Another Assignment - Operations Management
Instructions are attached. There is an OPEX tab in this model. Look on Column A of the and fix all of the highlighted items in RED. If it says contractors (or employees?) – Leave it alone If it says “consider” – go ahead and do what it says to consider. Delete the “TRAVEL and MEALS” entry just above TOTAL TRAVEL AND MEALS Under Salaries, move all salaries to the appropriate department. Pretty much this is a total clean-up of Clean A. Make sure everything flows well. Open Items Sales Funnel Need to add input cells for starting marketing budgets in cells C6 and D6 DASHBOARD IDEAS Sales Funnel Need to add efficiency rates when building out future years Marketing Metrics Sales Funnel Need to include timing for each stage of funnel (prospect - 90 days, MQL - 60 days, SQL - 14 days, Opportunity 30 days) Cost per Visit Sales Funnel What are assumptions regarding Early Renewals and Normal Renewals? Cost per SL Sales Funnel/Sales Goals Consider connecting these two tabs Cost per MQL Revenue Need Renewal Revenue - what are assumptions RE: churn by market and segment (currently 90\% for all on Customer Count tab) Cost per opportunity (CAC?) OpEx Address notes throughout Sales Metrics Will CS Reps be contractor or employees? # SQL Will R&D labor be contractor or employees? # Opportunities Should track taxes, benefits and other fringe benefits for each employee type within that area of P&L ARR Other Service income not factored in Pipeline Revenue How to model discounts? Booked (New) Revenue Do we need a 3-year or 5-year model? # Closed Deals Expectations for full balance sheet and traditional cash flow statement # Renewals Inputs Tab Add inputs tab when nearly complete for easy updating Renewal Rate Renewal Revenue Customer Info # Total Closed Deals + Renewals # Cumulative Active Customers Operating Sales Growth Customer Support as \% of Revenue Gross Margin Sales & Marketing as \% of Revenue Operating Expeses as \% of Revenue EBITDA EBITDA Growth Rate Inputs Sales Funnel 7/1/21 8/1/21 9/1/21 10/1/21 11/1/21 12/1/21 1/1/22 2/1/22 3/1/22 4/1/22 5/1/22 6/1/22 7/1/22 8/1/22 9/1/22 10/1/22 11/1/22 12/1/22 1/1/23 2/1/23 3/1/23 4/1/23 5/1/23 6/1/23 7/1/23 8/1/23 9/1/23 10/1/23 11/1/23 12/1/23 1/1/24 2/1/24 3/1/24 4/1/24 5/1/24 6/1/24 Total TARGET Marketing YoY Growth 20.0\% 1.67\% 1.67\% 1.67\% 1.67\% 1.67\% 1.67\% 1.67\% 1.67\% 1.67\% 1.67\% 1.67\% 1.67\% 20\% Marketing Costs $2,388,621 $11,043 $198,727 $202,039 $205,406 $208,830 $212,310 $215,849 $219,446 $223,104 $226,822 $230,603 $234,446 $2,388,626 Cost per Visit $0.21 $0.21 $0.21 $0.21 $0.21 $0.21 $0.21 $0.21 $0.21 $0.21 $0.21 $0.21 $0.21 $0.21 Cost per SL $4.26 $4.26 $4.26 $4.26 $4.26 $4.26 $4.26 $4.26 $4.26 $4.26 $4.26 $4.26 $4.26 $4.26 Cost per prospect $14.19 $14.19 $14.19 $14.19 $14.19 $14.19 $14.19 $14.19 $14.19 $14.19 $14.19 $14.19 $14.19 $14.19 Cost per MQL $94.59 $94.38 $94.59 $94.59 $94.57 $94.58 $94.57 $94.59 $94.59 $94.58 $94.59 $94.59 $94.57 $94.58 Cost per opportunity $1,910.90 $1,840.50 $4,731.60 $2,590.25 $4,890.63 $4,972.14 $5,055.01 $1,713.09 $1,741.64 $1,770.67 $1,085.27 $1,103.36 $1,121.75 $1,900.26 Anonymous Visitor 51,887 933,753 949,316 965,138 981,223 997,577 1,014,203 1,031,107 1,048,292 1,065,763 1,083,526 1,101,585 11,223,370 Filter Noise 5.0\% 5.0\% 5.0\% 5.0\% 5.0\% 5.0\% 5.0\% 5.0\% 5.0\% 5.0\% 5.0\% 5.0\% 5.0\% Simple Lead 2,594 46,688 47,466 48,257 49,061 49,879 50,710 51,555 52,415 53,288 54,176 55,079 561,168 Qualifying Lead Rate 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% Prospect Goal 778 14,006 14,240 14,477 14,718 14,964 15,213 15,467 15,725 15,986 16,253 16,524 168,351 Prospect Conversion Rate 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% MQL Goal 117 2,101 2,136 2,172 2,208 2,245 2,282 2,320 2,359 2,398 2,438 2,479 25,255 MQL Conversion Rate 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% SQL Goal 18 315 320 326 331 337 342 348 354 360 366 372 3,789 SQL Conversion YR1 Ramp-Up 10.0\% 10.0\% 30.0\% 50.0\% SQL Conversion Rate 33.0\% 33.0\% 13.3\% 33.0\% 33.0\% 33.0\% 33.0\% 33.0\% 33.0\% 33.0\% 33.0\% 33.0\% 33.0\% Opportunity Goal 6 42 78 42 42 42 126 126 126 209 209 209 1,257 Opportunity Close Rate 16.4\% 16.4\% 16.4\% 16.4\% 16.4\% 16.4\% 16.4\% 16.4\% 16.4\% 16.4\% 16.4\% 16.4\% 16.4\% Closed-Won 1 7 13 7 7 7 21 21 21 34 34 34 207 SDR efficiency YoY Opportunities per SDR 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 Sales Reps Needed 1 2 4 2 2 2 6 6 6 9 9 9 58 Contract Count RENEWAL RATE 90\% 90\% 90\% 90\% 7/1/21 8/1/21 9/1/21 10/1/21 11/1/21 12/1/21 1/1/22 2/1/22 3/1/22 4/1/22 5/1/22 6/1/22 7/1/22 8/1/22 9/1/22 10/1/22 11/1/22 12/1/22 1/1/23 2/1/23 3/1/23 4/1/23 5/1/23 6/1/23 7/1/23 8/1/23 9/1/23 10/1/23 11/1/23 12/1/23 1/1/24 2/1/24 3/1/24 4/1/24 5/1/24 6/1/24 7/1/24 8/1/24 9/1/24 10/1/24 11/1/24 12/1/24 1/1/25 2/1/25 3/1/25 4/1/25 5/1/25 6/1/25 7/1/25 8/1/25 9/1/25 10/1/25 11/1/25 12/1/25 1/1/26 2/1/26 3/1/26 4/1/26 5/1/26 6/1/26 7/1/21 1 1 0 0 0 0 8/1/21 7 7 6 5 4 3 9/1/21 13 13 11 9 8 7 10/1/21 7 7 6 5 4 3 11/1/21 7 7 6 5 4 3 12/1/21 7 7 6 5 4 3 1/1/22 21 21 18 16 14 12 2/1/22 21 21 18 16 14 12 3/1/22 21 21 18 16 14 12 4/1/22 34 34 30 27 24 21 5/1/22 34 34 30 27 24 21 6/1/22 34 34 30 27 24 21 7/1/22 35 35 31 27 24 21 8/1/22 36 36 32 28 25 9/1/22 37 37 33 29 26 10/1/22 38 38 34 30 27 11/1/22 39 39 35 31 27 12/1/22 40 40 36 32 28 1/1/23 41 41 36 32 28 2/1/23 42 42 37 33 29 3/1/23 43 43 38 34 30 4/1/23 44 44 39 35 31 5/1/23 45 45 40 36 32 6/1/23 46 46 41 36 32 7/1/23 47 47 42 37 8/1/23 48 48 43 38 9/1/23 49 49 44 39 10/1/23 50 50 45 40 11/1/23 51 51 45 40 12/1/23 52 52 46 41 1/1/24 53 53 47 42 2/1/24 54 54 48 43 3/1/24 55 55 49 44 4/1/24 56 56 50 45 5/1/24 57 57 51 45 6/1/24 58 58 52 46 7/1/24 59 59 53 8/1/24 60 60 54 9/1/24 61 61 54 10/1/24 62 62 55 11/1/24 63 63 56 12/1/24 64 64 57 1/1/25 65 65 58 2/1/25 66 66 59 3/1/25 67 67 60 4/1/25 68 68 61 5/1/25 69 69 62 6/1/25 70 70 63 7/1/25 71 71 8/1/25 72 72 9/1/25 73 73 10/1/25 74 74 11/1/25 75 75 12/1/25 76 76 1/1/26 77 77 2/1/26 78 78 3/1/26 79 79 4/1/26 80 80 5/1/26 81 81 6/1/26 82 82 New 1 7 13 7 7 7 21 21 21 34 34 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 3,015 Renewal 0 0 0 0 0 0 0 0 0 0 0 0 0 6 11 6 6 6 18 18 18 30 30 30 31 37 42 39 40 41 52 53 54 66 67 68 69 75 81 79 80 82 93 95 97 109 111 112 114 120 126 125 126 129 140 143 146 158 160 162 3,501 Total Adds 1 7 13 7 7 7 21 21 21 34 34 34 35 42 48 44 45 46 59 60 61 74 75 76 78 85 91 89 91 93 105 107 109 122 124 126 128 135 142 141 143 146 158 161 164 177 180 182 185 192 199 199 201 205 217 221 225 238 241 244 6,516 Cumulative 1 8 21 28 35 42 63 84 105 139 173 207 242 284 332 376 421 467 526 586 647 721 796 872 950 1,035 1,126 1,215 1,306 1,399 1,504 1,611 1,720 1,842 1,966 2,092 2,220 2,355 2,497 2,638 2,781 2,927 3,085 3,246 3,410 3,587 3,767 3,949 4,134 4,326 4,525 4,724 4,925 5,130 5,347 5,568 5,793 6,031 6,272 6,516 Churn (1) (1) (2) (1) (1) (1) (3) (3) (3) (4) (4) (4) (4) (5) (6) (5) (5) (5) (7) (7) (7) (8) (8) (8) (9) (10) (10) (10) (11) (11) (12) (12) (12) (13) (13) (14) (14) (15) (16) (16) (17) (17) (18) (18) (18) (19) (20) (20) Cumulative (1) (2) (4) (5) (6) (7) (10) (13) (16) (20) (24) (28) (32) (37) (43) (48) (53) (58) (65) (72) (79) (87) (95) (103) (112) (122) (132) (142) (153) (164) (176) (188) (200) (213) (226) (240) (254) (269) (285) (301) (318) (335) (353) (371) (389) (408) (428) (448) CS efficienccy YoY Customers per CS Rep 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 CS Reps Needed 1 1 1 1 1 2 2 3 3 4 5 6 7 8 9 10 11 12 14 15 17 19 20 22 24 26 29 31 33 35 38 41 43 47 50 53 56 59 63 66 70 74 78 82 86 90 95 99 104 109 114 119 124 129 134 140 145 151 157 163 Probably 2 customers per contract check total 207 486 630 774 918 3,015 check total 0 179 590 1,083 1,649 3,501 6,516 Revenue Jul-2021 Aug-2021 Sep-2021 Oct-2021 Nov-2021 Dec-2021 Jan-2022 Feb-2022 Mar-2022 Apr-2022 May-2022 Jun-2022 Total New Revenue School $17,500 $17,500 $17,500 $17,500 $17,500 $17,500 $17,500 $17,500 $17,500 $17,500 $17,500 $17,500 IL 0 35,000 70,000 35,000 35,000 35,000 122,500 122,500 122,500 192,500 192,500 192,500 1,155,000 NY 0 0 17,500 0 0 0 35,000 35,000 35,000 70,000 70,000 70,000 332,500 DC 0 0 0 0 0 0 17,500 17,500 17,500 35,000 35,000 35,000 157,500 MO 0 35,000 52,500 35,000 35,000 35,000 52,500 52,500 52,500 70,000 70,000 70,000 560,000 Total 0 70,000 140,000 70,000 70,000 70,000 227,500 227,500 227,500 367,500 367,500 367,500 2,205,000 Non-profit $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 IL 0 0 25,000 0 0 0 50,000 50,000 50,000 100,000 100,000 100,000 475,000 NY 0 0 0 0 0 0 0 0 0 0 0 0 0 DC 0 0 0 0 0 0 25,000 25,000 25,000 50,000 50,000 50,000 225,000 MO 0 25,000 50,000 25,000 25,000 25,000 50,000 50,000 50,000 50,000 50,000 50,000 450,000 Total 0 25,000 75,000 25,000 25,000 25,000 125,000 125,000 125,000 200,000 200,000 200,000 1,150,000 Small Network/District $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 IL 0 0 0 0 0 0 60,000 60,000 60,000 120,000 120,000 120,000 540,000 NY 0 0 0 0 0 0 0 0 0 0 0 0 0 DC 0 0 0 0 0 0 0 0 0 0 0 0 0 MO 60,000 120,000 120,000 120,000 120,000 120,000 120,000 120,000 120,000 180,000 180,000 180,000 1,560,000 Total 60,000 120,000 120,000 120,000 120,000 120,000 180,000 180,000 180,000 300,000 300,000 300,000 2,100,000 Total New Revenue 60,000 215,000 335,000 215,000 215,000 215,000 532,500 532,500 532,500 867,500 867,500 867,500 5,455,000 Renewal Revenue School $17,500 $17,500 $17,500 $17,500 $17,500 $17,500 $17,500 $17,500 $17,500 $17,500 $17,500 $17,500 IL 0 NY 0 DC 0 MO 0 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 Non-profit $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 IL 0 NY 0 DC 0 MO 0 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 Small Network/District $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 IL 0 NY 0 DC 0 MO 0 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Renewal Revenue 0 0 0 0 0 0 0 0 0 0 0 0 0 New Revenue School 63.3\% 63.3\% 63.3\% 63.3\% 63.3\% 63.3\% 63.3\% 63.3\% 63.3\% 63.3\% 63.3\% 63.3\% 63.3\% IL 55.0\% 55.0\% 55.0\% 55.0\% 55.0\% 55.0\% 55.0\% 55.0\% 55.0\% 55.0\% 55.0\% 55.0\% 55.0\% NY/NJ/CT 20.0\% 20.0\% 20.0\% 20.0\% 20.0\% 20.0\% 20.0\% 20.0\% 20.0\% 20.0\% 20.0\% 20.0\% 20.0\% DC/VA/MD 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% MO 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% Nonprofit 24.1\% 24.1\% 24.1\% 24.1\% 24.1\% 24.1\% 24.1\% 24.1\% 24.1\% 24.1\% 24.1\% 24.1\% 24.1\% IL 50.0\% 50.0\% 50.0\% 50.0\% 50.0\% 50.0\% 50.0\% 50.0\% 50.0\% 50.0\% 50.0\% 50.0\% 50.0\% NY/NJ/CT 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% DC/VA/MD 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% MO 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% Small Network/District 12.6\% 12.6\% 12.6\% 12.6\% 12.6\% 12.6\% 12.6\% 12.6\% 12.6\% 12.6\% 12.6\% 12.6\% 12.6\% IL 40.0\% 40.0\% 40.0\% 40.0\% 40.0\% 40.0\% 40.0\% 40.0\% 40.0\% 40.0\% 40.0\% 40.0\% 40.0\% NY/NJ/CT 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% DC/VA/MD 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% MO 35.0\% 35.0\% 35.0\% 35.0\% 35.0\% 35.0\% 35.0\% 35.0\% 35.0\% 35.0\% 35.0\% 35.0\% 35.0\% School - 0 4 8 4 4 4 13 13 13 21 21 21 126 IL - 0 2 4 2 2 2 7 7 7 11 11 11 66 NY/NJ/CT - 0 - 0 1 - 0 - 0 - 0 2 2 2 4 4 4 19 DC/VA/MD - 0 - 0 - 0 - 0 - 0 - 0 1 1 1 2 2 2 9 MO - 0 2 3 2 2 2 3 3 3 4 4 4 32 Nonprofit - 0 1 3 1 1 1 5 5 5 8 8 8 46 IL - 0 - 0 1 - 0 - 0 - 0 2 2 2 4 4 4 19 NY/NJ/CT - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 DC/VA/MD - 0 - 0 - 0 - 0 - 0 - 0 1 1 1 2 2 2 9 MO - 0 1 2 1 1 1 2 2 2 2 2 2 18 Small Network/District 1 2 2 2 2 2 3 3 3 5 5 5 35 IL - 0 - 0 - 0 - 0 - 0 - 0 1 1 1 2 2 2 9 NY/NJ/CT - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 DC/VA/MD - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 MO 1 2 2 2 2 2 2 2 2 3 3 3 26 Renewals by Market School 63.3\% 63.3\% 63.3\% 63.3\% 63.3\% 63.3\% 63.3\% 63.3\% 63.3\% 63.3\% 63.3\% 63.3\% 63.3\% IL 55.0\% 55.0\% 55.0\% 55.0\% 55.0\% 55.0\% 55.0\% 55.0\% 55.0\% 55.0\% 55.0\% 55.0\% 55.0\% NY/NJ/CT 20.0\% 20.0\% 20.0\% 20.0\% 20.0\% 20.0\% 20.0\% 20.0\% 20.0\% 20.0\% 20.0\% 20.0\% 20.0\% DC/VA/MD 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% MO 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% Nonprofit 24.1\% 24.1\% 24.1\% 24.1\% 24.1\% 24.1\% 24.1\% 24.1\% 24.1\% 24.1\% 24.1\% 24.1\% 24.1\% IL 50.0\% 50.0\% 50.0\% 50.0\% 50.0\% 50.0\% 50.0\% 50.0\% 50.0\% 50.0\% 50.0\% 50.0\% 50.0\% NY/NJ/CT 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% DC/VA/MD 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% 30.0\% MO 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% Small Network/District 12.6\% 12.6\% 12.6\% 12.6\% 12.6\% 12.6\% 12.6\% 12.6\% 12.6\% 12.6\% 12.6\% 12.6\% 12.6\% IL 40.0\% 40.0\% 40.0\% 40.0\% 40.0\% 40.0\% 40.0\% 40.0\% 40.0\% 40.0\% 40.0\% 40.0\% 40.0\% NY/NJ/CT 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% 10.0\% DC/VA/MD 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% 15.0\% MO 35.0\% 35.0\% 35.0\% 35.0\% 35.0\% 35.0\% 35.0\% 35.0\% 35.0\% 35.0\% 35.0\% 35.0\% 35.0\% School - 0 4 8 4 4 4 13 13 13 21 21 21 126 IL - 0 2 4 2 2 2 7 7 7 11 11 11 66 NY/NJ/CT - 0 - 0 1 - 0 - 0 - 0 2 2 2 4 4 4 19 DC/VA/MD - 0 - 0 - 0 - 0 - 0 - 0 1 1 1 2 2 2 9 MO - 0 2 3 2 2 2 3 3 3 4 4 4 32 Nonprofit - 0 1 3 1 1 1 5 5 5 8 8 8 46 IL - 0 - 0 1 - 0 - 0 - 0 2 2 2 4 4 4 19 NY/NJ/CT - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 DC/VA/MD - 0 - 0 - 0 - 0 - 0 - 0 1 1 1 2 2 2 9 MO - 0 1 2 1 1 1 2 2 2 2 2 2 18 Small Network/District 1 2 2 2 2 2 3 3 3 5 5 5 35 IL - 0 - 0 - 0 - 0 - 0 - 0 1 1 1 2 2 2 9 NY/NJ/CT - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 DC/VA/MD - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 - 0 MO 1 2 2 2 2 2 2 2 2 3 3 3 26 Personnel FTEs 7/1/21 8/1/21 9/1/21 10/1/21 11/1/21 12/1/21 1/1/22 2/1/22 3/1/22 4/1/22 5/1/22 6/1/22 Total Function Position Start Date Customer Support CS Reps 1 1 1 1 1 2 2 3 3 4 5 6 30 Platform Support Engineer Full Stack Engineer? (should this be in G&A as leadership?) 1 1 1 1 1 1 1 1 1 1 1 1 12 Platform Support Engineer TBD 1 1 1 1 1 1 1 1 1 1 1 1 12 Platform Support Engineer TBD 1 1 1 1 1 1 1 1 1 1 1 1 12 Marketing Marketing Manager 1 1 1 1 1 1 1 1 1 1 1 1 12 Marketing TBD 1 1 1 1 1 1 1 1 1 1 1 1 12 Marketing TBD 1 1 1 1 1 1 1 1 1 1 1 1 12 Sales Sales Reps 1 2 4 2 2 2 6 6 6 9 9 9 58 R&D Engineer Designer 1 1 1 1 1 1 1 1 1 1 1 1 12 R&D Engineer Front End 1 1 1 1 1 1 1 1 1 1 1 1 12 R&D Engineer Back End 1 1 1 1 1 1 1 1 1 1 1 1 12 G&A CEO 1 1 1 1 1 1 1 1 1 1 1 1 12 G&A CGO 1 1 1 1 1 1 1 1 1 1 1 1 12 G&A President 1 1 1 1 1 1 1 1 1 1 1 1 12 G&A Chief of Staff 1 1 1 1 1 1 1 1 1 1 1 1 12 G&A Community Manager 1 1 1 1 1 1 1 1 1 1 1 1 12 Salaries & Wages Function Position Start Date Base Salary Inflator Jul-21 Aug-21 Sep-21 Oct-21 Nov-21 Dec-21 Jan-22 Feb-22 Mar-22 Apr-22 May-22 Jun-22 Total Customer Support CS Reps $70,000.00 3\% $5,833.33 $5,833.33 $5,833.33 $5,833.33 $5,833.33 $11,666.67 $11,666.67 $17,500.00 $17,500.00 $23,333.33 $29,166.67 $35,000.00 $175,000.00 Platform Support Engineer Full Stack Engineer? (should this be in G&A as leadership?) $67,500.00 3\% $5,625.00 $5,625.00 $5,625.00 $5,625.00 $5,625.00 $5,625.00 $5,625.00 $5,625.00 $5,625.00 $5,625.00 $5,625.00 $5,625.00 $67,500.00 Platform Support Engineer TBD 3\% $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Platform Support Engineer TBD 3\% $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Marketing Marketing Manager $85,000.00 3\% $7,083.33 $7,083.33 $7,083.33 $7,083.33 $7,083.33 $7,083.33 $7,083.33 $7,083.33 $7,083.33 $7,083.33 $7,083.33 $7,083.33 $85,000.00 Marketing TBD 3\% $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Marketing TBD 3\% $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Sales Sales Reps $70,000.00 3\% $5,833.33 $11,666.67 $23,333.33 $11,666.67 $11,666.67 $11,666.67 $35,000.00 $35,000.00 $35,000.00 $52,500.00 $52,500.00 $52,500.00 $338,333.33 R&D Engineer Designer 3\% $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 R&D Engineer Front End 3\% $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 R&D Engineer Back End 3\% $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 G&A CEO $120,000.00 3\% $10,000.00 $10,000.00 $10,000.00 $10,000.00 $10,000.00 $10,000.00 $10,000.00 $10,000.00 $10,000.00 $10,000.00 $10,000.00 $10,000.00 $120,000.00 G&A CGO $110,000.00 3\% $9,166.67 $9,166.67 $9,166.67 $9,166.67 $9,166.67 $9,166.67 $9,166.67 $9,166.67 $9,166.67 $9,166.67 $9,166.67 $9,166.67 $110,000.00 G&A President $100,000.00 3\% $8,333.33 $8,333.33 $8,333.33 $8,333.33 $8,333.33 $8,333.33 $8,333.33 $8,333.33 $8,333.33 $8,333.33 $8,333.33 $8,333.33 $100,000.00 G&A Chief of Staff $80,000.00 3\% $6,666.67 $6,666.67 $6,666.67 $6,666.67 $6,666.67 $6,666.67 $6,666.67 $6,666.67 $6,666.67 $6,666.67 $6,666.67 $6,666.67 $80,000.00 G&A Community Manager $70,000.00 3\% $5,833.33 $5,833.33 $5,833.33 $5,833.33 $5,833.33 $5,833.33 $5,833.33 $5,833.33 $5,833.33 $5,833.33 $5,833.33 $5,833.33 $70,000.00 Employee Position Headcount Admin 0 0 0 0 0 0 0 0 Executive 0 0 0 0 0 0 0 0 Sales 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total FTEs 0 0 0 0 0 0 0 0 OpEx Fixed or Variable Driver Frequency/ Assumptions/ Multiplier YoY Growth/ Inflator Jul-2021 Aug-2021 Sep-2021 Oct-2021 Nov-2021 Dec-2021 Jan-2022 Feb-2022 Mar-2022 Apr-2022 May-2022 Jun-2022 Total Cost of Goods Sold Customer Support (After Sale) - MOVE TO Cost of Services Labor Contractors (or employees?) fixed 0 Employees variable from FTE tab n/a n/a Team Building & Training per CS Rep $500 annually 0\% 0 Total Labor 0 0 0 0 0 0 0 0 0 0 0 0 0 Events Rewards Travel, M&E Software Subscriptions Total Customer Support (After Sale) 0 0 0 0 0 0 0 0 0 0 0 0 0 Research & Development (COGS) (consider renaming Other Costs of Services) Data Infrastructure Base variable per customer users Nancy McCullough: Nancy McCullough: $280 in Q4 2021 Budget Planning monthly 3\% 0 Data Infrastructure Incremental fixed $115 Nancy McCullough: Nancy McCullough: $304 in Q4 2021 Budget Planning monthly 3\% 0 Labor Contractors (or employees?) fixed 0 Employees variable from FTE tab n/a n/a Total Labor 0 0 0 0 0 0 0 0 0 0 0 0 0 Software fixed $100 monthly 3\% 0 Total Research & Development (COGS) 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Cost of Goods Sold 0 0 0 0 0 0 0 0 0 0 0 0 0 Expenses Digital Sales & Marketing Marketing Expenses (this needs to tie to marketing budget on Sales Funnel tab - other accounts needed as shown in Marketing Goal Projection model?) Contractors (or employees?) deals? $1,500 monthly 3\% conference & ads 0 Employees Operating email campaign email campaign Design/Content Creation $1,000 monthly webinar hosting 0 Facebook Spend (consider combining to one account social media) sales funnel (plug?) from Sales Funnel Tab n/a n/a private events 0 LinkedIn Spend (consider combining to one account social media) etc. 0 Software fixed $865 monthly 3\% 0 Twitter Spend (consider combining to one account social media) 0 Website $179 monthly 3\% 0 Total Operating 0 0 0 0 0 0 0 0 0 0 0 0 0 Travel & Meals per FTE $2,000 annually 3\% 0 Total Marketing Expenses 0 0 0 0 0 0 0 0 0 0 0 0 0 Sales Expenses Labor Contractors (or employees?) MQLs from FTE tab n/a n/a 0 Employees Team Building & Training per FTE $2,000 annually 3\% 0 Total Labor 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Sales Expenses 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Digital Sales & Marketing 0 0 0 0 0 0 0 0 0 0 0 0 0 Direct Sales & Marketing (collapse w/ digital) Marketing Expenses Operating Collateral (Banners, Pens, Swag) fixed monthly 3\% 0 Event Sponsorship fixed monthly 3\% 0 Market Research fixed monthly 3\% 0 Partnerships/Dues/Subscriptions fixed monthly 3\% 0 Software fixed $210 monthly 3\% 0 Total Operating 0 0 0 0 0 0 0 0 0 0 0 0 0 Travel & Meals per FTE monthly 3\% 0 Total Marketing Expenses 0 0 0 0 0 0 0 0 0 0 0 0 0 Sales Expenses Labor Contractors SQLs from FTE tab n/a n/a 0 Team Building & Training per FTE $2,000 annually 3\% 0 Total Labor 0 0 0 0 0 0 0 0 0 0 0 0 0 Operating Software fixed $210 monthly 3\% 0 Total Operating 0 0 0 0 0 0 0 0 0 0 0 0 0 Travel & Meals (no need for detail in model) Air Travel Hotel Incidentals Internet Meals Transportation (Land) Travel Meals Total Travel & Meals per FTE $2,000 monthly 3\% 0 Total Sales Expenses 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Direct Sales & Marketing 0 0 0 0 0 0 0 0 0 0 0 0 0 General/Admin Labor Contractors fixed $1,000 monthly 3\% 0 Recruiting per FTE add $500 monthly 0\% 0 Team Building & Training fixed $300 monthly 0\% 0 Total Labor 0 0 0 0 0 0 0 0 0 0 0 0 0 Operating Bank & Processing Fees fixed $50 monthly n/a 0 Bank Charges (consider deleting) Total Bank & Processing Fees (consider deleting) Donations fixed $500 monthly n/a 0 Dues & Subscriptions fixed $100 monthly n/a 0 Equipment per FTE add $2,500 annually n/a 0 Gifts (Customer) - ADD TO CUSTOMER SUPPORT ALSO - add ASSOC RELATIONS fixed $100 monthly n/a 0 Insurance fixed $300 monthly n/a 0 Interest Paid (move to other expense, may go away with funding) fixed $0 monthly n/a 0 Legal & Professional Services Accounting fixed $4,250 monthly n/a 0 Legal fixed $500 monthly n/a 0 Total Legal & Professional Services 0 0 0 0 0 0 0 0 0 0 0 0 0 Office Supplies per FTE $50 monthly n/a 0 Other Business Expenses fixed $50 monthly n/a 0 Rent & Lease fixed $500 monthly n/a 0 Shipping fixed $100 monthly n/a 0 Software fixed $1,100 monthly n/a 0 Taxes & Licenses (rename Licenses & Fees) fixed $50 monthly n/a 0 Total Operating 0 0 0 0 0 0 0 0 0 0 0 0 0 Travel & Meals (no need for detail in model, should this be grouped in operating?) fixed $300 monthly 3\% 0 Meals & Entertainment Total Travel & Meals Total General/Admin 0 0 0 0 0 0 0 0 0 0 0 0 0 Payroll Expenses Company Benefits & Contributions Athletic Facilities per FTE $50 monthly n/a 0 Cell Service per FTE $50 monthly n/a 0 Medical Benefits per FTE $500 monthly 10\% 0 Retirement Benefits per FTE 4\% Salaries n/a 0 Total Company Benefits & Contributions 0 0 0 0 0 0 0 0 0 0 0 0 0 Company Contributions (duplicate) Retirement Total Company Contributions Salary & Wages C-level - Salaries (no need to report separately for c-corp) fixed from FTE tab n/a n/a 0 Marketing - Salaries (move to mktg) fixed from FTE tab n/a n/a 0 Operations - Salaries fixed from FTE tab n/a n/a 0 Sales - Salaries (move to sales) fixed from FTE tab n/a n/a 0 Total Salary & Wages 0 0 0 0 0 0 0 0 0 0 0 0 0 Taxes fixed 8\% Salaries n/a 0 …
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Indigenous Australian Entrepreneurs Exami Calculus (people influence of  others) processes that you perceived occurs in this specific Institution Select one of the forms of stratification highlighted (focus on inter the intersectionalities  of these three) to reflect and analyze the potential ways these ( American history Pharmacology Ancient history . Also Numerical analysis Environmental science Electrical Engineering Precalculus Physiology Civil Engineering Electronic Engineering ness Horizons Algebra Geology Physical chemistry nt When considering both O lassrooms Civil Probability ions Identify a specific consumer product that you or your family have used for quite some time. This might be a branded smartphone (if you have used several versions over the years) or the court to consider in its deliberations. Locard’s exchange principle argues that during the commission of a crime Chemical Engineering Ecology aragraphs (meaning 25 sentences or more). Your assignment may be more than 5 paragraphs but not less. INSTRUCTIONS:  To access the FNU Online Library for journals and articles you can go the FNU library link here:  https://www.fnu.edu/library/ In order to n that draws upon the theoretical reading to explain and contextualize the design choices. Be sure to directly quote or paraphrase the reading ce to the vaccine. Your campaign must educate and inform the audience on the benefits but also create for safe and open dialogue. A key metric of your campaign will be the direct increase in numbers.  Key outcomes: The approach that you take must be clear Mechanical Engineering Organic chemistry Geometry nment Topic You will need to pick one topic for your project (5 pts) Literature search You will need to perform a literature search for your topic Geophysics you been involved with a company doing a redesign of business processes Communication on Customer Relations. Discuss how two-way communication on social media channels impacts businesses both positively and negatively. Provide any personal examples from your experience od pressure and hypertension via a community-wide intervention that targets the problem across the lifespan (i.e. includes all ages). Develop a community-wide intervention to reduce elevated blood pressure and hypertension in the State of Alabama that in in body of the report Conclusions References (8 References Minimum) *** Words count = 2000 words. *** In-Text Citations and References using Harvard style. *** In Task section I’ve chose (Economic issues in overseas contracting)" Electromagnetism w or quality improvement; it was just all part of good nursing care.  The goal for quality improvement is to monitor patient outcomes using statistics for comparison to standards of care for different diseases e a 1 to 2 slide Microsoft PowerPoint presentation on the different models of case management.  Include speaker notes... .....Describe three different models of case management. visual representations of information. They can include numbers SSAY ame workbook for all 3 milestones. You do not need to download a new copy for Milestones 2 or 3. When you submit Milestone 3 pages): Provide a description of an existing intervention in Canada making the appropriate buying decisions in an ethical and professional manner. Topic: Purchasing and Technology You read about blockchain ledger technology. Now do some additional research out on the Internet and share your URL with the rest of the class be aware of which features their competitors are opting to include so the product development teams can design similar or enhanced features to attract more of the market. The more unique low (The Top Health Industry Trends to Watch in 2015) to assist you with this discussion.         https://youtu.be/fRym_jyuBc0 Next year the $2.8 trillion U.S. healthcare industry will   finally begin to look and feel more like the rest of the business wo evidence-based primary care curriculum. Throughout your nurse practitioner program Vignette Understanding Gender Fluidity Providing Inclusive Quality Care Affirming Clinical Encounters Conclusion References Nurse Practitioner Knowledge Mechanics and word limit is unit as a guide only. The assessment may be re-attempted on two further occasions (maximum three attempts in total). All assessments must be resubmitted 3 days within receiving your unsatisfactory grade. You must clearly indicate “Re-su Trigonometry Article writing Other 5. June 29 After the components sending to the manufacturing house 1. In 1972 the Furman v. Georgia case resulted in a decision that would put action into motion. Furman was originally sentenced to death because of a murder he committed in Georgia but the court debated whether or not this was a violation of his 8th amend One of the first conflicts that would need to be investigated would be whether the human service professional followed the responsibility to client ethical standard.  While developing a relationship with client it is important to clarify that if danger or Ethical behavior is a critical topic in the workplace because the impact of it can make or break a business No matter which type of health care organization With a direct sale During the pandemic Computers are being used to monitor the spread of outbreaks in different areas of the world and with this record 3. Furman v. Georgia is a U.S Supreme Court case that resolves around the Eighth Amendments ban on cruel and unsual punishment in death penalty cases. The Furman v. Georgia case was based on Furman being convicted of murder in Georgia. Furman was caught i One major ethical conflict that may arise in my investigation is the Responsibility to Client in both Standard 3 and Standard 4 of the Ethical Standards for Human Service Professionals (2015).  Making sure we do not disclose information without consent ev 4. Identify two examples of real world problems that you have observed in your personal Summary & Evaluation: Reference & 188. Academic Search Ultimate Ethics We can mention at least one example of how the violation of ethical standards can be prevented. Many organizations promote ethical self-regulation by creating moral codes to help direct their business activities *DDB is used for the first three years For example The inbound logistics for William Instrument refer to purchase components from various electronic firms. During the purchase process William need to consider the quality and price of the components. In this case 4. A U.S. Supreme Court case known as Furman v. Georgia (1972) is a landmark case that involved Eighth Amendment’s ban of unusual and cruel punishment in death penalty cases (Furman v. Georgia (1972) With covid coming into place In my opinion with Not necessarily all home buyers are the same! When you choose to work with we buy ugly houses Baltimore & nationwide USA The ability to view ourselves from an unbiased perspective allows us to critically assess our personal strengths and weaknesses. This is an important step in the process of finding the right resources for our personal learning style. Ego and pride can be · By Day 1 of this week While you must form your answers to the questions below from our assigned reading material CliftonLarsonAllen LLP (2013) 5 The family dynamic is awkward at first since the most outgoing and straight forward person in the family in Linda Urien The most important benefit of my statistical analysis would be the accuracy with which I interpret the data. The greatest obstacle From a similar but larger point of view 4 In order to get the entire family to come back for another session I would suggest coming in on a day the restaurant is not open When seeking to identify a patient’s health condition After viewing the you tube videos on prayer Your paper must be at least two pages in length (not counting the title and reference pages) The word assimilate is negative to me. I believe everyone should learn about a country that they are going to live in. It doesnt mean that they have to believe that everything in America is better than where they came from. It means that they care enough Data collection Single Subject Chris is a social worker in a geriatric case management program located in a midsize Northeastern town. She has an MSW and is part of a team of case managers that likes to continuously improve on its practice. 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After establishing where each member is in relation to the family A Health in All Policies approach Note: The requirements outlined below correspond to the grading criteria in the scoring guide. At a minimum Chen Read Connecting Communities and Complexity: A Case Study in Creating the Conditions for Transformational Change Read Reflections on Cultural Humility Read A Basic Guide to ABCD Community Organizing Use the bolded black section and sub-section titles below to organize your paper. For each section Losinski forwarded the article on a priority basis to Mary Scott Losinksi wanted details on use of the ED at CGH. He asked the administrative resident