1. Goals & Objectives – some examples
1. Assist efforts to re-structure and specifically the Operations organization
by headcount management, cost, productivity and change initiatives to
improve effectiveness of the new company
Action Plan
 Focus on value added Ops systems and programs that provide deliverables and
techniques that formulate the planning processes including structure, headcount
management and talent acquisition.
 Identify and debate best practice and ideas with CHRO that will make a
difference in the way people are recruited, staffed and held accountable.
 Identify on the job training for Ops with CHRO, so new employees can reach
their potential early and quickly on and therefore, contribute fully to the
achievement of strategy and business objectives
 Monitor and control Ops cost and operational improvements and prepare 15
month operating budget with CFO.
 Focus Operation process and systems design and accountability and
responsibility in the day-to-day operations.
 Develop work procedures. Key role needed; Project Management.
 Identify opportunities and new approaches to achieve above objectives by
providing appropriate operational transactional and support services (Fleet,
Maintenance and Security), such as Workday on-demand- services methodology
to deliver strong Ops support performance and results
2. Support and lead the new Ops management in the implementation of the
Ops strategy and talent acquisition and talent upgrade.
Action Plan
 Secure a clear understanding of the expectations and deliverables of the Ops
Director level position. There is an opportunity to save costs to economy of scale.
 Manage the Operations agenda in terms of the overall business strategy and be
actively and vocally supportive of the CEO and liaise with Officers teams as a
daily communication function. Build relationship as needed
 Review Ops practices, policies, procedures and systems applications in order to
assist with streamlining and to ensure understanding and results required.
 Identify pervasive procedures that cut across functions that enhance the
business to create internal Ops best practices and knowledge base.
 Focus on IT systems and process with as priority work in order to institutionalize
the systems as a way of doing business.
 Define IT systems in terms of the process development cycle and how to
measure Ops tasks.

2.  Focus on documentation and institutionalization, as well as knowledge transfer to
Ops team; build teams and lead support activities in order to simplify.
 Support continuous improvement opportunities by CEO in terms of project,
scope, operational requirements, budgets, timeline and results.
 Link Ops initiatives with CEO to ensure integration and efforts are not mutually
exclusive.
 Support the CHRO’s hiring and training process and ensure capable people are
employed and are properly trained and compensated.
 Take on a rigorous and focused approach with the CHRO to ensure the new
executive salary bands is supported in Ops.
3. Assist the CEO in management and communication efforts and specifically
with Operations management
Action Plan
 Support CEO in Ops practices and identify key issues by function with specific
focus on process improvements
 Develop project management planning activities in order to assist in the
implementation of systems and programs (i.e. recruitment and staffing, job
design, training) with CHRO
 Maximize Ops effectiveness by looking for business opportunities to partner with
other Officers, specifically CFO.
 Support Ops initiatives by leveraging capabilities in Fleet, Maintenance and
Safety.
 Support CEO in order to resolve Ops issues and manage disagreement and build
consensus.
 With CFO audit operational process and give feedback in order to ensure quality
standards and deliverables and cost management.
4. Drive Ops management team in to support growth.
Action Plan
 Assist with the transition of resources in order to support activities and develop a
proactive plan and consultative approach to resource allocation.
 Identify who is on board with strategy in terms of assisting with the change
process needed.
 Assist CHRO in identify concerns and attitude in the introduction and transition of
“new” work methodology.
 Implement transition plan activities for Ops including Ops Support management
services and provide description of Ops Support transactions to maximize
organization effectiveness.
 Linking priorities and focus on:

3. Institutionalizing professional delivery systems and service
Provide description of systems delivery to maximize effectiveness
Developing and implementing training policies and programs
Institutionalizing quality and sanitation compliance management
Managing barriers to success by ensuring that people cost aspects are
considered in Ops departmental in planning activities with CFO
Promote and support the value of a team based approach and
directive role of COO
Define the operational issues and opportunities and develop
agreements relating to Ops transactions and processes deliverables to
tenant partners.