Miller & Miller — Executive 30-60-90 Alignment Framework

Days 0 – 60

Completed / In Progress

Stabilize, assess, replace gaps

Next 30 Days

Immediate Execution Sprint

Systems → financial accuracy → AR

90-Day Output

Leadership Visibility

Single operating cadence

Wendy Stanley

CEO / Executive Alignment

Leadership Reset

Managed unexpected departures: Janet, Kari
Led strategic hiring: Christina, Catie, Alisha
Interviewing high-capability candidates based on need, not headcount
Built alignment with Jamie on communication cadence, expectations, and timing
Aligned with Blaine on Chief Results Officer execution model
Reinvigorated morale and increased Wisconsin travel as needed

Execution Cadence

Formalize weekly alignment cadence with Jamie, leadership, and technology lead
Turn all workstreams into tracked commitments with owners and dates
Clarify priorities, timelines, agreements, and decision rights
Enforce accountability across Sales, AR, Finance, CX, Legal, and Operations
Reduce ambiguity: every action has an owner, dependency, and next checkpoint

Visibility System

Master cross-functional timeline live and reviewed weekly
Executive dashboard showing systems cleanup, finance accuracy, AR, sales, and CX
Quarterly review packet: progress, risks, blocked dependencies, owner performance
Leadership rhythm stable enough to scale without Wendy personally holding every thread

Finance + AR

Sayva / Bill / Oscar / Internal Owners

Gaps Identified

Deep dive into corporate accounting structure
Identified ownership gaps and workflow issues
Brought in Sayva for outsourced accounting support
Continued fractional CFO support with Bill
Developed and launched AR improvement plan
Identified Oscar as AR lead; team meetings, 1:1 strategy, and process training underway

Ownership + Reporting

Finalize Sayva vs. internal vs. CFO ownership map
Establish finance reporting cadence and close process
Clean financial workflows before AR performance is judged
Implement AR KPI tracking: collections, aging, stale balances, closeout candidates
Strengthen Oscar's accountability structure with weekly AR review

Financial Truth

Accounting data reliable enough to drive AR and sales decisions
AR performance measured by source-of-truth numbers, not spreadsheets
Weekly owner dashboard: collected, aged, stale, disputed, duplicate-risk, no-owner items
Clear escalation rules for finance/AR exceptions

Systems + Operations

Technology Lead / Catie / Team Leads

Analysis Complete

Identified platform redundancy, overlapping tools, and data inconsistencies
Conducted deep system analysis
Built initial correction and consolidation plan
Orchestrated Cogent/GetDocs deep dives and onsite working sessions
Captured action items, next steps, and timelines for implementation
Mapped customer experience escalations across in-person, phone, and email channels

Primary Driver

Execute Cogent/GetDocs onsite outputs
Eliminate redundant platforms and overlapping process paths
Improve integrations between intake, document collection, case tracking, and finance
Correct data inaccuracies before expanding dashboards
Reduce escalation volume by improving ownership and follow-through

Operating System

One system map for data, tools, owners, and handoffs
Unified dashboard for leadership visibility
Team-level views for Sales, AR, Finance, Operations, and CX
Technology roadmap tied to weekly execution priorities and business outcomes

Sales + CX + Legal

Christina / Attorneys / Team Leads

Completed / In Progress

Investigating discrepancies between sales and accounting data
Stabilized customer experience during transition
Took ownership of escalations across in-person, phone, and email
Met with all attorneys and built relationship with lead attorney
Addressing engagement challenges, including Jill

Next 30 Days

Resolve sales/accounting reporting discrepancies
Align data systems used by Sales and Finance
Reduce escalation volume with clear ownership paths
Improve follow-through and client-response accountability
Define attorney engagement expectations and handoff rules

90-Day Output

Sales, finance, and CX metrics reconciled into one leadership view
Escalation tracking shows source, owner, SLA, and resolution
Legal team handoffs visible and measurable
Leadership can see whether process fixes are reducing client friction

Master Task List — Next Execution Sprint

Systems First

Convert Cogent/GetDocs onsite outputs into implementation tickets
Create platform redundancy removal list
Map integrations and data-source ownership
Correct known data inaccuracies before reporting expansion
Publish system cleanup dashboard for Wendy/Jamie review

Financial Accuracy + AR

Finalize finance ownership: Sayva, internal team, CFO
Build weekly finance reporting cadence
Implement AR KPI tracking by collections and aging
Define Oscar's AR operating cadence and scorecard
Resolve sales/accounting discrepancy list

Leadership Visibility

Launch master cross-functional Gantt/sprint board
Assign every task to a named owner
Map dependencies across systems, finance, AR, sales, CX, and legal
Review progress weekly with Wendy/Jamie
Deliver 90-day executive performance packet

Dependency Map — Required Sequencing

Sequence	Owner	Workstream	Dependency	Output
1	Tech Lead	Systems cleanup	Cogent/GetDocs onsite outputs, platform inventory, data-source map	CRMGetDocs
2	Wendy	Financial accuracy	Clean system data and finance owner split between Sayva, internal, and CFO	Dashboard
3	Oscar / AR	AR performance	Reliable accounting data, clear AR ownership, aging/collections KPIs	KPI
4	Sales	Sales alignment	Resolved discrepancies between sales reports and accounting data	CRM
5	Ops / CX	Customer experience	Process ownership, escalation tracking, and tool cleanup	SLA
6	Leadership	Leadership visibility	All workstreams reporting into one weekly cadence	Exec View