DATE: 9/1/2020

NAME OF POSITION: Senior Vice President of Operations (SVP Ops)

PERSON’S SENIOR: CEO

SENIOR’S NAME: Jaime Gomez


PURPOSE (The reason why the position exists): 

        The purpose of an executive is to ensure that production is being done at a high viable quantity and quality. The success of the company depends on servicing our clients at a high condition of exchange and in enough volume to keep the company succeeding and expanding. So, your main purpose is to make sure production gets done!


VIEWPOINT (The viewpoint that an employee should have, to be successful at

the job):

        It is important to note that although you are a high-level executive this doesn’t equal less work or less responsibility. In fact, it is the exact opposite. You should be able to do and get products in every post under you and be willing to get in the

trenches when needed. Your main objective is to have an abundance of Knowledge, Responsibility, and Control that you can spot what good production is and where it is not. You locate areas that need correction or improvements and using your executive tools you handle to scene so that productions is occurring. You are not there to be anyone’s best friend or be the “nice guy” who focuses on being liked over production. You act professionally with very good manners but don’t cross the executive/junior line to the point where authority and altitude are lost. This is not a point of self-importance at all. The point of having altitude comes with much responsibility and you need to have the power and authority to get things done and not been seen as someone who have be ignored or pushed around. Having altitude based on others respecting you is always better than having imagines altitude based on people fearing you. Employees respect competed executives and you must show that to gain their cooperation to lead them.


    You can be hired and posted as an executive but if your juniors don’t feel that you have the reality, and understanding of what they do then any changes you make or improvements don’t get carried out. You must value the experience, knowledge, and havingness that they have for their post and area. You work with them and not against them in implementing new systems to increase production and you always evaluate how it will affect all terminals involved. Never blindly implement ideas without first determining who will take on the added responsibility and ensuring they have the capability and resources to do it. With this in mind I recommend that you pilot any new major process or system and make sure you are capable of getting the product before making others do it. By having the experience, skill and knowledge you can get others to produce.

Because your ultimate success as an executive is to get others to produce and deliver products at the same high quality and quality that you yourself would if you were in their shoes. You never accept half-dones or low-quality products and if you see them you quickly find out why they are being done and correct the area to ensure it doesn’t happen again.


        I also make sure to handle the Divisions that I am responsible before the CEO has to tell me what to do. By doing inspections, having an open communication line to your juniors and monitoring the stats of your area you can predict any slows or bugs an you want to handle them before they get on higher executives’ lines. It is important to stay in coordination with the CEO and let him know what you are working on but he should not need to point out things that need correction that you are not already handling. I inform them of the situation but I also ensure that I already have a plan and actions in the works to get it sorted out. You don’t want to present a problem with no solution. Even if you encounter a situation you are not familiar with and is delicate you first do all the needed research and make sure you have a good understanding of the situation, even if its just from looking at google. Then present a possible solution for the CEO to consider, letting them know this is a new area for you and that you are open to feedback and directions from them. And then in alignment with what is needed and wanted from them, carry out the best solution to handle the situation. 


        Although it is very important for you to stay in coordination with the CEO you must also make sure to hold in the form of the Organization Board and not get bypassed by management sending direct orders to your juniors. The best way to

prevent this is stated above in staying in good coordination with what is needed and wanted by the CEO and making sure they feel confident in your ability to carry it out. It may not always be the case but if you think of every instance of being bypassed as a sign against your ability to get a product, you will see how to prevent it in the future and quickly ensure that it does not happen and that you are the terminal for the CEO to get command intention done. You are also the best positioned person to understand how managements orders will affect various areas of the company and as such your opinion, input, and participation is important to avoid messing up any successful and working installations by accident.


        I have a very open comm line to my juniors and they know to inform me if they get a cross-order or offline order and you should keep this in so that you are always informed and can address the situation as needed. Use respect when

communicating to seniors about offline orders and make sure you assure them that you are the terminal to oversee it to a product and then do so.


        In rarer instances you will receive and order from above that does not align with successful and working areas of the company and you need to make sure to fully understand and evaluate all sides of the order and if it still does not seem

workable then query it with your senior, providing all the factual data of why it does not seem to be a workable or correct order. Make sure to understand what situation they are trying to handle with the order and propose a more workable solution to achieve the desired target even if it is by other means.


        With juniors it is a little different and they should be the ones to present solutions to you. With your knowledge of the area you can evaluate their proposal and see if it will result in more production or a more workable system without

causing damage to other areas and if so then have them carry it out. Never take their solutions without first making sure that you can see its workability and if you lack knowledge in the are then get it quickly. Although they are responsible for their

products and solutions you are also taking on that responsibility and to do this you need to have the understanding to back up the proposal for yourself, your goals as an executive and to management. Always have them suggest a solution first even if it is not ultimately the way the problem gets handled. Don’t let them get into the habit of expecting solutions from you.


Because this is still a company that is being established there may be instances where you can see the bigger picture and think a different solution applies or your junior doesn’t have the knowledge or experience to come up with the correct

handling. In these situations, it is important to get as much data and ideas from the junior so that they feel they are part of the solution and then suggest a handling that aligns with the situation they are trying to solve. There is usually a way to merge some of their ideas with yours and this is helpful in making them feel responsibility and ownership in their actions, area, and products. Don’t ever do this to the detriment of the company or product but keep this in mind when handling day to day operations and bugs that come up.


        Maybe one of the hardest things is knowing when to step back and letting a well running machine run. There will be areas under you that you see are becoming more and more self-sustaining and this is a very good thing. Even if there are more improvements to be made, make sure to focus on areas based on statistics, slows, and alerts on production. In my experience this means that my days and weeks vary significantly from one to the next. Always have the ideal scene for each area clear but where you see high quantity and quality products coming out of an area leave it alone and focus on an area where this is lacking. The benefit of being an executive is that you can be the foundational support for those working with the products directly and help give them the tools, resource, Routing forms, policies, personnel, etc. that they need.


        You can evaluate it for yourself but my experience is that there are times when you operate as an EC member in strategic planning and Financial planning where your view is broader and more long term but in the day to day operations you are a product officer and you find where products are low and you get it handled then find the next area where production is slow and handle that and so on. This is not just meant to be an out-point correct mentality because you also have times when you operate more pan-determined but you are also responsible for the more direct week to week and month to month production. This may change in the future when you have all Divisional heads fully established and on post who can take over this more week to week mentality but for now it falls on you.

 

COMPUTER SKILLS REQUIRED: Knowledge of QuickBooks, Microsoft Office and general PC computer knowledge. Able to create and correct formulas in Microsoft Office, specially Excel documents. Can create and operate Google Docs as well as

having experience with Google Drive or One Drive. Able to manage meetings on Zoom and quick duplication of software.


SKILLS REQUIRED: Good problem solving and data evaluation skills. Can keep track of dates and can complete tasks before their due date. Leadership skills are needed as well as the ability to run good control over one’s juniors. Is particular about

completing cycles of action. Good initiative and control over one’s area so that a senior does not feel the need to bypass. Accurate math and accounting skills, good duplications and detail oriented specifically regarding numbers and finances.

Perseverance on a given course and a strong decision to succeed and carry out actions despite any barriers that are presented. 

RESPONSIBILITIES OF THE POSITION:


  • To ensure all juniors have targets they are working on that align with their production and that they get the targets done!
  • To ensure there are working lines and terminals between all 4 Divisions and debug any stops that come up.
  • To ensure your juniors are happy and efficient on their posts with ever increasing stats.
  • Monitors and ensures the company is in compliance with the servicing and marketing agreements and with any legal requirements on Trusts and taxes.
  • To ensure that 100% of investors are receiving their monthly reports and income by the 20th of the month with absolutely no errors and are on track for double digit returns annually.
  • The ability to do all post and functions under you even more proficiently than your juniors.
  • Bypass juniors if needed and get them to handle the dangerous situation to prevent it from reoccurring in the future.

WEEKLY ACTIONS:

  1. You will have a weekly Divisional Meeting with each division under you to go over the previous weeks production, condition and then new weeks targets and quotas. The Div. 4 meeting is on Thursdays at   traditionally. The Div. 3 meeting is on Fridays at 11:15am and the meeting with Div. 5 is after that at 12:00pm.
  2. At the beginning of the week on Thursdays you will also meet with EC at 4:00Pm to do the weekly condition. MAKE SURE TO BE ONTIME!!! In this meeting you will go over the Gross (main) Divisional Stats (GDS) and based on their condition EC determines the condition of the company for the week. Based on the overall condition a full condition formula is written out and you are required to note what targets your area will do as par the formula. Once the condition is done each EC member will give a summary of what they worked on in the week that just ended and what their personal targets and objectives are to improve their areas in the coming week.
  3. On Wednesday, get daily updates of stats to track how on target your juniors are to be upstat. Make sure that their BPs are laid out to get the needed production done between then and Thursday before 2 so that they are upstat and don’t lose control on needed completions. I have a sheet where I keep track of each week’s stats that make up my overall stat and in pencil, I note which ones are predicted to be up/down. I then focus on the ones that are predicted to be down and work with the employee to see what debugs are needed.
  4. If nothing super vital is needed from me on Thursdays I put 99% of my attention into getting all the Divisional stats up and my juniors stats up and help unstick any slows or bugs. 
  5. Write any needed warnings, correction notices, or commends.

DAILY ACTIONS AND QUANTITIES or EXPECTATIONS:


  1. In the morning muster coordinate any meetings you will have for that day with the necessary terminals.
  2. he first thing after muster that I do is check my hangouts and answer any questions.
  3. Check emails and handle anything that comes up
  4. Write a daily BP
  5. Go around and inspect each area under you and apply the policy “INSPECTIOS
  6. BY EXECUTIVES, HOW TO DO THEM”. Keep a lookout for any missing policy or
  7. process that have caused any slows or bad products. If you see any area that
  8. has upsets between juniors or confusion, know that this is the result of
  9. misapplication of policy or no policy in the first place and handle it
  10. appropriately.

 

MONTHLY ACTIONS:

DIV. 3A

  1. At the beginning of every month, preferably on the 1st. You need to verify that the companies Profit & Loss and Balance Sheet are 100% accurate and up to date. Use the Hat write up called “MONTHLY QUICKBOOKS VERIFICATION”.

DIV. 3B

  1. All PI reports must go out by the 20th of the month for the previous month. They can be sent out earlier if they are completed before the 20th but the 20th is the LATEST they can ever be sent out. You must start early in the month and make sure that by the 1st the EasyHomes income has been reconciled by Tim. You also need to make sure that Charlotte has started working on the Monthly Marketing data and that she has completed it and sent it to Juliana in by the first week of the month. You will also need to remind Patrick to start putting in all the notes for the families who did not receive a payment that month and any investor that had negative returns that month, in the collections sheet, and he should complete this in 1-2 days.
  2. Tim will need to complete the collections sheet with the updated sales, fees, etc. for the last month. Go for getting him to complete this in the fist week of the month. Once the collections sheet it completed by Tim and the Marketing report has been sent by Charlotte, Juliana updates all the data into the Power BI reporting software. Tim then knows to do a check to make sure that the correct figures are reporting. If he finds errors, he lets Juliana know and Juliana will see what went wrong in the Power BI software and correct it. If the issue is too complicated, she will ask Austin for help since he was the original creator of the reports in that software.
  3. Once the first check is completed by Tim and it balances out, Tim will update the PIs Power BI related E&H Wallet which show up as the clients account summary in their report. Tim then does a more thorough check if each individual PIs report, looking over each tab. Once he completes this, Juliana will publish the master report into the individual PI reports. At this point Tim will update any date related filters and make sure the data from the Power BI E&H Wallet for the last month is present and that the net income matches the collections sheet.
  4. Once the checks and filter have been completed Tim will email the English report link to each individual PI. Juliana is responsible for sending the Spanish reports. Note that each PI has their own unique link. There are 9 PIs that have requested a printable version of their reports on top of getting the link. Currently Juliana is the one that creates the printable PDF version and then she will send that to Tim who will attach it to the PIs monthly email with his report. There is template that we use each month as a general communication to them in regards to notifying them that their report is ready to view. The emails to the PIs are sent from the reports@equityandhelp.com email and any responses go to Berger, Tim and Juliana. Berger will the primary terminal handling anything that comes up. You can also see a breakdown of each PIs preferences in the google sheet titled “INVESTOR REPORTS DATA” in Div. 3.
  5. Once the reports have been sent Div. 3B will disburse the income as appropriate including sending money to the EasyHomes Taxes & Insurance ESCROW account, sending E&H the fees collected for servicing the Trust and the Loan, as well as any income form E&H owned properties. Div. 3B will also distribute the income for the month to the PIs wither by wires, checks, or leaving it on account based on each PIs preference. You can find the data on their preference in the Matrix under the Investor app in the favorites called “PI Distributions”. Berger is responsible for keeping that Matrix data up to date.
  6. There are two hat write-ups that describe in greater detail the process of reconciling the EasyHomes income, creating the collections sheet, and the final disbursement of that income. These are called “EASYHOMES INCOME MONTHLY DISBURSEMENT HAT WRITE UP FORM” and “EASYHOMES RECONCILIATION HAT WRITE UP FORM”.

DIV 4

  1. You will meet with Juliana and Berger at the beginning of the month and determine which PIs are not on track for double digit returns and together create a plan to fix this. You will need to product officer the steps that fall under Div. 4 as the Divisional head held from above. This may include debugging sales ad investigating why some homes have not sold, doing any needed repairs to sell it faster, offering incentives to the families, or salesperson, etc. 
  2. You will also work with AnneMarie monthly to make sure she has enough money to cover the property insurance bill for the month and any tax bills that will be due. 95% of her money comes from the disbursement that occurs when the PI reports are done so the earlier in the month that they are completed the better. If she needs the money before the reports are done Tim may give her an advance from the funds, she will be receiving resulting in the funds being split into two payments to the EasyHomes Taxes & Insurance ESCROW each month. The future plan in this area is to track exactly how much money each family and PI sends to taxes and insurance per home so that you can see where any missing money should come from. For example, 100 Dean’s tax bill is $1,200 a year and they only sent $50 month. This would make them $600 short but if we are not tracking this then we end up taking someone else’s money or even worse, the company’s money, to cover 100 Dean’s bill.

DIV 5

  1. You should make sure the Dep 13. (Frank) has a line up at the beginning of the month for all the courses he will be issuing in the next 8 weeks. He should have a blueprint for what the next 2-3 courses will look like. You want to make sure the correct estimation of effort is used and that it is real to get them completed in time. There must be at least one course issued each week and until he can successfully create one each week, you may need to bypass and help create courses yourself, but always work towards him taking more and more of the hat himself.
  2. At the beginning of the month meet with Juliana on all the pending external claims and create a lineup on the ones that will be completed that month. You will need to see how you can help as well from your post to get coordination from any needed terminals as well as helping establish any lines or processes that are missing that require going further up the org board than usual.

STATISTICS:

  • SVP OPS PERCENT OF UP STATISTICS: This statistic is made up of 10 sub-stats. The number of those sub-stats that are up divided by the total number of sub-stats is your percentage for that week. The sub-stats are made up of important stats in the Divisions under you. They are as follows:
  • Audit Points: The stat for Div. 3A is called E&H Audit Points and breaks down as follows: 
    1. All incoming money is correctly logged in QuickBooks & moved to the FO #1 account = 1pt. .
    2. All FP distributions are correctly logged in their corresponding QBs S/A and are moved to the appropriate bank account = 1pt.
    3. Up to date statements go out monthly to all persons who owe money to the company =1pt.
    4. . Bills dateline is up to date with all bills owed verified, filed in a folder, and with POs created to pay them with correct due dates. = 1pt (no queried bills must be pending).
    5. Bills paid by dateline and current = 1pt. for dateline at 0, and 1 additional point for every 2 days that dateline is in the future.
    6. Payroll is done accurately and on time = 1pt (-1pt for any payroll that is not submitted by the Wednesday cut off time).
    7. Ambassador commission are paid quickly (in the same week as the sale) and accurately.
    8. All company accounts are reconciled weekly = 1pt. for 4080 & 020 and half a point for all the rest. reversely, if any of the 5 accounts are not reconciled by THU 2 pm the corresponding points taken as a negative. 9
    9. Balance Sheet & P/L are accurate and current weekly = 1 pt. for each.
    10. Routine org supplies inventory are available = 1 pt.
    11. Company material is in good repair = 1pt. for all material being in working order (negative point if any company material is broken or inoperable and not replaced or fixed by week ending).
    12. Company material sign out log is up to date = 1 pt.
    13. There is no pending R/Fs waiting in treasury. =1 pt.
    14. Company records are safely packaged, easily available, and easily auditable (both physical and digital). = 1 pt.
    15. All filing is correct and completed weekly = 1 pt. (There is a negative 1 pt. for any backlogged filing and an additional -1 pt. for every inch beyond the first that is backlogged.
    16. Cash is greater than bills = 1pt. for every $50,000 that is greater than bills.
    17. W-9 on file for all vendors paid $600+ = 1pt. (-1pt. for any paid without it).
  • 2) Bills Dateline:

                The stat for Div. 3A Dep 8 is called Bills Dateline and is counted based on the number of days Equity & Help Inc. is                    past due on its oldest bill.

  • For example, if today is 10/1/2020 and the oldest bill is 9/1/2020 then the bills date line would be (30) since we are past due by 30 days. Another example would be if today was 10/1/2020 and the oldest bill was due in one week on 10/7/2020 then we would not be behind and it would be counted as (-7) because it is an upside-down graph.
  • The range of condition for this stat is that (0) is considered NORMAL and anything in the future of (0) meaning that it is registered as a (-) number is considered AFFLUENCE. Anything below 0 in the (+) range would be down and the condition is determined by the down dip size on the graph between EMERGENCY, DANGER and NON-E.
  • The bills that are taken into account are the bills on the “Bills Dateline” google sheet, the App Sheet’s POs that are pending to be paid logged as “Approved by finance”, “Approved by Div. Head”, and “Sent to Div. Head for Approval”. You just need to count how many days they are past due, keep in mind the Net 14 and Net 30 periods of each.
  • 3) EasyHomes Sales:

                This stat is made up of all the sales that come from EasyHomes Div. 4 Dep 11 and Qual. They operate on a range

where 1 to 2 sales is Normal, 3+ sales is Affluence and 0 sales is Non-E. This is based on the fact that to be viable we currently need at least one sale from each salesperson. If in the future we have a higher number of homes or the sales process is speed up and they average a higher number of sales then you can adjust the condition range.

  • 4) Taxes Dateline:

                The stat for Div. 4 Dep 12B is called Taxes Bills Dateline and is counted based on the number of days Equity & Help 

is past due on its oldest Tax Bill.

  • For example, if today is 10/1/2020 and the oldest bill is 9/1/2020 then the bills date line would be (30) since we are past due by 30 days. Another example would be if today was 10/1/2020 and the oldest bill was due in one week on 10/7/2020 then we would not be behind and it would be counted as (-7) because it is an upside-down graph.
  • The range of condition for this stat is that (0) is considered NORMAL and anything in the future of (0) meaning that it is registered as a (-) number is considered AFFLUENCE. Anything below 0 in the (+) range would be down and the condition is determined by the down dip size on the graph between EMERGENCY, DANGER and NON-E.
  • The bills that are taken into account are the bills on the Div. 4 Master google sheet in the tab “Property taxes left to pay”.
  • NOTE: Keep in mind that there is also a tab in Div. 4 Master called “Properties with no tax bills” and this NEEDS to be zeroed out so that we can count ALL the tax bills for all the properties we manage and thus have accurate reporting and also make sure we don’t lose any properties because we did not pay the taxes. AnneMarie has been working on making the list smaller and smaller but you should also keep attention on it until it is down to zero.
  • 5) Evictions:

                This is one of the stats of Div. 4 Dep 12A and is currently tracked by the EasyHomes Payments & Collections

Director (Patrick) as he is holding the Evictions Manager post from above. The stat is similar to sales where 1 to 2 evictions is Normal, 3+ evictions is Affluence and 0 evictions is Non-E.


This is based on the fact that to be viable we currently need at least one eviction per week and evictions take more than one week to complete, and sometimes months so until the process is speed up it is unlikely that we can increase the # of evictions week after week as a stat is normally counted so I have made it a range stat for now. If in the future we have a higher number of evictions, or the process has speed up and the average is higher, you can adjust the condition range.

  • For example, if today is 10/1/2020 and the oldest bill is 9/1/2020 then the bills date line would be (30) since we are past due by 3
  • 6) Collections:

This is the second stat tracked from Div. 4 Dep 12A. It is reported by the EasyHomes Cashier (Carol). This stat is simple and compares one week’s collections to the next. The condition is determined in the traditional sense and compares the week-ending amount to the previous week.


I have recently started using a special sheet that I give to Carol to track if she is on target to be up or not. You can decide if you want to do this as well or not.

  • 7) Families Current Percent:

To calculate the Families Current % Stat you will need to understand that due to the variable due dates and grace periods this stat cannot be accurately calculated as a weekly stat to be compared the to the exact prior week. To calculate this, you will usually compare the current stat week to the same week in the prior month and if you

have more current this week than last month at the same time then the stat is up.

 

There is a document called “CALCULATING FAMILIES CURRENT % STAT AND QUOTAS” which you should read for a more detailed explanation on how to count this.

  • 8) Courses:

This is a Div. 5 stat for Dep 13. It counts the number of course completions for that week by all staff. Each actual course, that is names as a course, counts as 1 point per employee completion. Policies count as 0.25 points per employee who reads the reference and answers the test question. In the past we have had a test where employees need to fill in all the states of the US and that has counted as one point. Then they needed to put in all the abbreviations.

  • 9) EasyHomes Days on the Market:

This statistic monitors how many days it takes for a home to go from “Set-up for Marketing” to being sold to a family. This is gotten by taking the number of days each home has been on the market for and adding them all up and then dividing that number by the amount of homes (basically getting the average of days on the market). This stat is an upside-down graph and the number should be ever decreasing. There is a sheet in the Div.4 Master google sheet called “Vacants DOM”. In this sheet you will add the homes that are now set up with their set-up date and change the homes that were sold to “0” days on the market and move them down near the other sold homes. I will make a video to show you how I do this.

  • 10) Qual Corrections:

This is the overall Div. 5 Stat. Juliana is the one that reports this stat and it is counted as the number of corrections that are completed for the week to a product. This can include, and is mostly made up of, Qual Alert corrections but it also counts any external Claims that were handled with a completed correction done at the end. Note: if the correction involves a new policy, it must be issued to the necessary employees for it to be counted. It does not need to be completed by them since they will study it during their available study time. For any new R/Fs that are issued they need to be drilled with all the employees on the R/F for it to be counted.

 

VALUABLE FINAL PRODUCT:

ALL KEY LINES OF DELIVERY AND PRODUCTION IN YOUR DIVISIONS ARE STANDARDIZED AND EFFICIENT WITH NO SLOWS OR CAMOUFLAGED HOLES AND ALL TERMINALS ON THE LINES ARE TRAINED WITH FULL DUPLICATION AND APPLICATION RESULTING IN HIGH QUALITY PRODUCTION OF THE VALUABLE FINAL PRODUCT OF THOSE DIVISIONS AND THE COMPANY.

Fast Start Hat written by:


Angelica Gomez

SVP Ops. E&H Inc