Engineering firms. Further engagement. PND + Geoengineers

Set up possible JVs for specific projects.

Can we set up a more formal relationship with Sea Engineering for more Hawaii work?

document version control/use

Resources - Are we sharing resources efficiently?

-Our company is not just a team of commercial divers. We are a marine contractor that provides solutions.

-Our reputation is built on the strength of our people and our consistent project performance.

-Although we do not own a large fleet of heavy floating assets like cranes and barges, we are equipped with agile, specialized gear and a responsive team capable of fast mobilization and efficient execution. We offer a "get in, get out" service model that helps reduce the overall project budget. We don't try to squeeze our customers on jobs. We just want our customers to call us for the next one.

-We have a trusted network of partnerships that allow us to supplement our capabilities. These relationships are critical to our success.

Fabrication

Dredging

Limited upland work - Closely tied to Marine.

-We are currently understaffed across both craft labor and management.

-Support services are too widespread across the business units and not specialized to our needs.

-Keep our eyes open for opportunities to partner with trusted companies. JVs and Mentorship protégé programs. Siler Excavating is an example.

-Dig into existing large clients to get access to other regions of their companies.

-External factors such as industry labor shortages and economic fluctuations.

-The industry spending money on different energy generation sources that we are not engaged in.

Software suite doesn't talk well between each other, and doesn't apply well to 'non-call out' work.

-Our wide geographical footprint gives us a wider net to look for opportunities and get the word out.

Key will be engaged team to help guide implementation.

• Unknown service options

• social media (yes i understand the reasons we don't)

• other players that have more top side experience

Restructure of Major Projects to better align with operations and preconstruction.

Identification of these positions and game plans to mitigate any departures.

-Our onboarding process needs to be more timely, and the process needs to be managed more closely by HR. We need to be able to give new hires an employee handbook.

-HR tends to be handcuffed on decision-making and has a lot of constraints on craft labor compensation.

-Our technology group supports operations, enabling us to deliver a higher-quality product. This will lead to repeat business and give us the marketing ammunition we need to attract new customers.

-Losing touch with some of our legacy relationships because we are focused on new opportunities.

Opportunities for showcasing technical capacity needs to be leveraged against team size and focus on key clients, providing exceptional deliverables while growing capacity.

The "third-Party" that HR uses to determine compensation comes in consistantly LOW

-We have a huge amount of internal experience that we are able to leverage to problem solve.

-Attracting seasoned Project Managers is a struggle and the learning curve to get someone up to speed is significant.

-Keeping up with our competitors' compensation rates for employees.