Page 9 - strategy (5)

TOBIN

S T R A T E G I C O B J E C T I V E 2

C O M M E R C I A L ( P R O F I T A B I L I T Y ) O B J E C T I V E
" T O B I N 1 0 I N 1 2 "

T o a c h i e v e 1 0 % p r o f i t o n n e t t u r n o v e r o n a

r e c u r r i n g a n n u a l b a s i s .

ACTION 2.1 – To establish a commercial subcommittee of the Executive Team, which will
be tasked with driving outcomes such that the business stays within the following
operational envelope [Eamon Connaughton]: -

80% of debtors within the current and current + 1 month.
To incrementally bring the blended multiplier of all projects within the business from
1.90 in 2019 to 2.05 within the lifetime of this plan, aligned to an increase in profit to
10%.
To bring robustness to both the reliability and adequacy of invoice forecasting within
divisional teams.

ACTION 2.2 – For the Executive Team to review the outputs of the commercial
subcommittee on a monthly basis and to take those corrective actions deemed necessary
to achieve this objective [Ciaran McGovern].

ACTION 2.3 – For the Executive Team to always hold current a register of the performance
of all projects, which shall be used to iteratively inform our decisions on the Client &
Sectors within which we tender for work [Michael McDonnell].

ACTION 2.4 – To bring incremental and persistent improvement to the delivery of projects,
aligned to our overall 10% profitability objective and the weighted project multiplier
improvement objectives as stated herein for each division [Michael McDonnell]: -

Defining, training and delivering best practice in: -
Project Management within TOBIN
Client Engagement (e.g. through internal workshops)
Scope change management (and learning when to say no)
Communicating simple project management risk mitigation techniques to our teams.
Resource and realise the full potential of our document management system within
Union Square