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Contents

  • CEO / Manager

  • CEO

  • Key responsibilities
  • Establish primary goals of the Board -- maintenance of status quo, evaluation and recommendations or take charge through implementation of new game plan. , Meet all first-reports, introduce game plan and initiate implementation of action items on this list. , Have all first-reports complete the Agenda for the Future. , Discuss the dozen biggest problems and opportunities from perspective of all first-reports. , If survival mode is required, cut costs immediately where necessary and prudent and in accordance with the Board's short and intermediate term goals. , Identify and implement top six action items that could measurably increase short term revenues. , In addition to this action list, formulate short-term game plan for company, get board approval and communicate plan to key personnel, suppliers, lenders, etc. , Prioritize top ten action items for the whole company and begin implementation. , Identify top goals for the company for the current month, quarter and year.
  • The Next Steps
  • Report to the Board: the objective status, evaluation, recommended modifications to the short-term game plan and any cash needs. , Pick up sword again, and implement updated and approved game plan.
    • Vice President

    • VP

    • Key responsibilities

    • Personnel Issues
    • Upon arrival, candidly communicate with all company personnel for introduction and conveyance of immediate game plan. , Set up suggestion boxes, and invite anonymous email, to gain insight into less obvious underlying problems. , Review major Human Resource department aspects of company for legal compliance, competitiveness of benefits package, diversity, clarity of policies and potential costs savings. , Evaluate strengths and weaknesses of all first reports. , Develop 30/60/90 day performance plans for all first reports.Provide leadership in and work closely with the President and Vice-Presidents in performing long-term financial planning and analysis aimed at identifying risks, opportunities, and options that will inform strategies to provide resources for attainment of the University mission.
    • General / Administrative
    • Evaluate and control travel, entertainment and all discretionary expenditures and implement new written policies for these issues. , Review facilities and real estate issues, including a review of current lease requirements. , Review all equipment leases for cost cutting / improved technology opportunities. , Create / update business plan for current internal clarity and banking or capital formation needs.
    • Liabilities / Risks
    • Deal with the six largest crises within the first three weeks. , Review banking and debt obligations for next 90, 180 and 365 day periods and ensure no technical or major defaults, if possible. If in default, develop game plan and/or negotiate workout. , Determine which critical suppliers have suspended support due to lack of payment, or other problems. , Identify and take steps to immediately defuse all visible, or suspected, ticking time bombs.
    • Toy Product lines / Marketing / Sales / Distribution
    • Analyze Toy product delivery schedules and takes steps to improve meeting commitment dates. , Evaluate product development timetables, budget forecasts and quality of project management systems, procedures and controls. , Evaluate sales, marketing, distribution, forecasts and trend lines for improvement opportunities in all areas, so as to generate more cash in the short-term. , Identify both the best customers and the most unhappy customers, as well as the company's image in the marketplace. , Complete competitive analysis for each product line. , Evaluate pricing models for each product line and adjust accordingly. , Identify product line strengths and weaknesses and develop short-term action plan to solve the most glaring problems. , Identify potential products -- 6, 12 and 24 months into the future -- and their possible impact on revenue and expenses.

    • CFO / Vice President

    • CFO/VP/SALES

    • Key responsibilities
    • Financial Issues
    • Within the first week, get current detailed financial statements, itemized payroll, payables and receivables list. , Review budgets of all departments or divisions for reasonableness of assumptions, quality of projections and relevancy in light of recent corporate changes and goals. , Evaluate obvious, and not so obvious, problems and strengths revealed by the financial statements. , Do realistic cash forecast for the next 90 and 180 day periods. , Evaluate asset utilization and re-deploy if appropriate and prudent in the short term.
    • Regulatory / Legal / Litigation
    • Ensure all payroll taxes are paid and properly reported. , Determine what, if any, problems exist with the IRS and state agencies. , Ensure the company is in compliance with all required regulatory and licensing agencies, etc. and if not, take action to resolve these issues. , Identity all outstanding legal issues and litigation risks along with probable, and possible, associated costs. , Ensure no securities law violations have occurred -- and if they have, take immediate steps to remedy them, or mitigate their impact. , Ensure any patents, trade secrets, trademarks and copyrights are properly filed and appropriate protections are in place.

    Department Job openings

    Engineering
    Operations & IT
    Partner Services & Operations
    Product Development
    Advertising Sales
    Advertising Operations
    Billing and Payments
    Enterprise
    Search Services/Syndication
    Corporate Communications
    Marketing
    Finance
    Facilities
    Legal
    Business/Corporate Development
    Strategy and Business Operations
    Human Resources
    Administrative

    Direct Reports



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