Brad Wike

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Brad Wike [phone] brad_at_peerlessrestoration.c
om
Todd Garner [phone] tgarner_at_peerlessrestorat
ion.com
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CORE VALUES

• World Class Service that is peerless,
  above and beyond comparison
• Integrity the foundation of all our
  relationships
• Courage the moral strength to say what you mean
  honestly with conviction and accountability
• Profitability Ensuring the future of Peerless
  and job security for our employees
• Winning Be the best, never quit

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Peerless Cleaners, Inc. - Organizational Chart
Peerless Cleaners, Inc. - Organizational Chart
Peerless Cleaners, Inc. - Organizational Chart
President
President
President
Vice President
Dry Cleaning/Garment Restoration Manager
Accounting Manager - Co-Plant Manager
Operations Manager
Vice President
Dry Cleaning/Garment Restoration Manager
Accounting Manager - Co-Plant Manager
Operations Manager
Vice President
H/R Manager
Dry Cleaning/Garment Restoration Manager
Accounting Manager - Co-Plant Manager
Operations Manager
Division Managers
Division Managers
Division Managers
Project Manager
Project Manager
Project Manager
Plant Personnel
Restoration Technicians
Carpet Technicians
Route Sales
Plant Personnel
Restoration Technicians
Carpet Technicians
Route Sales
Sales
CSRs
Plant Personnel
Restoration Technicians
Carpet Technicians
Route Sales
Sales
CSRs
Sales
CSRs
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Business Overview

• Peerless began serving Central Illinois in 1945
  cleaning rugs and draperies.

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Business Overview

• Peerless began serving Central Illinois in 1945
  cleaning rugs and draperies.

• The company eventually added dry cleaning,
  laundry, carpet, upholstery, air duct, tile/grout
  cleaning, mold remediation and fire water
  restoration.

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Business Overview

• Peerless began serving Central Illinois in 1945
  cleaning rugs and draperies.
• The company eventually added dry cleaning,
  laundry, carpet, upholstery, air duct ,
  tile/grout cleaning, mold remediation and fire
  water restoration.

• Started with 7500 sq ft building, added
  facilities in Decatur Springfield for a total
  of over 42,000 sq ft of office warehouse space.

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Business Overview

• Currently serving Macon Sangamon Counties
  Population 302,821

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Business Overview

• Currently serving
  Macon Sangamon Counties Population
  302,821
• Fleet of 37 vehicles

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Business Overview

• Currently serving
  Macon Sangamon Counties Population
  302,821
• Fleet of 37 vehicles
• Purchased a flood house in Springfield and began
  construction on new Springfield facility

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Opening Soon Springfield, IL
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Timeline
1945 Peerless is founded 1978 Purchased by
Scott and Linda Wike 1996 Decatur was hit with
back-to-back tornadoes
we packed out over 30 households 2004
Corporation purchased by Brad Wike 2005 Moved
restoration division and business offices into
new facility 2006 Purchased training facility
and warehouse in Decatur. 2006 Purchased
office/warehouse facility in Springfield 2006
Started practicing The Rockefeller Habits 2008
Million Dollar Month 2009 Started playing The
Great Game of Business 2011 Purchased new
Springfield facility opening in 2011
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Peerless Executive Team Required Reading
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The Rockefeller Habits3 Winning Habits

• Priorities A few rules remain consistent with a
  firm's core values and long-term goal. Others
  change regularly -- what Harnish calls the Top 5
  and Top 1 of 5.
• Data Key metrics should be measured over time
  (Smart Numbers) short-term metrics provide a
  tighter focus on an aspect of the business
  (Critical Numbers).
• Rhythm A well-organized set of meetings keep
  everyone aligned and accountable.

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Priorities
Data
TYING THEM TOGETHER ON THE ONE PAGE STRATEGIC
PLAN
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RHYTHMDaily Huddles

• Division Managers
• Executive Team

• FOCUS
• Daily sales numbers
• Whats going on
• in your world
• Bottlenecks
• Core Values
• Sidebars

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RHYTHM Weekly Financial Literacy Meetings

• Each Location
• All Employees

• FOCUS
• How to read the numbers
• Learning to act feel like owners
• Saving your 1?
• Core Values
• Team Celebrations

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RHYTHMWeekly Managers Huddle

• Executive Team
• Division Managers
• Sales Team

SAMPLE AGENDA 1 ¼ hours Opening Comments
Brad Sales Pipeline Update Todd U of I
Update Randy/Paulo Mini
Game Update Debbie Springfield
Building Business Plan
Connie/Debbie Score Board Update All A/R
Update Connie Closing Comments Brad
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Peerless Company Meeting
RHYTHM Monthly GGOB Results Meeting

• May 11, 2011
• Training Center

World Class Service that is peerless, above
and beyond comparison
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The Great Game of Business is when
employees Think, Act and Feel like Owners of the
business
Profitability ensures the future of the company
and job security for our employees
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• In other words the principles of
• The Game are
• Know and teach the rules
• Follow the action and keep score
• Have a stake in the outcome

Profitability ensures the future of the company
and job security for our employees
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Mini Games
Definition A short-term activity designed to
correct a weakness or pursue an opportunity in
the company. There is a goal, a scoreboard and a
reward for winning.
October 20 - November 30, 2010 Target Change
bad habits, promote company values and generate
new business Goal Get as many Bingos as we can
in one month Players All employees Time
Frame October 20 - November 30 Scoreboard
Bingo Board BINGO 5 boxes horizontal,
vertical, or diagonal. Boxes will remain covered
after a bingo is achieved and we will have to
work on the other boxes to get another bingo. An
item/activity will only count for one box -
no doubling up. PrizesOne prize given to each
employee, determined by how many Bingos we
achieve in the month. Prizes awarded December
6. 1 Bingo 1 Lottery Ticket 2 Bingos
5 McDonalds Card 3 Bingos 10 Avon
Theater 4 Bingos 20 Circle K Card 5
Bingos 50 Visa Gift Card
October 20 - November 30, 2010 Target Change
bad habits, promote company values and generate
new business Goal Get as many Bingos as we can
in one month Players All employees Time
Frame October 20 - November 30 Scoreboard
Bingo Board BINGO 5 boxes horizontal,
vertical, or diagonal. Boxes will remain covered
after a bingo is achieved and we will have to
work on the other boxes to get another bingo. An
item/activity will only count for one box -
no doubling up. PrizesOne prize given to each
employee, determined by how many Bingos we
achieve in the month. Prizes awarded December
6. 1 Bingo 1 Lottery Ticket 2 Bingos
5 McDonalds Card 3 Bingos 10 Avon
Theater 4 Bingos 20 Circle K Card 5
Bingos 50 Visa Gift Card
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BINGO

• October 20 November 30, 2010
• Target Change bad habits, promote company values
  generate new business
• Goal Get as many Bingos as we can in one month
• Players All Employees
• Prizes 1 Bingo 1 Lottery Ticket
• 2 Bingos 5 McDonalds Card
• 3 Bingos 10 Avon Theater
• 4 Bingos 20 Circle K Card
• 5 Bingos 50 Visa Gift Card

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B I N G O
ZERO BREAKAGE DURING FIRE CALL 3 JOBS TWO NEW DRY CLEANING ROUTE ACCOUNTS 7 EMPLOYEES VOLUNTEER FOR 2 HOURS AT NON PROFIT PARTICIPATE IN COMPANY MEETING KEEP TRUCKS GASSED, CLEAN LOCKED 1 WEEK
EMPLOYEE REFERS ONE NEW CUSTOMER (5) NO CARPET REDOS 1 WEEK NEW SOF ACCOUNT (3) PERFECT SIGN-IN OUT 1 WEEK TILE GROUT JOB
NEW CAMP ACCOUNT NOTE HOW CUSTOMER WILL PAY 14 JOBS FREE BREAKS NOT TO EXCEED 10 MINUTES RESIDENTIAL AIR DUCT CLEANING
COMPLETE SCHEDULES DAILY 1 WEEK NEW COMMERCIAL AIR DUCT CLEANING PERFECT CLOCKING IN / OUT 1 WEEK RECORD YOUR OWN NOTES 10 JOBS PLUMBER REFERRAL
COMPLETE INSURANCE INFO 5 JOBS ADJUSTER REFERS NEW CUSTOMER FIRST TIME DRY CLEANING CUSTOMER (4) FIRST TIME CARPET CUSTOMER (5) HAND WRITTEN THANK YOU
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Bottlenecks
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• Employees from different walks of life with
  different levels of education
• Different levels of participation
• Keeping the rhythm on a regular basis
• Managers out of office
• Code Blue
• Workers on different shifts
• Owners Perspective everyone knows your
  business

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Rewards
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• Increased Revenues
• Better Gross Margins
• Employees thinking like owners to help reduce
  costs
• Better Communication
• Employees receive Stake in the Outcome
• Creates a team culture between Management and
  Production

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Million Month
Brad Wike joined Team

Mold made National Headlines
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Dennison Survey

• The Denison Model is based on research by Dr.
  Daniel Denison on the link between organizational
  culture and bottom-line performance measures.
  These measures include return on investment,
  sales growth, quality, innovation and employee
  satisfaction.
• This model is the basis for the Denison
  Organizational Culture Survey that has been used
  by over 5000 organizations worldwide. The survey
  measures four essential traits of all
  organizations Mission, Adaptability, Involvement
  and Consistency.
• Great Game Practitioner Companies who
  participated in the Denison Organizational
  Culture Survey consistently ranked in the top 10
  of all companies surveyed! The Denison Group
  found this absolutely remarkable.

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Questions