PMO

Ad Hoc Project Log Book

This internal log records five prior ad hoc leadership teams formed within SingTech North America. Each entry includes the project team, goal statement, scope, final results, control plan, and candid leadership comments from the project lead.

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1

Website Repositioning and Lead Generation Refresh

Team Name: Market Visibility Sprint Team | Team Lead: Jennifer Lin

Team

Team Lead: Jennifer Lin

Jennifer Lin Dirk Ekuts Robert Johnson David Patel

Goal Statement

Increase qualified inbound sales leads by 20% within two quarters by refreshing website content, improving paid search performance, and aligning customer-facing messaging with SingTech’s U.S. value proposition.

Final resultExceeded goal

Scope

The team reviewed existing website language, updated sales and service descriptions, revised lead-capture pathways, and coordinated messaging between sales, customer success, and finance. The team did not redesign the full website or replace the CRM. The work focused on content, campaign alignment, lead quality, and handoff expectations between marketing and customer success.

Final Results

The project exceeded the lead-generation target. Paid search ROI increased significantly, and the new campaign language contributed to stronger service-line sales activity. However, the handoff between sales and customer success remained uneven. Several customer-facing employees reported that they understood the new value proposition but were not always sure how to explain it during live calls.

Control Plan

Jennifer will maintain a monthly campaign performance dashboard. David will collect frontline feedback from customer success agents and report recurring customer questions to Jennifer every two weeks. Robert will review campaign spending and sales conversion data monthly. Dirk will review the dashboard once per quarter to determine whether campaign performance is aligned with the broader North American growth strategy.

Leadership Comments from Team Lead — Jennifer Lin

David was more useful than I expected because he could tell us what customers actually asked, not what we assumed they asked. Robert was cautious, sometimes too cautious, but he kept us from overclaiming results before the data supported them. Dirk helped clear roadblocks, but when he became too involved in the wording, the process slowed down. David and I work well together when the goal is practical and customer-facing. Robert works best when he has clear numbers and enough time to validate them.

Team

Team Lead: Robert Johnson

Robert Johnson Emily Nguyen David Patel

Goal Statement

Replace paper-based timekeeping with a digital system and improve time-entry accuracy by at least 50% within one quarter while reducing manual payroll corrections.

Final resultMet goal

Scope

The team selected, tested, and implemented a digital timekeeping process for customer success staff. The project included supervisor training, frontline user guidance, correction procedures, and weekly review of time-entry errors. The scope did not include a full HRIS replacement or redesign of payroll policies.

Final Results

The project met and exceeded the accuracy goal. Time-entry errors declined sharply, and payroll corrections became easier to identify and resolve. David’s training role helped adoption among frontline employees. Emily helped position the change as an operational support tool rather than a surveillance tool. Some employees still expressed concern that the system would be used to monitor break times or punish small mistakes.

Control Plan

Robert will run a monthly error report and share trends with Emily. David will provide refresher training for new hires and employees with repeated entry errors. Emily will monitor employee concerns and escalate morale-related issues if timekeeping becomes a source of distrust. Any policy changes must be reviewed by Robert and Emily before being communicated to staff.

Leadership Comments from Team Lead — Robert Johnson

David was the key to making this work with agents. People listen to him because he understands the floor. Emily helped soften the message and prevented this from sounding like accounting was policing everyone. I work well with Emily when we agree on the operational problem first. David needs structure, but once he understands the goal, he moves quickly. Dirk was not involved day to day, which honestly helped. Too much executive attention would have made employees suspicious.

Team

Team Lead: Emily Nguyen

Emily Nguyen David Patel Jennifer Lin

Goal Statement

Increase customer satisfaction by 25% within two quarters by improving call quality, revising call scripts, strengthening quality assurance reviews, and aligning sales promises with customer support delivery.

Final resultExceeded goal

Scope

The team reviewed call center performance data, revised the cold call and customer support scripts, introduced a more consistent quality assurance form, and created coaching expectations for customer success agents. The scope included service language, call monitoring, customer escalation patterns, and communication between sales and customer success. It did not include headcount increases or changes to compensation.

Final Results

The project exceeded the goal. Customer satisfaction increased by more than the target, and call monitoring became more consistent. David’s daily coaching helped agents understand the revised expectations. Jennifer’s involvement improved alignment between promotional messaging and the actual service experience. However, some agents felt that quality monitoring increased pressure without addressing workload concerns.

Control Plan

Emily will review satisfaction scores and escalation trends monthly. David will continue weekly call-quality coaching and identify recurring training needs. Jennifer will update sales messaging when customer success data shows a mismatch between what customers expect and what the service team can deliver. The team will conduct a quarterly script review to ensure that sales and support language remain aligned.

Leadership Comments from Team Lead — Emily Nguyen

David and I work well together because he sees things I miss from the manager chair. He knows which agents are struggling and which processes are causing frustration. Jennifer was strong when we needed the sales message cleaned up, but she can push hard and sometimes forget that customer success is absorbing the consequences of overpromising. I trust Jennifer’s drive, but she needs reminders about frontline capacity. Dirk supported the work, but I would not want him leading this kind of project directly. The agents need to feel heard, not managed from above.

Team

Team Lead: Dirk Ekuts

Dirk Ekuts Jennifer Lin Emily Nguyen Robert Johnson

Goal Statement

Reduce cross-department rework by 15% within one quarter by replacing informal, inconsistent updates with a bi-weekly leadership coordination meeting and shared action tracker.

Final resultPartially met goal

Scope

The team created a bi-weekly coordination meeting involving sales, customer success, accounting, and executive leadership. The meeting focused on active campaigns, customer service capacity, revenue implications, billing concerns, and operational blockers. The team also created a shared action tracker to document owners, deadlines, dependencies, and unresolved issues.

Final Results

The project partially met the goal. Leaders reported better awareness of what other departments were doing, and several billing and customer handoff issues were resolved faster. However, the action tracker was inconsistently maintained. Some meetings became executive updates rather than problem-solving sessions. Team members reported that Dirk’s involvement gave the pilot visibility but also made some leaders less willing to speak openly.

Control Plan

The meeting will continue every two weeks, but ownership of the action tracker will rotate monthly among Jennifer, Emily, and Robert. Each meeting must end with no more than five documented action items. Dirk will attend once per month instead of every session unless escalation is needed. Every quarter, the team will review whether unresolved issues are decreasing.

Leadership Comments from Team Lead — Dirk Ekuts

This helped, but I probably overmanaged it. When I was in the room, people looked to me too quickly instead of working things out with each other. Jennifer is direct and useful when a decision has to be made. Emily brings up people issues that the rest of us sometimes avoid. Robert sees risks early, though he can slow things down if he does not have enough information. Jennifer and Emily need clear ground rules when working together because both care about the customer but define the problem differently. Robert and Emily are a good pair when the issue involves process discipline and employee adoption.

Team

Team Lead: David Patel

David Patel Emily Nguyen Robert Johnson

Goal Statement

Improve first-quarter performance readiness for new customer success representatives by ensuring that at least 85% of new hires meet performance standards within their first 90 days.

Final resultMet goal

Scope

The team focused on onboarding for new customer success representatives. Work included training support, call shadowing, product knowledge reinforcement, escalation practice, and basic timekeeping guidance. The project did not include changes to job descriptions, pay, staffing levels, or formal promotion pathways.

Final Results

The project met the performance readiness goal. Nine new representatives completed onboarding and met first-quarter performance standards. David’s hands-on training helped new employees understand both performance metrics and informal expectations. Emily provided managerial support and helped frame the work as part of a more employee-centered culture. Robert contributed timekeeping and compliance guidance. The project did not fully address longer-term retention concerns.

Control Plan

David will maintain a 30-60-90 day onboarding checklist for new representatives. Emily will review new-hire performance and morale indicators at the end of each quarter. Robert will ensure that timekeeping and compliance training are included in onboarding. Exit interview feedback from employees leaving within the first year will be reviewed to determine whether onboarding gaps contributed to turnover.

Leadership Comments from Team Lead — David Patel

Emily trusts me with the agents, and that matters. When she gives me room, I can get people trained and comfortable faster. Robert was helpful with the timekeeping pieces, but new hires can get overwhelmed if accounting language comes too early. I would bring him in after the basics are clear. I work well with Emily because she understands the people side, and I can translate that into what happens on the floor. I do not work as naturally with Jennifer unless there is a very specific sales or product-training issue. Dirk is supportive, but new employees are nervous around senior leadership, so his role should stay limited.