internet based sales channel where customers could utilize CAD programming and real
time software to work collaboratively on line with TDN engineers to design and create customer specialized and adaptive electronic equipment from existing TDN products.
An additional new sales channel being considered is to establish a section focused on
designing industry specific electrical products that will be certified as “green” and
environmentally sound through joint ventures or partnerships with major customers of
TDN. In this regard, due to the significance the BOD and CEO have placed on TDN
being recognized as a “green” company, it is fully reviewing and assessing its carbon footprint and the overall environmental “friendliness” of the Company.
TDN has always used outside law firms to handle its legal work. Presently, it
uses over 30 law firms in the United States, Canada and Mexico. These firms have
been selected by a variety of C-level executives and managers at its facilities in Indiana and California. The hiring process for these firms is left in the hands of the C-level
executive or manager needing legal advice with the concurrence of the CFO. These
firms are used for legal work on the local, regional and national levels, which work
tends to focus on specific legal areas, such as IP, employment, M/A, complex
transactions, and litigation. The total legal costs as computed by the CFO in terms of
actual legal fees, the soft costs of personnel time dealing with outside counsel and other factors has grown to over $10M per year. The CFO is working on a more precise figure
for use by the GC.
TND’s CEO with the CFO and COO (and the concurrence of the BOD) has
determined that the lack of a General Counsel is inhibiting its ability to achieve its business goals and implement its business strategies. Further, from the BOD level
down to the supervisor level, many projects are stalled due to the lack of a GC and
Legal Department to provide timely, economical and accurate legal advice. Also, at all
levels many issues are springing up that place the Company and its mission at risk,
including a possible IPO in three or four years, but which issues it does not refer to
outside counsel due to cost concerns.
For these reasons, the CEO decided to hire the Company’s first General Counsel
(“GC”) with full authority to handle all legal matters of the Company, as well as to create
the first Legal Department. The GC will also serve as the BOD’s Secretary. (While a fully staffed Legal Department will not come on line until FY2, the term “Legal
Department” will be used in this Business Plan to acknowledge the vision of the CEO to
create a Legal Department led and managed by the GC.) The GC will have the HR
Manager reporting directly to him giving him responsibility for the HR Department.
Also, the GC is tasked with creating a compliance function within the Legal Department
as the Company’s first Chief Compliance Officer (“CCO”).
As the new fiscal year (“FY1”) is about to commence, the CEO has directed the
newly hired GC to create this business plan to set out the goals, objectives and
programs that the GC shall pursue and implement to address the legal issues
confronting TDN, while achieving the Company’s corporate mission of manufacturing and distributing outstanding electronic products in order to increase shareholder value.
In the past, the culture of TDN has been highly risk adverse with a strong emphasis on
cost containment. The current CEO, who comes from outside of TDN and an
entrepreneurial background in the electronics industry, seeks to balance risk
containment with intelligent, practical growth even if risk is created due to the growth,
so long as proper assessment of the managed growth is conducted.
II. Legal Department Description and Vision.
Too often, in house legal departments are viewed as “money pits” which only
diminish the corporation’s bottom line. At the same time often the GC is viewed as the corporation’s “Dr. No”, who forever puts the kibosh on any corporate project that has
even minimal risk to the Company. Given his entrepreneurial GC background and as
the GC of a more traditional, risk averse Company, TDN’s GC knows (and the future
members of the Legal Department will come to know) that their roles are the polar
opposite of being a “money pit” staffed by a highly technical lawyers always looking to
prevent implementation of any corporate project carrying with it any degree of risk.
Rather, the vision of the GC and the Legal Department is to provide to the
management of TDN pro-active, time-sensitive, business practical, creative and ethical
legal/business advice and solutions for the various corporate business issues it faces
domestically and globally. The center of this advice and these solutions will be to promote the corporate mission of TDN to improve shareholder value.
One component of the role of the GC is to work collaboratively with the BOD, C-
level executives, VPs, Managers and Supervisors to team with them to drive the culture
of TDN, reinforcing it internally and externally, as we work towards common goals. In
this regard the GC realizes that a properly led and managed Legal Department need not be a “money pit”. Instead, it can, should and will contribute positively to TDN’s bottom
line by reducing both legal and non-legal expenses and costs of TDN. But it shall go
further to team collaboratively with TDN’s BOD, C-level executives, VPs, Managers and
Supervisors to find legal solutions to issues impeding current programs and sales
channels from achieving their full potential by improving the income from those sources. Simultaneously, the GC also will focus with such executives on new programs
and sales channels to bring them on line more quickly and more profitably by addres-
sing and avoiding potential legal issues as these channels are developed. Thus, by
reducing costs while simultaneously positively impacting two types of revenue streams,
the Legal Department will not be a “money pit”. Rather, it will add to, not deplete, the
bottom line.
Through the GC, the Legal Department will manage and lead all aspects of
TDN’s legal and HR issues and matters, providing legal and HR advice to the BOD,
CEO, CFO, VPs, Managers and Supervisors. This advice shall be on all domestic and global business strategies, tactical initiatives, resource allocation, systems operations,
governance, corporate ethics, compliance and risk management. Additionally, the GC is
responsible for the operation of the HR Department, in which role the GC is also
responsible for all HR/employment/labor matters, domestically and globally. Finally,
as the Company’s first CCO, the GC is tasked both with creating a compliance function
within the Legal Department and overseeing its lobbying efforts.
III. Market Definition.
Several “markets” are the focus of the legal/business advice and solutions of the
Legal Department. These internal markets include the BOD, the CEO, the COO, the CFO, the CIO, VPs, the Managers and Supervisors of TDN. This internal market is the
critical and primary market of the Legal Department.
External markets include the current outside law firms TDN utilizes, as well as
the General Counsel’s at companies with whom TDN partners. Additionally, the
General Counsels at competing companies compose a part of the external market of the Legal Department with whom the GC shall have discussions. Finally, GCs at
companies that are members of the industry trade association, along with the head of
the industry trade association also shall serve as external resources.
Sources from which important information about TDN and its culture has been discerned include the BOD minutes, minutes of management meetings of the C-level
executives with VPs, Managers and Supervisors of the Company, and reviewing the key
contracts of TDN. Further, interviews of the members of the BOD, CEO, CFO, COO,
CIO, along with VPs, senior Managers and Supervisors have formed a critical source of
necessary information about TDN. They have been consulted on the projects and
issues to be addressed by the General Counsel, as well as have been a critical source for the crafting of this Business Plan. Trips to meet with senior management at
facilities in California, as well as with outside counsel will be a further basis for
gathering such information and refining this Business Plan.
From this information many key points have been determined, including the crucial legal and business issues facing TDN short-term and long-term, as well as
critical projects needing to be completed with the aid of the Legal Department, and the
priority to give these projects.
IV. Marketing Strategy for Department Services.
It is critical to the success of the Legal Department and for TDN that the BOD
and management of TDN know the services available through the Legal Department, as
well as the successes of it in order that TDN is confident in utilizing the Legal
Department. Thus, a marketing strategy needs to be created and implemented.
Aspects of this strategy include attending and participating in meetings of the
BOD and senior management, as well as regular “one on one” meetings with members
of the BOD, the C-level executives, and the Managers and Supervisors of TDN. Also,
regular seminars for the BOD, C-level executives, VPs, Managers and Supervisors of
various business groups will be instituted. Along with these seminars, bi-monthly
lunches hosted by the Legal Department will be utilized to discuss with a wide range of exempt employees the various legal issues, principles of law and systems/programs
being developed and rolled out by the Legal Department. Further, training sessions on
a host of Company programs will be implemented for all exempt employees and many
non-exempt employees. Consulting with outside counsel and key partners of TDN to
keep them abreast of the functions and successes of the Legal Department will be necessary. Finally, discussions with GCs at companies that are members of the
industry trade association, along with the head of the industry trade association shall
occur.
A final component of the marketing strategy will be the creation of a confidential,
quarterly 2 page Legal Department newsletter. This newsletter may include such features describing current work and successes of the Legal Department, 2-3 recent
cases or pieces of legislation of interest to TDN and how TDN might be impacted by
them, brief interviews of members of senior management as to the role of the Legal
Department, a cartoon or joke about lawyers, upcoming projects of the Legal
Department, a “Q/A” section where recipients of the Newsletter can ask legal questions of the GC, a feedback section where recipients of the Newsletter can set out their
thoughts, and a section discussing the principles guiding the Legal Department with
examples of those principles in action.
The newsletter will be proprietary in nature. It will not contain any attorney/
client privileged information and will be for internal consumption only at TDN amongst the BOD, C-level executives, managers and supervisors, and possibly selected outside
law firms representing TDN.
V. Product and Service Knowledge; Project Goals.
1. Short Term Projects.
A timeline for the Short Term Projects listed in this Article V, Section 1,
is attached to this Business Plan as Appendix “A”.
a. Q1/FY1.
1) Address daily, weekly and monthly issues and projects as
assigned and as they arise.
2) Create Project Matrix to track projects of the Legal
Department and HR Department from initiation to implementation.
3) Complete Business Plan.
4) Review and analyze BOD Minutes and Resolutions. 5) Review and analyze AOI/By-Laws.
6) Review HR procedures for handling Unemployment and
Workers’ Comp claims to ensure proper training in same. 7) Review status of pending litigation and assess merits of each
case after discussing same with lead counsel.
8) Create quarterly Legal Department Newsletter.
9) Create quarterly Legal Department Lunch Seminar for
Executives and Business Group leaders rotating it amongst various executives and business groups based on topic.
10) Create quarterly HR Lunch Seminar for Executives for
Executives and Business Group leaders rotating it amongst
various executives and business groups based on topic.
11) Create quarterly seminar for BOD, C-Level Executives,
managers and supervisors rotating it amongst various groups based on topic. (Note: The goal is to have one
such seminar per month each quarter with one month “off”
each quarter with rotating topics so that no one executive
would be attending each month, unless that is their desire.)
12) Begin meeting with all outside counsel handling Company
business as part of process to assess outside counsel and
their continuing role for Company.
13) Meet with GCs of key business partners to assess common
points of interest and issues to address to maintain smooth partnership.
14) Attend initial Board meeting and/or BOD committee
meetings as they occur and as directed serving as the
Secretary for each meeting.
15) Travel to facilities in California, Canada and Mexico to meet local executives, managers and supervisors of TDN to learn
the legal issues they face and how the GC can assist them in
achieving the corporate mission.
b. Q2/FY2.
1) Continue to address daily, weekly and monthly issues and
projects as assigned and as they arise.
2) Refine and update Project Matrix to track projects of the Legal
Department and HR Department from initiation to implement-
tation. 3) Refine and update Business Plan.
4) Continue quarterly Legal Department Newsletter.
5) Conduct quarterly Legal Department & HR Department Lunch
Seminars for Executives and Business Group leaders, and the
quarterly seminar for BOD, C-Level Executives, managers and
supervisors rotating it amongst various groups based on topic. 6) Determine if further project(s) are necessary from analysis of
BOD Minutes and Resolutions, making recommendations to
BOD and CEO.
7) Determine if further project(s) are necessary from analysis of
AOI/By-Laws, making recommendations to BOD and CEO.. 8) Monitor HR training of its personnel to handle Unemployment
and Worker’s Comp claims.
9) Continue to meet with all outside counsel handling Company
business as part of process to assess outside counsel and
their continuing role for Company.
10) Continue to meet with GCs of key business partners to assess common points of interest and issues to address to
maintain smooth partnership.
11) Continue to review status of pending litigation and assess
merits of each case after discussing same with lead counsel.
12) Review HR Department personnel files for accuracy and adequacy of contents, including compliance with applicable
privacy laws and regulations in all jurisdictions where TDN
has employees.
13) Review HR Department compliance with HIPPA.
14) Participate in ACC Indiana Chapter and ACC National
Committees. 15) Attend Board meeting and/or BOD committee meetings as
they occur and as directed serving as the Secretary for each
meeting.
16) Travel to facilities in California, Canada and Mexico to meet
local executives, managers and supervisors of TDN to learn the legal issues they face and how the GC can assist them in
achieving the corporate mission.
17) Review and assess budgets for Legal Department and HR
Department to determine compliance with budgets and
assess if waste is occurring.
18) Participate in TDN Corporate Long Term Strategy Meetings providing legal & HR counsel as required to refine strategies.
c. Q3/FY1.
1) Continue to address daily, weekly and monthly issues and projects as assigned and as they arise.
2) Refine and update Project Matrix to track projects of the Legal
Department and HR Department from initiation to implement-
tation.
3) Refine and update Business Plan.
4) Continue quarterly Legal Department Newsletter. 5) Conduct quarterly Legal Department & HR Department Lunch
Seminars for Executives and Business Group leaders, and the
quarterly seminar for BOD, C-Level Executives, managers and
supervisors rotating it amongst various groups based on topic.
6) Continue to monitor HR training of its personnel to handle Unemployment and Worker’s Comp claims.
7) Continue to meet with all outside counsel handling Company
business as part of process to assess outside counsel and
their continuing role for Company.
8) Continue to meet with GCs of key business partners to assess
common points of interest and issues to address to maintain smooth partnership.
9) Participate in ACC Indiana Chapter and ACC National
Committees.
10) Attend Board meeting and/or BOD committee meetings as
they occur and as directed serving as the Secretary for each meeting.
11) Review and assess budgets for Legal Department and HR
Department to determine compliance with budgets and
assess if waste is occurring.
12) Continue to participate in TDN Corporate Long Term Strategy
Meetings providing legal & HR counsel as required to refine strategies.
13) Continue to review status of pending litigation and assess
merits of each case after discussing same with lead counsel.
14) Correct errors found in HR Department personnel files from
reviewing personnel files for accuracy and adequacy of contents.
15) Correct errors found from reviewing HR Department
compliance with HIPPA.
d. Q4/FY1.
1) Continue to address daily, weekly and monthly issues and
projects as assigned and as they arise.
2) Refine and update Project Matrix to track projects of the Legal
Department and HR Department from initiation to
implementation. 3) Refine and update Business Plan.
4) Continue quarterly Legal Department Newsletter.
5) Conduct quarterly Legal Department & HR Department Lunch
Seminars for Executives and Business Group leaders, and the
quarterly seminar for BOD, C-Level Executives, managers and
supervisors rotating it amongst various groups based on topic. 6) Create annual anti-discrimination seminar for all directors,
C-level executives, VPs, Managers, Supervisors, and
employees, including anit-harrassment training to comply
with applicable laws and regulations.
7) Continue to monitor HR training of its personnel to handle Unemployment and Worker’s Comp claims.
8) Continue to meet with all outside counsel handling Company
business as part of process to assess outside counsel and
their continuing role for Company.
9) Continue to meet with GCs of key business partners to assess
common points of interest and issues to address to maintain smooth partnership.
10) Participate in ACC Indiana Chapter and ACC National
Committees.
11) Attend Board meeting and/or BOD committee meetings as
they occur and as directed serving as the Secretary for each meeting.
12) Review and assess budgets for Legal Department and HR
Department to determine compliance with budgets and
assess if waste is occurring.
13) Complete participation in TDN Corporate Long Term Strategy
Meetings providing legal & HR components of long term strategies.
14) Continue to review status of pending litigation and assess
merits of each case after discussing same with lead counsel.
2. Long Term Projects.
A timeline for the Long Term Projects listed in this Article V, Section 2, is
attached to this Business Plan as Appendix “B”.
a. Q1/FY1.
1) Begin Contract Categorization/Contract Template/Contract
Management System project with CFO, CIO and National Sales
Director, including whether the GC should be the “final
approver” of a contract before it is executed.
2) Begin full review of Sales Rep. Contract Project with CFO & Sales Director.
3) Begin full review of License Agreement Project with CFO,
Manufacturing Manager & R/D Manager.
4) Begin to assess personnel, software/hardware/
research needs of Legal Department.
5) Begin Document Retention/Litigation Hold Project in conjunction with IT Department, CIO delegatees & CFO.
6) Initiate developing metrics for assessing success of Legal
Department.
7) Initiate developing metrics for assessing success of HR
Department. 8) Initiate assessment of legal issues related to International
expansion into Asia, the EU and South America, i.e., the
“International Project” with CEO, COO, CFO & CIO, including
Foreign Corrupt Practices Act (“FCPA”) and Export/Import
issues.
9) Initiate full review of Warranty Language/System Project with Manufacturing Manager.
10) Initiate Corporate Compliance/Corporate Ethics Project with
CEO, COO & CFO and/or their delegatees.
11) Initiate RFP Project for outside counsel with CFO.
12) Initiate “Internal/External” and Privileged Communication Project with CIO.
13) Begin assessing issues related to “Knock Off” & Pirated IP
problems stemming from Asia as part of Anti-Piracy Project.
14) Begin assessing issues related to negative/slanderous
comments about TDN and its products/services in the
Blogosphere. 15) Begin reviewing and assessing prior lobbying efforts
along with future lobbying efforts and issues.
16) Begin reviewing and assessing Company’s Collections
policies, procedures and efforts with CFO, Controller and
CFO’s delegatees (i.e., the “Collections Project”).
b. Q2/FY1.
1) Complete Contract Categorization/Contract Template/
Contract Management System Project making necessary
recommendations to appropriate executives. 2) Complete Sales Rep. Contract Review Project making
necessary recommendations to appropriate executives.
3) Complete License Agreement Review Project making
necessary recommendations to appropriate executives.
4) Complete assessment of personnel, software/hardware/ research needs of Legal Department making necessary
recommendations to appropriate executives.
5) Complete Document Retention/Litigation Hold Project in
conjunction with IT Department and CIO delegatees making
necessary recommendations to appropriate executives.
6) Complete assessment of issues related to “Knock Off” & Pirated IP problems stemming from Asia making necessary
recommendations to appropriate executives as part of Anti-
Piracy Project.
7) Complete assessment of issues related to negative/slanderous
comments about TDN and its products/services in the Blogosphere making necessary recommendations to
appropriate executives.
8) Complete review and assessment of prior lobbying efforts
along with future lobbying efforts and issues making
necessary recommendations to appropriate executives.
9) Complete Collections Project. 10) Continue Legal Department Metrics Projects.
11) Continue HR Department Metrics Project.
12) Continue the International Project.
13) Continue Warranty Language/System Review Project.
14) Continue Corporate Compliance/Corporate Ethics Project. 15) Continue RFP Project for Outside Counsel.
16) Continue “Internal/External” and Privileged Communication
Project.
17) Begin to review and assess legal issues related to Internet
sales channel that was recently rolled out.
18) Begin Job Descriptions/Classification Review Project to assure compliance with DOL regs at Federal, State and Local
level.
19) Begin Project to review and assess Company’s personnel
policies, procedures and forms.
20) Begin IP Protection System Development Project. 21) Begin HR Department analysis of impact of “Obama care” on
TDN.
22) Begin to review issues related to employee use of the Internet
while working for TDN or using TDN property, including
privacy and social media components, (i.e., the “Internet Use
Project”). c. Q3/FY1.
1) Complete developing metrics for assessing success of Legal
Department making necessary recommendations to appropriate executives.
2) Complete developing metrics for assessing success of HR
Department making necessary recommendations to
appropriate executives.
3) Complete the “International Project” making necessary
recommendations to appropriate executives. 4) Complete Warranty Language/System Review Project
making necessary recommendations to appropriate
executives.
5) Complete Corporate Compliance/Corporate Ethics Project
making necessary recommendations to appropriate executives.
6) Complete RFP Project for outside counsel making necessary
recommendations to appropriate executives.
7) Complete “Internal/External” and Privileged Communication
project making necessary recommendations to appropriate
executives. 8) Complete Internet Sales Channel Project making necessary
recommendations to appropriate executives.
9) Complete Job Description/Classification Review Project,
making necessary recommendations to appropriate executives.
10) Complete Personnel Policy Review Project, making necessary recommendations to appropriate executives.
11) Continue IP Protection System Development Project.
12) Continue HR Department analysis of impact of “Obama care”
on TDN.
13) Continue Internet Use Project.
14) Begin assessment of issues related to Corporate Governance matters with BOD and CEO, and/or their delegatees.
15) Begin assessment of insurance coverage issues with CFO and
delegatees of CFO.
16) Begin review and assessment of Distribution System with
National Sales Director as part of project to revise and streamline same.
17) Begin Disaster Plan Review and Revision Project with CFO &
Managers of Business Groups.
18) Begin OHSA Compliance Review and Revision Project with
CFO & Manufacturing Manager.
19) Begin FY2 Budgeting process for Law Department and HR Department.
20) Begin analysis of TDN’s carbon footprint and “Going Green”
Project with CEO, COO, CFO, CIO & Business Group
Managers.
21) Begin roll out of procedures and templates related to the Contract Categorization/Contract Template/Contract
Management System Project, including necessary training of
appropriate personnel.
22) Begin roll out of procedures and templates related to the
Sales Rep. Contract Review Project, including necessary
training of appropriate personnel. 23) Begin roll out of procedures and templates related to the
License Agreement Review Project, including necessary
training of appropriate personnel.
24) Begin roll out of results of assessment of personnel,
software/hardware/research needs of Legal Department, including necessary training of appropriate personnel.
25) Begin roll out of results of Document Retention/Litigation
Hold Project, including necessary training of appropriate
personnel.
26) Begin roll out of results of assessment of issues related to
“Knock Off” & Pirated IP problems stemming from Asia including implementing necessary actions as part of Anti-
Piracy Project to combat problem.
27) Begin roll out of results of assessment of issues related to
negative/slanderous comments about TDN and its
products/services in the Blogosphere including implementing necessary actions to combat problem.
28) Begin roll out of results of review and assessment of prior
lobbying efforts along with future lobbying efforts and issues
including implementing necessary actions.
29) Begin roll out of new and revised policies, procedures and
processes related to updating collections process at TDN flowing from the Collections Project.
d. Q4/FY1.
1) Complete IP Protection System Development Project making necessary recommendations to appropriate executives.
2) Complete HR Department analysis of impact of “Obama care”
on TDN making necessary recommendations to appropriate
executives.
3) Complete Disaster Plan Review and Revision Project making
necessary recommendations to appropriate executives. 4) Complete OHSA Compliance Review and Revision Project
making necessary recommendations to appropriate executives.
5) Complete FY2 Budgeting process for Law Department
and HR Department making necessary recommendations to
appropriate executives. 6) Complete Internet Use Project.
7) Complete Corporate Governance Project.
8) Complete Insurance Review Project.
9) Continue review and assessment of Distribution System with
National Sales Director as part of project to revise and
streamline same. 10) Continue analysis of TDN’s carbon footprint and “Going
Green” Project.
11) Begin roll out of procedures created relative to Legal
Department Metrics Project, including necessary training of
appropriate personnel. 12) Begin roll out of procedures created relative to HR
Department Metrics Project, including necessary training of
appropriate personnel.
13) Begin roll out of action, procedures and policies required
relative to recommendations from the International Project,
including necessary training of appropriate personnel. 14) Begin roll out of action, procedures and policies required
relative to recommendations from the Warranty
Language/System Review Project, including necessary
training of appropriate personnel.
15) Begin roll out of action, procedures and policies required relative to recommendations from the Complete Corporate
Compliance/Corporate Ethics Project, including necessary
training of appropriate personnel.
16) Issue RFP to current and prospective outside counsel.
17) Begin roll out of action, procedures and policies required
relative to recommendations from the “Internal/External” and Privileged Communication Project, including necessary
training of appropriate personnel.
18) Begin roll out of action, procedures and policies required
relative to recommendations from the Internet Sales Channel
Project, including necessary training of appropriate personnel.
19) Begin roll out of action, procedures and policies required
relative to recommendations from the Job Description/
Classification Review Project, including necessary training of
appropriate personnel.
20) Begin roll out of action, procedures and policies required relative to recommendations from the review and assessment
of TDN’s personnel policies, procedures and forms, including
necessary training of appropriate personnel.
21) Monitor results of actions to combat “Knock Off” & Pirated IP
problems as part of Anti-Piracy Project. 22) Monitor results of actions to combat to negative/slanderous
comments about TDN and its products/services in the
Blogosphere.
23) Monitor and manage lobbying efforts.
24) Monitor results of new policies and procedures flowing from
the Collections Project.
e. Q1/FY2.
1) Complete review and assessment of Distribution System with National Sales Director, making necessary recommendations
to appropriate executives.
2) Complete analysis of TDN’s carbon footprint and “Going
Green” Project, making necessary recommendations to
appropriate executives.
3) Begin roll out of action, procedures and policies required relative to recommendations from the IP Protection System
Development Project.
4) Begin roll out of action, procedures and policies required
relative to recommendations from the HR Department analysis
of impact of “Obama care” on TDN. 5) Begin roll out of action, procedures and policies required
relative to recommendations from the Disaster Plan Review
and Revision Project.
6) Begin roll out of action, procedures and policies required
relative to recommendations from the OHSA Compliance
review and Revision Project. 7) Begin roll out of actions, procedures and policies required
relative recommendations from the Internet Use Project,
including providing appropriate training to TDN personnel as
required.
8) Begin roll out of actions, procedures and policies required relative recommendations from the Corporate Governance
Project, including providing appropriate training to TDN
BOD, C-level executives and other personnel as required.
9) Begin roll out of actions, procedures and policies required
relative recommendations from the Insurance Review Project,
including providing appropriate training to TDN personnel as required.
10) Implement FY2 Budgets for Law Department and HR
Department.
11) Monitor implementation of procedures created relative to
Legal Department Metrics Project. 12) Monitor implementation of procedures created relative to HR
Department Metrics Project.
13) Monitor implementation of action, procedures and policies
required relative to recommendations from the International
Project.
14) Monitor implementation of action, procedures and policies required relative to recommendations from the Warranty
Language/System Review Project.
15) Monitor implementation of action, procedures and policies
required relative to recommendations from the Complete
Corporate Compliance/Corporate Ethics Project. 16) Review responses to RFPs issued to current and prospective
outside counsel, making assessment of which Law Firms to
utilize.
17) Monitor implementation of action, procedures and policies
required relative to recommendations from the
“Internal/External” and Privileged Communication Project. 18) Monitor implementation of action, procedures and policies
required relative to recommendations from the Internet Sales
Channel Project.
19) Monitor implementation of action, procedures and policies
required relative to recommendations from the Job Description/Classification Review Project.
20) Monitor implementation of action, procedures and policies
required relative to recommendations from the review and
assessment of TDN’s personnel policies, procedures and
forms.
21) Begin assessment of issues related to potential IPO in FY 4 or FY 5.
e. Q2/FY2.
1) Begin roll out of action, procedures and policies required relative to recommendations from the Distribution System
Review Project, including necessary training of appropriate
personnel.
2) Begin roll out of action, procedures and policies required
relative to recommendations from the analysis of TDN’s
carbon footprint and “Going Green” Project making necessary recommendations to appropriate executives, including
necessary training of appropriate personnel.
3) Monitor implementation of procedures and policies created
relative to recommendations from the IP Protection System
Development Project. 4) Monitor implementation of procedures and policies created
relative to recommendations from the HR Department analysis
of impact of “Obama care” on TDN.
5) Monitor implementation of procedures and policies created
relative to recommendations from the Disaster Plan Review
and Revision Project. 6) Monitor implementation of procedures and policies created
relative to recommendations from the OHSA Compliance
Review and Revision Project.
7) Monitor implementation of procedures and policies created
relative to recommendations from the Corporate Governance Project.
8) Monitor implementation of procedures and policies created
relative to recommendations from the Insurance Review
Project.
9) Issue new fee agreements to newly selected outside Law Firms
based on the RFP Project. 10) Monitor Legal Department Metrics.
11) Monitor HR Department Metrics.
12) Monitor Corporate Compliance/Ethics Program.
13) Monitor Legal Department Budget.
14) Monitor HR Department Budget. 15) Monitor Internet Use Policy Compliance.
16) Continue IPO Issues Assessment Project.
VI. Fiscal Management and Metrics.
The CFO has pegged total legal costs for TDN to be in excess of $10,000,000.00. These costs include the fees and expenses paid to outside counsel, internal salaries and
benefits, and other internal costs, including those related to the time expended by a
variety of people at TDN who interact (in a quasi legal function) with outside counsel
and other companies. The latter cost will be subsumed to a significant degree by the
GC. The GCs goal is to reduce the $10M + cost to less than 0.3% of total TDN revenues
by the end of FY3.
The GC will lead and operate a lean legal department. In FY1 the GC does not
anticipate adding any professional staff. The only staff that will be added, when an
appropriate workload is indentified, is an administrative assistant. Until that position
can be justified utilizing TDN’s standard process for justifying the creation of a new position, the GC will utilize other internal employees at TDN who are presently
underutilized. As necessary due to workload, the GC will utilize contract professionals
for specific assignments from such organizations as Special Counsel. If a paraprofes-
sional is required, such as a paralegal, then the local paralegal association will be used
to identify an appropriate temporary contract paralegal for the specific project, if an
internal employee at TDN can not be identified who is appropriate for the task. If legal research is required, then the local law school will be approached to identify an
appropriate law student to serve that role on a temporary, project by project basis. If
the requisite research is too complex for a law student, then an appropriate contract
attorney will be hired through Special Counsel or a similar service to handle the
complex research.
A key focus of the effort to reduce costs and avoid adding permanent staff
prematurely will be identifying and utilizing the appropriate software programs. Such
programs to be analyzed and considered are Tymetrix, Documentum, Data Cert,
Summation, etc., and an appropriate internal client management software program.
A final focus to reduce legal expenditures will be to conduct a comprehensive
review of the current outside counsel and their assignments from TDN. This review will
examine the type of work being conducted, compare rates and levels of experience being
applied to assure appropriate work being assigned to the correct level of ability and
expertise, the type of charges being assessed TDN by its outside counsel, the industry standard rate and work standards, among other factors. This review will be conducted
in a cooperative manner with outside counsel and include discussions with them about
how to reduce outside counsel costs. Such discussions shall include fixed fees, flat
fees, success fees, and appropriate billing guidelines. Once the review is completed, a
decision will be made about utilizing a RFP approach with billing guidelines to reduce
the number of outside counsel being utilized by TDN. Such an approach will have as its goals: 1) reduce the number of outside counsel utilized by TDN; 2) match outside
Firm core competencies with the true legal needs of TDN; and 3) make the utilization of
outside counsel by TDN to focus on balancing and extending the talent of TDN’s Legal
Department in a complimentary manner, as opposed to a substitute for TDN’s legal
department, in order to reduce total legal costs.
As this Business Plan is effectuated with data becoming available and projects
being assigned and completed, various metrics will be more readily apparent than
presently is the case. Nonetheless, certain metrics can be tracked from the outset.
These initial metrics are:
1) Reduction in legal costs-external vs. internal vs. total vs. total TDN revenue.
2) Meeting the Legal Department Budget-actual vs. projected.
3) Meeting the HR Department Budget-actual vs. projected.
4) Tracking the implementation of Legal Department software and the presumed
streamlining of effort following implementation. 5) Tracking utilization of Legal Department personnel and the timeliness/
effectiveness of those personnel in completing tasks, through internal
surveys.
6) Tracking effectiveness and utilization of HR Department personnel, through
internal surveys. 7) Tracking litigation resolution along with the initiation and cost of litigation.
8) Tracking the utilization, effectiveness, cost and value added to TDN by
outside legal counsel.
9) Tracking the Legal Department’s initiation and completion of projects.
10) Tracking the HR Department’s initiation and completion of projects.
11) Tracking the costs saved, as well as the improved streams of current income channels and developing income channels.
12) Tracking the value of IP Protection System from pending IP applications
through registered IP through licensing of IP.
13) Tracking relative costs of outside counsel vs. Legal Department in terms of:
a) Costs vs. TDN total revenue; b) Internal Business Groups of TDN;
c) TDN employee count; and
d) Legal Department files opened & handled by it vs. matters referred to
outside counsel.
14) Legal Department’s contract management in terms of:
a) Draft contracts received monthly vs. final contracts approved for execution monthly;
b) Cycle time from receipt of draft contract to approval for execution.
15) Cycle time for projects handled by or involving Legal Department from
initiation to completion, along with tracking any post-completion legal
issues that developed adversely impacting the project.
VII. Resource Management.
The two keys to proper resource management by TDN’s GC will be balance and
discipline within the context of personal and professional growth. The GC can not fulfill
the entire legal requirements of TDN. The GC needs to balance internal resources at TDN with the GC’s capabilities to lessen the reliance on outside resources. When
outside resources must be utilized, the GC needs to balance the cost of those external
resources with the ability of TDN to handle internally its legal requirements. This
combined internal and external balance will require the GC to be ever vigilant and
disciplined to assure that the appropriate internal/external balances are maintained.
Several types of resources, both internal and external, will be available to the GC
to maintain this disciplined balance. Internally it is critical that the GC recognize that
the BOD, CEO, CFO, COO, CIO, VPs, Managers and Supervisors are a critical resource
with whom to maintain close contact and cooperative relations. This will allow the GC
to identify potential issues before they rise to the level of being a true risk costing TDN valuable resources. Also, the GC needs to be in close contact with other TDN employees
in order to identify internal talent who can assist the GC and the Legal Department on
short term projects, as well as be a resource to identify potential issues before they too
become costly risks adversely impacting TDN’s mission.
Finally, identifying, securing and implementing successfully the correct software
programs will allow the GC to more efficiently manage TDN’s legal issues and either
avoid risk, or at least reduce the business risks facing TDN. Such software programs
need to be proven programs that other companies, and their GCs, can vouch are cost
efficient and business effective in properly managing legal matters for a company such
as TDN.
Externally, the GC needs to develop strong relationships within the robotic
electronics industry. This will be accomplished by joining the legal committee of the
Robotics Electronics Industry Association (“REIA”). Further, the GC will seek to become part of the leadership of the REIA Legal Committee and assist on REIA’s annual
convention preparation.
In addition to involvement with the REIA, the GC shall be active in the
Association of Corporate Counsel (with a particular focus on the Small Law Department
division), as well as the local, state and national bar associations. When appropriate, the GC shall attend ACC seminars to maintain the necessary CLE credits and to learn
about issues confronting TDN. Each of the local, state and national bar associations
have a corporate counsel section. The GC shall join each of these sections and be
active in those sections that truly provide value to TDN.
Because of the GC’s responsibility for the HR Department, the GC shall
maintain membership in the Society of Human Resource Managers (“SHRM”), seeking a
role within its legal committee and attend, as appropriate, seminars conducted by
SHRM on topics impacting TDN. Also, for this reason, the GC shall attend as
appropriate and necessary seminars on employment law that address areas being faced
by TDN. As the CCO, the GC will attend seminars on compliance related matters and issues TDN must address.
By creating and implementing a corporation focused pro bono program within
TDN’s Legal Department, the GC will be exposed to areas of the law that, while not
directly related to the corporate mission of TDN, will provide the GC exposure to legal
issues facing other companies that could become an issue for TDN. This program will be created and implemented when appropriate given the other priorities of the Legal
Department and TDN.
The final resource that must be managed by the GC is the health and mental
welfare of the GC. This shall be accomplished by maintaining a regular and vigorous exercise program, coupled with not-for-profit work and regular vacations that will allow
the GC to relax, recharge and refocus the energies necessary to succeed for TDN as its
GC.
APPENDIX “A”
TIME LINE FOR SHORT TERM PROJECTS
Project Q1/FY1 Q2/FY1 Q3/FY1 Q4/FY1 Q1/FY2 Q2/FY2 Q3/FY2 Q4/FY2
1. Newly Dev. Resolve daily, weekly and monthly issues and handle similar new projects as they arise from time Issues to time or as they are assigned to the Legal Department by the BOD or senior executives.
2. Proj. Create Refine Refine Refine Refine Refine Refine Refine
Tracking
Matrix
3. Bus. Plan Create Refine Refine Refine Refine Refine Refine Refine
4. BOD Min./ Review Deter. Need N/A N/A N/A N/A N/A N/A
Resol. & Analy. for Addit. Projects
5. AOI/By- Review Deter. Need N/A N/A N/A N/A N/A N/A
Laws Analy. & for Addit.
Analy. Projects
6. Unempl. Review Train Monitor Monitor Monitor Monitor Monitor Monitor
Hear. Prep.
7. Pending Review Review Review Review Review Review Monitor Monitor
Litig. Analy. & Assess. & Assess. & Assess. & Assess. & Assess. & Assess. & Assess. & Assess.
8. NewsLtr. Create/ Create/ Create/Issue Create/Issue Create/Issue Create/Issue Create/Issue Create/
Issue Issue Issue
9. Law Dept. N/A Create/ N/A N/A N/A Create/Give N/A N/A Lunch Sem. Give
10. HR Dept. N/A N/A Create/Give N/A N/A N/A Create/Give N/A
Lunch Sem.
11. Qtrly. N/A N/A N/A Create/Give N/A N/A N/A Create/ Sem. Give
12. Qtrly. N/A N/A N/A Create/Give N/A N/A N/A Create/
Anti-Disc. Give
Seminar
13. Meet w/ Conduct Conduct Conduct Conduct Conduct Conduct Conduct Conduct
Out. Atty.
14. Meet w/ Conduct Conduct Conduct Conduct Conduct Conduct Conduct Conduct
Bus. Ptnr. GCs
APPENDIX “A”
TIME LINE FOR SHORT TERM PROJECTS
Project Q1/FY1 Q2/FY1 Q3/FY1 Q4/FY1 Q1/FY2 Q2/FY2 Q3/FY2 Q4/FY2
15. BOD/ Attend Attend Attend Attend Attend Attend Attend Attend
Comm.
Meetings
16. Meet w/ Conduct Conduct Conduct Conduct Conduct Conduct Conduct Conduct
Facil. . as needed as needed as needed as needed as needed as needed as needed as need.
Mgrs. & req. & req. & req. & req. & req. & req. & req. & req.
17. Rev. HR N/A Review Make Neces. N/A N/A N/A N/A N/A Pers. Files Correct.
18. HIPPA N/A Review Make Neces. N/A `N/A N/A N/A N/A
Compl. Rev. Correct.
19. LDept. N/A Review Review Review Review Review Review Review Budget
20. TDN N/A Participate Participate Participate Participate Participate Participate Partici-
Strategic pate
Meetings
21. ACC N/A Participate Participate Participate Participate Participate Participate Partici-
(Nat’l. pate
& St.)
22. HR Dept. N/A Review Review Review Review Review Review Review Budget
APPENDIX “B”
TIME LINE FOR LONG TERM PROJECTS
Project Q1/FY1 Q2/FY1 Q3/FY1 Q4/FY1 Q1/FY2 Q2/FY2 Q3/FY2 Q4/FY2
1. Cont. Mgt.
System Begin Complete Roll Out Monitor Monitor Monitor Monitor Monitor
2. Sales Rep. Cont. Rev. Begin Complete Roll Out Monitor Monitor Monitor Monitor Monitor
3. License Begin Complete Roll Out Monitor Monitor Monitor Monitor Monitor
Agr. Rev.
4. LDept. Begin Complete Roll Out Monitor Monitor Monitor Monitor Monitor
Pers. Need
Analy.
5. Doc. Ret. Begin Complete Roll Out Monitor Monitor Monitor Monitor Monitor
Policy
6. Collect. Begin Complete Roll Out Monitor Monitor Monitor Monitor Monitor
Proj.
8. LDept. Initiate Cont’d. Complete Roll Out Monitor Monitor Monitor Monitor Metrics
8. HR Initiate Cont’d. Complete Roll Out Monitor Monitor Monitor Monitor
Dept.
Metrics
9. Internat. Initiate Cont’d. Complete Roll Out Monitor Monitor Monitor Monitor
Project
10. Warr. Initiate Cont’d. Complete Roll Out Monitor Monitor Monitor Monitor
Syst. Review
11. Corp. Initiate Cont’d. Complete Roll Out Monitor Monitor Monitor Monitor
Compl./
Ethics Policy
12. OC RFP Initiate Cont’d. Complete Issue to OC Rev. RFPs Select LFs Monitor Monitor
Project & Issue
New FAgrs.
13. Int./Ext. Initiate Cont’d. Complete Roll Out Monitor Monitor Monitor Monitor Comm./
Priv. Policy
14. “Knock Begin Complete Roll Out Monitor Monitor Monitor Monitor Monitor
Off”/Anti-
Piracy Proj.
APPENDIX “B”
TIME LINE FOR LONG TERM PROJECTS
Project Q1/FY1 Q2/FY1 Q3/FY1 Q4/FY1 Q1/FY2 Q2/FY2 Q3/FY2 Q4/FY2
15. Combat. Begin Complete Roll Out Monitor Monitor Monitor Monitor Monitor
Neg. Blogs
Proj.
16. Lobbying Begin Complete Roll Out Monitor Monitor Monitor Monitor Monitor
17. Internet N/A Begin Complete Roll Out Monitor Monitor Monitor Monitor
Sales Proj.
18. DOL N/A Begin Complete Roll Out Monitor Monitor Monitor Monitor
Job Class.
Proj.
19. Person. N/A Begin Complete Roll Out Monitor Monitor Monitor Monitor
Policy Rev. Proj.
20. IP Prot. N/A Begin Cont’d. Complete Monitor Monitor Monitor Monitor
Syst. Proj.
21. Obama N/A Begin Cont’d. Complete Monitor Monitor Monitor Monitor
Care Rev.
Proj.
22. Employee N/A Begin Cont’d. Complete Monitor Monitor Monitor Monitor
Internet Use Proj.
23. Corp. Gov. N/A N/A Begin Complete Roll Out Monitor Monitor Monitor
Proj.
24. Ins. Rev. N/A N/A Begin Complete Roll Out Monitor Monitor Monitor
25. Distrib. N/A N/A Begin Cont’d. Complete Roll Out Monitor Monitor
Syst. Rev.
Proj.
26. Disaster N/A N/A Begin Complete Roll Out Monitor Monitor Monitor
Plan Proj.
27. OSHA N/A N/A Begin Complete Roll Out Monitor Monitor Monitor
Compl. Rev. Proj.
28. FY2 N/A N/A Begin Complete Implement Monitor Monitor Monitor
Legal
Dept.
Budget
APPENDIX “B”
TIME LINE FOR LONG TERM PROJECTS
Project Q1/FY1 Q2/FY1 Q3/FY1 Q4/FY1 Q1/FY2 Q2/FY2 Q3/FY2 Q4/FY2
29. FY2 N/A N/A Begin Complete Implement Monitor Monitor Monitor
HR Dept.
Budget
30. Carbon N/A N/A Begin Cont’d. Complete Roll Out Monitor Monitor
Footprint
/Environ.
Rev. Proj.
31. IPO Issues N/A N/A N/A Begin Cont’d. Cont’d. Cont’d. Report
Proj.
Note: This Business Plan Template with Appendix “A” and “B” is copyrighted in
2013 by William C. Potter and is his sole property. This proprietary document may not be used for any purpose without the express written permission of Mr.
Potter, who may be contacted at 317.625.4834 or [email protected], as all
violators of Mr. Potter’s IP rights relative to this Business Plan Template with
Appendix “A” and “B” will be prosecuted to the fullest extent provided by
International, national, state/provincial and local laws.