replied 1 year ago.
I have received an email from the person, I will paste this into the reply as this is the document that has raised concerns:Thanks for your time on the call on Friday. Please see below a summary of items discussed, to ensure no misunderstandings occur.Refer back to conversation in February – discussed options of working from home, 3 day role
RP clarified - R&M not gone to Germany – BA has been doing it since Lee left, naturally fell under Bernie's responsibilities / role
When Lee left, shipping went to Germany
Lee leaving lead to a review - most shipments out from Turkey and promo from Germany, German warehouse out there so made sense to keep it there
Were hoping to develop R&M as a business unit – with KI and CC working on this, as business unit but nothing else developed from it
Also, BAT business has shrunk – currently approx. 6 R&M projects, R&M department didn’t grow, so didn’t move, doesn't exist as a departmentSuggested Role on TRAM / supply side – updating TRAM was being done before leaving, but CC has no relationships with suppliers – as CC was making TRAM updates before leave, RP didn’t see it as a role change – CC feels differently - as the work being done prior to maternity leave was always explained to be a one-off backlog clearance exercise (mainly involving Box). CC's expectation therefore was to come back to R&M as R&M Manager, as that was most of what her focus was prior to maternity leave. CC had been told everyone would do their own TRAM / Box filing / updating, that the backlog project mine was a standalone exercise to tidy up the systems prior to clients using this, then everyone had to do this themselves, so CC expected R&M afterwards as had been doing that.RP explained, clients and internal team not happy with R&M as it was as projects were taking too long to solve. Bernie’s technical knowledge, therefore has helped resolve issues where CC couldn’t. R&M projects not complicated. If you're involved in the design, you know more about how to resolve issues and get it done quicker.Need to work through a role going forward. Small business, not multiple departments with multiple sectors to move into, bearing in mind R&M doesn't exist.Develop role between us.
Thoughts – know things have changed, people have come and gone, RP to advise gaps etc. As such:
Halved in turnover. People who have left, have done so due to not performing, or their skills no longer needed, or their costs unjustified. UK overheads dropped and cut back quite a bit in the EU business. RL and JC left, which lead to CDM realising skills in the wrong places, ie RP and AM now estimating, this has prompted changes.
NRB leaving big change, share holder and director.
LM leaving, he shared lots of plans, but he didn’t bring what CDM expected to the table, he's now left the business.Areas needing work:1 - Data Management / Supplier sourcing and management, auditing – how to track, locate suppliers etc -
Tram – developed a lot – inventory management unit tracking, check in/out of promos
Promos now 70% turnover – TRAM is more integral, more projects with smaller value so more important than before
All spend lots of time on TRAM. Always the intention, so need to be using this for supplier management
Keep development updating feedback on this.2 - Business Development – commission based sales rep – not a part time role and doesn't fit my skills set
3 - Finance reviews – changes there on outsourcing and ways of working. Meetings to follow – no gaps here
4 - Engineering is stable but not for CC anyway due to skill set
5 - PM – some skills match, but not really suitable for part time basis – and can't guarantee 9am – 5pm – childcare is set hours, SC travels with work, so could have work to do and no childcare. CDM supports family flexi arrangements – IC joined for this, DL / TR have kids at home, but older, and with young child, need to be therefully when SC is travelling, so not idealNext steps - open discussion, work it through.Issue of salary raised – reduction in salary before pro rata, makes it difficult. 2014 GM role discussion – with problems in the business, should have addressed at the time but didn’t want to reduce salary then when salary would be reducing anyway due to maternity leave
GM is not a part time role, and GM role doesn’t exist, so not an option.Need to find something going forward that works for CC and business. Weak business, last year was really bad. Even directors affected by paycuts. CC needs to cover childcare, justify working and have career progression. Find something that keeps income where it is, for next few yearsDetermine - financial level and what the work will be coming back. Potential roles mentioned above only ones available.
Other option – part company – hopefully not. If so though, work out how it happens, hopefully reach agreement between us. Then if not, ACAS to help mediate.Open dialogue.Please let me know if there is anything here which is inaccurate or mscons