MIT - Most Important Thing:

The Managing Director’s responsibility is to build a successful team through both client/employee retention and growth while maintaining an appropriate gross profit margin. The MD is to show leadership throughout the team and support the team and its clients.

KPI’s - Key Performance Indicator:

• Employee Retention of 85% (or greater) on an annual basis
• Client Retention of 85% (or greater) on an annual basis
• Overall, Team Gross Profit of 45% or greater
• Track Team attendance, Time Entry and 15Five Submittal % on time
• Credit Memo Management - under 4%
• 20% annual growth year-over-year revenue

Job Descriptions by Outcome:

Communication

• Be the Bridge between the Executive Team and your Team through Communication and Initiatives
  • Attend Weekly MD Meetings
  • Lead Weekly Team Meetings
  • Reoccurring Touchbase with CFOs and Controllers
  • Lead Weekly Staffing Meetings with Noelle
• Client check-ins through implementations to gather insight of client experience with TGG. Some questions that should be asked are: What are we doing right? What areas can we improve on?
  • Review Weekly Updates through implementation
  • 30-day check-in
  • 90-day check-in
  • 180-day check-in
  • Continual relationship building with clients as another trusted advisory at TGG
• Serve as Direct Manager to CFOs to hold them accountable for client satisfaction and Controllers accountable for team management.
  • All CFOs should report to the Managing Director
  • Weekly check-ins
  • Quarterly reviews
• Reoccurring Touchbase with Department Heads within TGG
  • Update on client and team needs
  • Develop and maintain company initiatives

Management

• Client Retention of 85% (or greater) on an annual basis
  • Pulse checks
    • Client Leads check-ins
    • Quarterly Client check-ins
  • Maintaining Team GP
    • By Track and Analyzing:
      • Credit Memos
      • Utilization
      • Revenue Retention
      • Bill Rates
      • Cost
    • See KPI section for further detail.
  • Forecasting Team Goals
    • Client Retention and Growth
    • Employee Retention and Growth
    • Revenue Retention
      • Review team project plans. Analyze and Compare Projected vs. Actual
    • MD Review and Signoff of Implementation Trackers
    • Average bill rate across the entire team
      • Review monthly and quarterly team rates on clients in Staffing calls
    • Provide team with staffing options for new clients
      • Determine best-suited teams for client
      • Base options on projected hours in IRIS
      • Make suggestions for best-suited team members who work well with each other
    • Employee Retention of 85% (or greater) on an annual basis
      • 15Five Reviews
        • If anyone is a “3” and under, check with their Direct Managers to see why and if you can be of assistance
        • If someone is at a “9” or “10” on their Workload rate, first check their utilization in the Staffing section of IRIS to look at their trailing billable hours and Total hours to gather the data before reaching out to them. Once you do determine if the Workload is consistent on whether they need to push work down or get removed from a client or project
      • Track high and low performers
      • Review and Approve Promotions
      • Encourage CFOs and Controllers to manage their branches through
        • Setting positive examples
        • Leadership on engagements, the Team, and the Company
        • Review budget vs. actual on engagements weekly
      • Control Team Expenses and Reimbursements
        • Review Employee Reimbursements related to clients
        • Manage and Approve SPOT bonuses
        • Manage Team Culture Events
          • All team culture events should be approved by the COO and HR
        • Hiring Management and Onboarding
          • See through onboarding of new hires
          • Technical needs are met through their Direct Managers
        • See through Performance Improvement Plans (PIP)
          • Review draft of PIP before it is sent to the employee
          • Attend weekly progress reviews
          • Attend final review
          • See through termination with HR
          • Review exit interview
          • Notify the rest of the team when it is appropriate. Terminations are very sensitive and require discretion, but if it interferes with finishing a project for a client notify the team as soon as you can.
        • Monitor Client Growth Rate
          • Notify COO/Sales of team utilization and size need of new clients, by reviewing project plans and forecasted hours

Daily

GP and Revenue Retention

• Track missed submissions
  • Missed time entry
  • Team attendance in company required meetings
• Review Revenue
  • Check IRIS email and MD Tools in IRIS
  • Pull reports in Bizinta for further detail on billable vs. admin hours

Weekly

Employee Retention

• Track missed submissions
  • 15Five
• Review Team 15Five Pulse and Workload
• Manage Team TGGU Attendance
• Weekly Check-ins with CFOs
• Attend Weekly Staffing Meetings
• Host Team Meetings
  • Provide team with insight on team goals, initiatives, and areas to improve

GP Retention

• Send Weekly Updates to team Controllers and CFOs
• Review team utilization
  • Look for opportunities to move team members
  • Reach out to team members or Direct Managers on why over/under utilization
• Attend MD Weekly Meetings
  • Provide OKR updates
• Weekly check-ins with Admin
  • Focus on company initiatives
  • Provide admin with team feedback, when necessary

Monthly

GP Retention

• Review GP reports
• Review Team’s company scorecards
• Target 45%
• Review team monthly project plans
  • Compare project plans to team cost

Employee Retention

• Review and approve team bonuses
• Assist TGGU with team facilitators for trainings
• Track annual budget

Quarterly

Employee Retention

• Track missed entries
  • Quarterly reviews

GP Retention

• Review Team bill rates with Controllers and CFOs
• Provide Executive Team with quarterly updates and future goals

Annually

GP Retention

• Provide COO with Annual Budget