1. Villatore & Associates Page 0
2012
Submitted by Linda Villatore
Villatore & Associates
6/14/2012
Executive Team Facilitation to Increase
the Growth of Taylor Systems
Engineering

2. Villatore & Associates Page 1
June 14, 2012
Taylor Systems Engineering Inc.
Mr. Cliff Gustafson, P.E. President
Fair Oaks Blvd., Suite 100
Fair Oaks, CA 95628
Sent via e-mail to: cliff.gustafson@tse-inc.net
Dear Mr. Gustafson:
Villatore and Associates is pleased to present this proposal to Taylor Systems Engineering Inc.,
(TSE) to provide facilitation services to you and the Executive Team and help increase the
growth of your company.
Included in my proposal is review of your requests, an outline of how I would approach a
company-wide strategic planning process, engagement questions I have, and a summary of my
vision for the project.
Thank you for the opportunity to submit this proposal. I look forward to working with you and
Taylor Systems Engineering very much. Should you have questions or need further information,
please do not hesitate to contact me at (916) 536-9890.
Sincerely,
Linda Villatore
President
Villatore & Associates
10741 Fair Oaks Blvd., Suite 68
Fair Oaks, CA 95628
Phone: 916 536 9890
Linda Villatore

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Understanding the Scope of Work
n recent years, Taylor Systems Engineering has successfully navigated the downturn in the
economy, but has postponed plans for its own long-term growth. I have been invited to
work collaboratively with Taylor Systems Engineering for a period of six months, and play a
role as executive facilitator in new project development and strategic planning for the purpose
of growing the company. How fast, how much, and in what direction(s) Taylor Systems will
grow, are items to be explored, discussed and determined as part of the strategic planning
process.
The position is tentatively given the title of Project Developer. The start date, job description,
details, work products, work schedule, payment for services, duties and precise responsibilities
are yet to be determined.
It is my current understanding that professional Project Development services will be provided
by Linda Villatore, owner Villatore & Associates, as a contractor to Taylor Systems Engineering
Inc., (TSE) and to Cliff Gustafson, P.E. President of TSE. The Project Developer will report
directly to Cliff Gustafson. Clarification of the position details cited above will be necessary in
writing, and will form the basis of an agreement before commencement of work.
Project Developer Tasks
Villatore & Associates’ has unique value to TSE, in that I can
provide creative, one-stop solutions to meet many Marketing,
Team Building, Change Management, Training, Strategic
Planning, Executive Facilitation, Presentation, Project
Coordination, Writing, Media, Customer Relations and
Communications needs. I can do any of these things at any
time.
In addition, our existing relationship serves us well. I think we
understand and respect each other and can speak candidly. Also, my prior professional
development in sustainability, the motivation, passion and commitment underlying it are all of
benefit to you and align with company values.
As I prepared this document, I realized that since the firm is now considering a strategic
planning process for the purpose of change and growth, I suggest that we do that planning first.
I will explain that further.
I am happy to work at any tasks assigned. But if my first major task is to guide TSE through the
strategic planning process, then the investment in resources, time and money (yours and mine)
I

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will connect to the plan going forward and transfer directly to ongoing operations. I hope you
agree with this recommendation. In support of this, I will quickly cite our recent experience.
Lessons Learned
The recent attempt to design training should serve us here. Timing was not good. Starting a
major new initiative at the beginning of summer, TSE’s busy season, (as I understand) was a
mistake. We lacked adequate human resources to sustain the new initiative. The focus rightly
shifted to the onslaught of large, unexpected, incoming engineering contracts. Why were they
so unexpected? I would hope to improve that and help level out and plan for the anticipated
engineering workload. TSE was rightly unwilling to pull resources away from the primary
engineering focus to focus on developing training. It would have been a mistake to do
otherwise.
Nevertheless, the effort at training and the survey was, so far, a waste of energy. If we do the
right things, in the right sequence, there will be no need for backtracking, no wasted effort. It is
my intent to help guide you here. I am not attached to TSE becoming a training institution. I
want to see you make the best decisions for growth
given the resources and time available. This is the
way I think.
I hope that the ideas in this document serve as a
guideline for our discussions and will lead to a
satisfactory agreement. TSE may feel free to add, or
delete topics in response to this proposal.
Suggested Consulting Services
Strategic Planning
 Conduct a series of Strategic Planning Executive Team Facilitations
 Include Motivational Skills and Team Building in the discussions as relates to
organizational culture: the unwritten rules that define how work is really done
 Assist in Identifying Potential Growth Areas for the Company
 Research suggest and develop business relationships and partnerships of benefit to TSE
 Identify and discuss Recourses needed for any potential growth area
 Review potential Risks of all potential growth areas
 Evaluate realistic timelines for Deliverables of new Products or Services
Team Building
 Support Management for continuous improvement and issue resolution
Principle of mass and economy of
force
Emphasize the principle objective.
Restrict the strength of secondary
efforts outside or on the margins of
support. Focus. Keep it simple.

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 Assist in problem solving and issue resolution
 Conduct internal executive coaching, and workforce development as needed
 Further advance senior management executive skills to improve internal communication
Marketing
 Throughout the project be a Marketing advisor
suggesting best practices in customer-facing
media and outreach, selecting, coordinating and
guiding the focus and substance of input
Marketing plans to align with Organizational
Culture
 Support white paper, presentation and case
study development activities
 Contact the Everblue® Training Institute
regarding a potential training partnership
 Review, and potentially repurpose or revise the existing survey instrument to align it
with new objectives, i.e. Everblue® partnership
Production
 Write a high-level strategic growth planning document summarizing the planning goals
and understandings achieved in the six-month window
 Improve the TSE website
 Improve Search Engine Optimization
LEED Green Associate
In addition to my existing self-study and training in sustainable practices through SMUD and
PG&E, I am prepared to obtain the LEED Green Associate certification. This would benefit TSE
by enhancing my credibility in delivering presentations, and allow me to assist in proposal
writing.
Strategic Planning Project Approach
Encouraging a company to make this kind of a change starts with self-reflection. Who are you
as a company? What are your core values? What is your vision? What things do you do
extremely well? Where do you need to improve? Are there products and services you could
consolidate and offer to a new client, or offer in new ways? These are some of the key
elements that the strategic planning process will identify. The end result is called, “rebranding.”

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The direction of the effort must
be towards clearly defined,
decisive and attainable goals.
Participants in the Big Picture
In a private company like TSE the norms and culture reflect the founder’s values. The founder
and his successors hire employees with similar values and ensure those values are integrated
into business decision-making. Strategic planning may be lead (or imposed) from the top down,
solely by the principal of the company. But studies show, that organizational change is
ultimately most effective when taken company wide.
Although a series of meetings with the principal (as has been suggested) would certainly be
helpful to frame issues and visions. I ultimately would recommend, especially in a small
company proud of its relationship with long-term employees, that TSE consider opening the
planning process to the entire team.
Company-wide planning invites greater creative input of ideas. New strategy will involve or
require investment in systems and structure that go beyond the central product and service.
When staff understands the strategic purpose and priority of each project, their work will flow
better. The results of their actions are internalized, clearly understood, accepted and acted
upon immediately and with consistency. Importantly, they build creativity into their daily work
once they have the big picture. A unified, forward leaning workforce, guided by a clear vision of
company goals will increase efficiency, success and satisfaction exponentially.
Everblue® Training Institute and the Planning Sequence
They look like a fine young company, run by West
Pointers, yet I believe it is premature to contact the
Everblue® Training Institute. Our goals are not clear.
Once we complete the planning process and define
areas for growth, training may or may not be
important, or even defined as a growth area.
As Chris pointed out, there will always be valuable
engineering time taken up in learning to present their courseware, even if it is a topic the
engineer is comfortable with.
Training for Everblue® may not be the best way to market TSE. They current courses are offered
online and in colleges. I am not quite prepared to engage Everblue® until I am more confident
of our focus and plans going forward. It may be important, or we may decide to limit conditions
for engagement.

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New idea! We might profit from a partnership with Everblue® by authoring a
series of training manuals and books based on TSE’s expertise, for which both companies
would obtain shared revenues.
I suggest we hold off on approaching Everblue® until we have a clear picture of how they might
fit into our plans. I am flexible on this. If you want me to pursue it as soon as I get onboard, I
would ask for a meeting with you and Chris to discuss some of the issues we have raised.
Use of the existing Survey Instrument
I want to recommend that TSE recycle and use the time and effort we have made
developing the Survey Monkey training survey in a different way. I suggest that without much
expenditure of time and before the end of the next billing cycle, TSE simply send out the
existing survey. But send it only internally to staff and “friends of TSE.” Ask friends for feedback.
Advise staff that we will incorporate their thoughts about training in staff discussions later
when we are in the strategic planning process. Then I also suggest TSE save the survey, stop the
monthly payments until we determine if we will train, why we will train, and how fast we can
develop training products. We don’t know any of these things now.
Succession Planning
One additional factor Taylor Systems may want to bring into the planning mix would be
succession planning. A charismatic leader of a private company leads their company with strong
beliefs and values. The challenge comes for continued success and potential for growth for the
company when the founder is still present, considers making major changes and the
expectations of future generations of leadership are not integrated into the business decision-
making process. This transition can be positively affected by how the founder plans for and
trains the next generation of leadership.
Strategic Plan Document
I suggest that a summary high level strategic plan document be produced at the close of the
strategic planning activities to aid TSE in carrying forward its plans for managing the changes in
potential new products, services and other activities thus identified and those which will arise
naturally from the process itself. The contents of document should be further defined if it is
requested.
Other Tasks as Assigned
In addition to the strategic facilitation duties other related tasks may be assigned and
requested.

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Facilitation Sequence
I propose that the strategic planning process take place in a series of three sessions which I will
facilitate. I have outlined the sequence of activities which would be involved in chronological
order.
Analysis
1. Refine Objectives. Examine current TSE and market conditions, successes and
problems; potential organizational barriers, incentives, market and/or
legislative directives, and other conditions and issues for comparison and
inclusion in facilitation
2. Obtain customer service feedback data and other data
3. Determine participating staff; including their names and position
4. Determine dates, times, location(s) of sessions for each
5. Review and discuss TSE’s organizational culture
6. Research and discuss TSE competition, industry marketing leadership;
including successful marketing models for relevant comparisons
7. Discuss preferred facilitation delivery style: a retreat, or more formal style
etc.
8. Announce sessions to staff in an attractive manner to create a “Buzz”
9. Other duties as needed
Design and Development
1. Design custom facilitation and outline the daily flow of each session with
activities
2. Design framing questions; charts, locate website examples, graphics, tools,
and each session’s opening and wrap up strategies
3. Specify Materials and Equipment needed: i.e., IT projector, large screen,
other?
4. Identify a note taker/scribe to record each session accurately and provide
notes to Linda Villatore at the close of each facilitation session. This
individual is to be provided by TSE
5. Optional review, input and finalizing facilitation planning meeting with Cliff
6. Revisions and additions made
7. Other duties as needed

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Implementation
Conduct Facilitations.
1. Estimating 18 Hours in total length; with dates, location, duration, frequency
and specific staff participants in each session to be determined
2. Obtain and review notes from scribe after each session
3. Consult with staff participating outside of facilitated sessions with Marketing
guidance, follow up questions, outreach, requests for more data, and
updates during project process
4. Write draft Strategic Plan; including any metrics and timelines for short term
and long term goals listing main points coming out of facilitations
5. Review draft for feedback revisions
6. Make document revisions
7. Deliver Final High Level Strategic Planning document within 3 weeks of the
end of the contract period.
Vision
Human beings survived by solving problems. We now find we are affecting the health of our
planet by our consumption of energy. Taylor Systems Engineering solves energy problems.
They are inspired by design creativity and guided by solutions integrity.
Taylor Systems Engineering has both
flourished and languished in natural cycles of
business for over 35 years. The current
plateau is not good enough anymore. A
restless energy has emerged for changes
which will guide TSE into greater growth. The
integration of this vision will carry the
company into its next 35 years.
I want to be part of sustainability engineering,
design knowledge, and wisdom contained in
TSE and help bring these to the wider world.
TSE is looking for a vision of itself and its role
in the future. I suggest they lead from that
vision.
I look forward to helping them do just that..