--00000000000075561c0623fcd6b0 Content-Type: text/plain; charset="UTF-8" Content-Transfer-Encoding: quoted-printable Hi Tim, Thank you for opening up this forum to discuss these issues. I appreciate the opportunity to share my thoughts. One of the key challenges I=E2=80=99ve noticed is the amount of time spent = on process-driven tasks, particularly managing the CSM within the service level agreement (SLA). These tasks require significant attention and are pulling focus away from our core business objectives. The time dedicated to these operational processes leaves less room for strategic initiatives like local marketing and lead generation, which are critical for driving growth. For example, the current SLA requires a consultation, an introduction visit, a phone call, and another visit=E2=80=94all within seven days. Given= that the CSM only works five days a week, if we have three Starts of Care in that time, we=E2=80=99re looking at 15 follow-ups in just seven days. This = takes away from seeing our existing clients and impacts our ability to manage client care effectively, as every follow-up must be documented in addition to the in-person visits. A potential solution would be to extend the seven-day visit requirement to fourteen days and the thirty-day follow-up to forty-five days, significantly reducing the administrative burden and allowing more focus on delivering high-quality care to our existing client base. If you keep the current process, then I would suggest hiring another CSM to manage the burden of all the SLA requirements. Another area for improvement is our intake process. It=E2=80=99s not drivin= g business like it should because it lacks a local feel or the follow-up takes too long to connect with the prospect. Prospective clients want to speak to someone who understands the local market. Right now, intakes are handled by someone outside our province, which will turn people off if they find out. In Calgary, people want to talk with Calgarians, not someone from eastern Canada with an out-of-province area code phone number. It creates a sense of disconnection and often leads prospects to seek out competitors who feel more local and personal. A similar issue arises with the hiring process. When an applicant clicks on one of our job postings, they are called by someone in Toronto, who then hands them off to another person in Toronto to fill out a 27-page document, followed by a scheduled orientation that could be up to five days away. After that, they=E2=80=99re finally sent to a scheduler. This whole process= can take 7 to 10 working days, which is too slow. Good applicants often leave and join another company that can hire them faster. Streamlining this process is crucial to retaining top talent. As a GM, I need more visibility into our AdWords campaigns, which are crucial for driving direct engagement. Without that insight, it=E2=80=99s d= ifficult to make data-driven decisions that directly impact our business performance, such a