I. Vision Statement
Reducing energy consumption through intelligent utility solutions.
II. Mission Statement
A. The mission of US2 is to generate sustainable energy savings by performing turnkey
construction in mechanical, electrical and controls, and providing innovative, intelligent
monitoring services.
B. Value clients receive from our products/services?
1. Unique knowledge to navigate the federal government contract process
2. Accessibility through a range of contracting routes including GSA, 8(a), and SDVOSB
3. Demonstrable energy savings through innovative technological solutions
4. Minimized cost and maximized facility manpower for budget constrained times
5. Steam system expertise to produce measurably enhanced performance
6. Capacity to provide shovel-ready projects on short notice at year-end closeout
C. What unique characteristics of products / services set us apart?
1. Our experienced, professional and enthusiastic team makes your job easier
2. We are a full-service provider of surveys, turnkey installation, and service agreements
3. We know steam monitoring projects intimately and can scale projects to meet your need
4. We are fully insured and have $10 million in bonding capacity and $5 million per project
5. We have performed more steam monitoring installations than all other vendors combined
6. We can mobilize nationally, integrate vertically and assemble the lowest cost team on site
7. Our intimate knowledge of energy savings projects helps land and fund them
D. What major marketing strategies do use to market/sell?
1. Target John Park at VA HQ and VISN Energy Managers to win SteamEye projects
2. Hire Marketing consultant to pull marketing plan together
3. “Thought leader” achieves renown by publishing 3 papers for conferences yearly
4. Speak at 6 conferences- including Gov Energy, Gov Green, GSA, AEE
5. Produce 10 case studies and 10 profiles showing energy saved at sites
6. Fully operational reference website with blogging, brochures and active social media
7. Fully operational web shopping cart promoting 4 major lines: Mech, Elec, Constr, Commodities
8. Embrace ACT! and operate from it to make our sales visits “shareable smart”
9. Outsource 8(a) market research and initial contact to EZ Certify
10. Meet with 8(a) Small Business Administration Point of Contact on recurring monthly basis
11. Present capability briefing to all federal OSDBU offices in Texas and major Armstrong Reps
12. Embrace GSA marketing for construction management as route to 4 columns
E. We are committed to clients, employees, stake-holders
1. An employee 401(k) profit sharing plan in place
2. Comprehensive management and staff training in place
3. Funding plan for annual bonus in place
4. Fully operational career progression plan in place
5. Up to date computers and tech support
6. Create an incentive-based sales force
III. Five-Year Goals
1. Five-year revenue goals: $20M in annual revenue in 2015
a. By client: Federal: $15 M; State/Local: $3 M; and Commercial: $2 M
b. By offering: $10M in Mechanical (Steam), $7M in construction, and $3M in electrical (lighting)
c. Establish a 30% competitive bid win rate
d. Enter 2015 with a backlog of $10 M
e. Win commodity web sales of $1 M annually
2. Five-year profit goals
a. Total dollars – pretax income of $2,000,000 (Pay $700K, keep $1,300,000)
b. Percentage of revenues – 20% of revenues (pretax) $20 M
3. Five-year customer satisfaction goals
a. Target 95% customer satisfaction, evidenced by mid and endpoint surveys
b. Create a customer satisfaction survey and track results
c. DUNS rating of A++ with subs begin paid NET 30 consistently
d. Return rate of subcontractors is 95%
4. Five-year competitive distinction goals
a. Three world-renowned product lines: SteamEye, Lightolier Controls, and TBD
b. Highly competitive rates, reflecting low cost – high value offering
c. Full GSA routes available: energy audits, ancillary services, construction mgt, and products
d. Thought leader credibility established and shown by invited speaking engagements
e. Highly experienced technical staff, fully trained as high performing team
5. Five-year strategic marketing goals
a. High visibility in the market, with 2 published papers, 3 trade shows,
b. High PR visibility with 12 monthly press releases, advertising in 2 industry trade journals
c. Advertising budget equal to 1.5 percent of gross revenues
d. 5 MATOC contracts – Dallas, New York, San Francisco, Atlanta and Portland/Vancouver
e. $3 M revenue from team relationships with strategic alliance companies
f. Strategic alliances in place with: Armstrong, Philips, Tremco, Matheson, HD
6. Five-year employee commitment goals
a. Fully operational employee career progression plan in place
b. An annual 401(k) profit sharing plan with matching program in place
c. Comprehensive management and staff training in place towards high performing team
d. Funding plan for annual bonus in place and fully funded by mid year
e. Fully operational career progression plan is in place
f. Full and vigorous incentive-based sales force is in place
7. Additional five-year goals
a. Establish a fully trained board of directors and meet quarterly
b. Submit proposals with a total value of $10 M in bonding and $20M aggregate bonding capacity
c. Own our own headquarters building
d. Be active in local college recruiting
e. A complete senior staff is in place to ensure a full corporate infrastructure is in place –
marketing and sales, operations, human resources, IT, finance, accounting and administration.
IV. Annual Objectives
Primary 20 issues to be addressed in Action Plan/Milestones, followed by secondary 20 issues.
1. Issue (Sales): Our approach to business development is haphazard and uncoordinated; there are no
standard business-development practices and procedures in place.
Objective: A corporate-wide business-development process and associated procedures are in place
and fully operational.
2. Issue (Management): Our managers don’t understand roles, responsibilities and authorities to carry
out their jobs; and we lack position/job descriptions.
Objective: All members of the management staff have position descriptions and objectives defined;
all employees have position descriptions and work flow charts to coordinate ad-hoc scheduling;
resources for proposal development are balanced and coordinated with a work flow task list;
proposals get a last look CEO review based on a proposal checklist; and project execution handoff is
clarified by a workflow chart leading to a smooth handoff.
3. Issue (Management): There are communication gaps between sales, ops and admin.
Objective: A balanced program for regularly scheduled line and staff meetings is defined and
weekly meetings are underway for Staff (Mon), Ops (Wed), Admin (Thurs). and Sales (Fri).
4. Issue (Management): there’s no common understanding of goals and objectives and no repository.
Objective: Publish an employee Desk Book for each employee with our mission, vision, goals, plan
of action and milestones, standard operating procedures, position descriptions, policy letters,
workflow charts, etc.
5. Issue (All): We lack standardized, documented, and effective systems, processes, policies, and
procedures; we shoot from the hip.
Objective: A Desk Book captures policies and procedures and a set of company policies and
procedures is in place and effectively used.
6. Issue (Management): We don’t have an agreed-upon common vision, focus, direction, goals and
objectives for the company – a business plan.
Objective: This year’s business plan is fully understood and implemented.
7. Issue (Management/Admin): We don’t sufficiently train our management and staff.
Objective: An employee training program is fully defined and implemented.
8. Issue (Sales): We don’t have a plan for expansion, particularly, in our understaffed Sales dept.
Objective: We have created a plan for expansion in Sales people.
9. Issue (All): We answer the phone differently and don’t make use of our greeting to market.
Objective: We have a common phone protocol that captures our message of service
10. Issue (All): We don’t know how to concisely state our offering.
Objective: Create a concise elevator speech.
11. Issue (Management): We need to free up Dave for his “highest and best use” to US2.
Objective: We have Troy “launch and recover” Dave on trips (Green sheets, ACT, contact cards).
12. Issue (Marketing): We can’t prove our value proposition with empirical customer energy savings.
Objective: Create a tracking mechanism for energy savings.
13. Issue (Marketing): We need updated handouts (Trifold, Profiles, etc) for paper/web marketing.
Objective: Work with a marketing consultant to update our marketing materials.
14. Issue (Marketing): We don’t have a coordinated marketing plan.
Objective: Work with a marketing consultant to coordinate our message, plan and materials.
15. Issue (Marketing): We don’t know the “addressable market” for steam.
OBJ: Use marketing consultant and internal info to research VA, GSA, USAF, USAR steam bases.
16. Issue (Sales): We need to clarify our major sales targets.
Objective: Targets are: Steam (70%), Construction (20%), Electric (5%), Commodities (5%).
17. Issue (IT/Marketing): We need to make use of the power of social networking.
Objective: Use our website to “loop” our message through Facebook, Twitter, and LinkedIn.
18. Issue (IT): We need to show “thought leader” credibility in steam system monitoring.
Objective: Enhance credibility through website white papers, speaking at conferences, all systems.
19. Issue (IT): We need someone to manage content on our web.
Objective: We have an active monthly update by our webmaster.
20. Issue (IT): We need an IT protocol (naming convention) for storage/retrieval of electronic files.
OBJ: institute an MIS system that date stamps the server storage route at footer of document.
Secondary Issues to be addressed:
21. Issue (Sales): We need to be “smart” in sharing our sales and project notes electronically.
OBJ: institute ACT to capture sales call, site visit, and project development info to share internally.
22. Issue (Sales): We need to know the work-flow routes for projects like VISN 7 SteamEye.
OBJ: Perform work-flow charting for proposal generation
23. Issue (Sales): We need to know the end state for proposals. OBJ: Create standard notebook tabs.
24. Issue (Sales): We need SOP to convert from steam audit reports to SIR savings: OBJ: create one.
25. Issue (Sales): We didn’t know we needed to create a $5M project for (VISN 7) until days before.
Objective: Be prepared for “surge” requirements, but seek to plan ahead.
26. Issue (Sales): We need an SOP for SteamEye proposal preparation. OBJ: Create one.
27. Issue (Sales): We need a canned SteamEye proposal document template. OBJ: Create one.
28. Issue (Sales): We need a packet for sub-contractors (instructions, bid-sheet). OBJ: Create one.
29. Issue (Sales): We need a CEO last-look review of proposals before sending. OBJ: Use checklist.
30. Issue (Ops): We need an SOP for QC (checklist)/QA (task list) for proposals. OBJ: Create one.
31. Issue (Ops): We need a brown Sales folder SOP (Task list, Std forms, Checklist): OBJ: Create one.
32. Issue (Ops): To grow to $20 M annual sales, we need more time & people. OBJ: personnel plan.
33. Issue (Ops): Need defined workflows for project execution, OBJ: Create them.
34. Issue (Ops): Checklist for contract reporting compliance. OBJ: Create checklist.
35. Issue (Mgt): Need to determine how best to select our alliance partners. OBJ: Process for partners.
36. Issue (Sales): Need to support Dave’s speaking engagements. OBJ: update PowerPoint slides.
37. Issue (Ops): Need to develop list of dependable sub-contractors who know Federal turnkey work.
OBJ: Develop sub-contractor database and train them with bid packages.
38. Issue (Sales): Need to focus our sales plan in broader area than federal end users.
OBJ: Make regular calls to recent contract awardees and 8(a) graduates.
39. Issue (Sales): We need a common thread (Turnkey Construction) in our offering. OBJ: Target on
four columns: steam, lighting, general construction, commodities.
40. Issue (Sales): Need to market our services as specialists in federal construction.
OBJ: Monthly visit to Army Corp of Engineers and capabilities brief to all federal facilities in Texas.