Prepared by Ruth Spina, IT Comptroller.
June marks the transition of the IT portfolio from planning into operational delivery. Infor ERP onboarding has moved from high-level scoping into structured plant-floor discovery, GAMDS Phase 1 is days from shipping its first pallet of skins, the FactoryTalk Historian engagement with Wesco kicks off this month, and a centralized governance model now sits behind every active workstream. The view below is deliberately evidence-based — what actually moved, where production risk is concentrated, and the decisions executives need to make to keep the next 90 days on track.
Section 3 — every active initiative now carries a business owner, IT owner, and target completion date.
Section 4 — May's BDO narrative converted into a structured controls matrix with evidence locations and dates.
Section 5 — initiatives reframed with named business owners and process-first sequencing.
The seven workstreams where executive attention has the highest leverage this cycle.
End-to-end process defined (die-level → master panel tag → cut/coat scan → banding → ship). 300 of ~400 master panel pallets tagged. Stacker scanning operationally validated. First skin pallet targeted before month end — Phase 1 closeout milestone.
Wesco proposal P25STEV02b covers install, OT-network EtherNet/IP collection, up to 50 historian points, Excel-based DataLink/OLE DB reporting, and example dashboards. Fixed-fee engineering plus on-site ~ $62,174 total, six-week duration. John on site in Athens June 1.
Plant walkthroughs at SADP, CDSA, SASW complete. Infor customizing demo against real workflows. Phase 1 model confirmed: CAPM stays as production system of record; Infor CloudSuite assumes finance, purchasing, inventory, sales orders, shipping, invoicing. BOM ownership is the open architectural decision.
SOW dated 4/13/2026; $40,518 fixed fee; 6–8 weeks of execution. Scope: Power Platform governance under Zero Trust framework. Power Automate flow inventory complete (16 custom flows across 4 environments). Original 30-day fee validity has lapsed — signature timing now drives renewal exposure.
John leading the upgrade directly. SA126 removed from SQL merge replication; decommissioning underway. Data team being onboarded so the process is repeatable across remaining servers.
Dual-customer model confirmed (THD via DotCom; Wayfair via EDI). ~8 SKUs scope (4 doors LH/RH), 16 doors/pallet, 14-day lead time. EDI scope: 850, 856, 946, 810. SASW first, transitioning to SASWC4 Ashburn. Branding requirement is hard — all paperwork must read Superior Woodwork. No committed go-live; expectation alignment needed.
Standardizing pool point logic across plants ahead of the Jul 1 deadline. Mark Davis design verification is the active gate before production cutover; rollout sequencing depends on it landing cleanly. Aligns plant-floor scheduling and shipping consolidation with the broader ERP and EDI roadmap.
Every active initiative carries a business owner, an IT owner, and a target completion date. Grouped by delivery team for scannability — click any row to reveal value and purpose.
| Initiative | Business Owner | IT Owner | Target | Statusclick row for details |
|---|---|---|---|---|
OrePac EDI Integration | John Andre | Dev — Luis, Sam | June | In Progress |
Mereen-Johnson Sizer Real-Time Architecture | John Andre | Dev — Luis, Sam | TBD | In Progress |
Door Sizer Data Utilization & Reporting | Executive Team | Dev — Luis, Sam | TBD | Reporting Pending |
SASW Bin-Based Inventory Tracking | Mike Davis | Dev — Luis, Sam | May | Operational / Active Validation |
Pool Point Distribution Standardization | Terry and Kevin | Dev — Luis, Sam | 2026-07-30 | In Progress |
eMaint to Epicor / GL Sync | John Andre | Dev — Luis, Sam | June | In Progress |
Exterior Stock Work Tickets / Pallets | John Andre | Dev — Luis, Sam | May | Complete (Dev) |
RFID Shipping Read Validation / Performance Monitoring | Mike Davis | Dev — Luis, Sam | Ongoing | Operational / Monitoring |
Internal SSL Certificate Authority | Dev Team | Dev — Luis, Sam | May | Done |
API Key Verification | John Andre | Dev — Luis, Sam | May | Done |
Dev Training SP19 | Dev Team | Dev — Luis, Sam | N/A | Ongoing |
BayDisplay UI Feedback Updates | Mike Davis | Dev — Luis, Sam | May | Final Review |
Add MATCOD to Plant | John Andre | Dev — Luis, Sam | June | In Progress |
Discount Account / CAPM Discount AccuracyDev / Data | Jason Jennings | Dev — Luis, Sam | June | To Do |
38 active initiatives across Development, Data, and Special Projects. Source of record: Asana IT Portfolio.
Governance planning and foundational preparation activities continued in June in anticipation of the BDO Power Platform Governance & Security engagement. Work this month focused on documenting current-state automation, preparing governance inputs, monitoring active threats, and evaluating governance implications related to future automation and ERP capabilities. Supporting documentation and working notes continue to be maintained in Confluence.
| Project / Workstream | Owner | Status | June Update |
|---|---|---|---|
| BDO Power Platform Governance & Security Engagement | John Andre / Jason Jennings | Pending signature | Statement of Work remains pending execution. Governance scope includes Power Platform controls, Zero Trust architecture, DLP strategy, security governance, and citizen developer enablement. |
| Power Automate Environment & Connector Inventory Preparation | Data Team | Complete | Existing Power Automate flows, environments, and connector usage were inventoried to prepare for BDO engagement and accelerate governance assessment activities upon execution. |
| Threat Monitoring & Response | IT Team | Operational | Continued review of flagged activity through Darktrace, including investigation and response to identified risks as part of standard IT security operations. |
| Citizen Developer Governance & Operational Enablement | Data Team / Development Team | In progress | Teams are evaluating governance considerations tied to citizen development, including how reporting, automation, and future ERP capabilities through Infor may be safely expanded while reducing dependency on technical resources. |
The BDO engagement remains pending signature; however, preparation activities continued to ensure readiness once approved. The Data Team completed foundational Power Automate inventory work to support governance planning, while Development and Data teams continued evaluating how citizen developer capabilities may be safely introduced under formal governance. Discussions also expanded to include future-state considerations associated with Infor capabilities and how governance standards may support automation, reporting access, and controlled business-user enablement. Darktrace monitoring continued as part of normal IT security operations, with flagged activity reviewed and addressed through existing processes.
A consistent pattern across the portfolio: operational outcomes depend on process discipline outside IT's authority. IT can build tools, dashboards, and automation, but cannot enforce execution, define accountability, or drive adoption. The structural fix is changing how work enters IT in the first place — named business sponsorship, defined ownership, explicit scope before development capacity is committed.
Samantha & Luis · Sprint 19 in execution
Collin & Adriana · ~71% of assigned data initiatives progressed
The data team is now carrying recurring operational fulfillment that previously sat with development, in parallel with Infor onboarding support, the SQL Server platform migration, the post-BDO citizen developer rollout, the FactoryTalk Historian prototype with Wesco, GAMDS production dashboards, and the AI agent portfolio. The SQL migration in particular is heavy — the process needs to be defined and documented before Mark's team can take it over and run it across the remaining servers, with developer involvement required for application testing on each cutover. This load exceeds steady-state capacity. Decision needed: rank these workstreams so trade-offs are made deliberately rather than by default.
Business sponsor: Department leads · IT owner: Samantha Wood
Requests reached IT through direct messages, hallway asks, and ad-hoc emails — no audit trail, no shared queue, no ability to prioritize against the active sprint.
Single intake address feeds a triaged queue. Every request is logged, classified by work type, sized, and routed into the correct sprint or backlog with a named business sponsor before development capacity is committed.
Business sponsor: IT Leadership · IT owner: Dev Team
Status questions, 'where is my request,' and small data pulls consumed developer and data-team hours every day, fragmenting deep-work time.
Permission-scoped chatbot answers status, surfaces standard reports, and creates intake tickets against role-based access — keeping sensitive data inside the boundary while reducing interrupt load on the development and data teams.
Strategic decisions requiring executive input — surfaced ahead of deadline. Top operational risks tracked monthly.
| Decision | Why it matters | Owner | Decide by |
|---|---|---|---|
| Approve Laserfiche v11 upgrade pricing | Unlocks six paused workstreams: HR documents, paperless purchasing, GAMDS compliance, A-Site replacement, DocuSign integration, check-face scanning. | Scott + John | Jul 1, 2026 |
| Sign the BDO Statement of Work | $40,518 fixed fee; original 30-day fee validity has lapsed. All preparatory work complete; signature is the only gate. | John Andre | Jun 30, 2026 |
| Risk | Severity | Mitigation | Owner |
|---|---|---|---|
| Data team capacity exceeded by parallel workstreams | High | Executive prioritization of SQL migration vs. Infor vs. AI portfolio | John Andre |
| Unstructured intake bypassing the queue | High | Centralized email intake + permission-based AI chatbot; sprint protection for development and data teams | Samantha · Luis |
| SQL migration scope & prioritization | High | Executive ranking of SQL migration against Infor, AI portfolio, and Historian; runbook documented for Mark's team to repeat | John · Mark |
| BDO fee validity lapsed pending signature | Medium | Executive signature this cycle; renegotiation contingency tracked | John · Jason |
| Laserfiche stall blocking six initiatives | Medium | Egnyte continuation; Infor native DMS evaluation in parallel | Jacob |
Each commitment carries a named owner and date. Items without both have been removed.
| Workstream | Next milestone / decision | Owner | By |
|---|---|---|---|
| GAMDS Phase 1 closeout | First skin pallet ships; Phase 2 die-replacement + stacker-exit RFID design begins formally. | John · Luis | Jul 31 |
| FactoryTalk Historian | Wesco kickoff and on-site install in Athens; validated baseline + example dashboards. | John · Wesco | Jul 15 |
| Infor ERP onboarding | Workflow-tailored Infor demos delivered; Scott sign-off; BOM ownership decision. | Ruth · John | Aug 31 |
| BDO Power Platform engagement | Contract signature, then 6–8 week execution producing Zero Trust governance framework. | John Andre | Jun 30 (sig) |
| SQL Server platform migration | Runbook documented; Mark's team executes next-server cutover with dev test pairing. | John · Mark | Aug 30 |
| Wayfair go-live | SKU verification with Troy; SASWC4 billing decision; branding implementation; executive target date. | Troy · Sam | Aug 30 |
| Pool Point standardization | Mark Davis design verification → production cutover ahead of Jul 1 deadline. | Luis · Dev | Jul 1 |
| Laserfiche v11 upgrade | Executive approval of vendor pricing; unlock six dependent initiatives. | Scott + John | Jul 1 |
| Time clock refresh | Purchase approval for the 9000-series replacement; phased deployment on arrival. | Scott · Rick | Aug 15 |
| Athens OT firewall + shipping RFID | Rick on site to complete reconfiguration and activate RFID components. | Rick Garcia | Jul 31 |
The IT Support team reports into the executive view for the first time this cycle. Operations function — distinct from portfolio initiatives, dev, data, and special projects. Figures below reflect May activity through May 29.
The IT Support team kept every plant and corporate site running in May — 639 tickets handled, 90.9% closed, and 461.5 hours logged including 89 after-hours.
Figures reflect May activity through May 29; month-end totals confirmed in the next cycle.
| Plant | Tickets | % of plant support | Concentrated drivers |
|---|---|---|---|
| RICDP — Richmond | 120 | 24.6% | General IT support · production equipment · device setup · user access |
| LEBDP — Lebanon | 102 | 20.9% | Production equipment · device setup · user access · general support |
| SADP — San Antonio | 95 | 19.5% | General IT support · device setup · printer/copier · monitor/display |
| SASW — Superior Woodworks | 71 | 14.6% | General IT support · device setup · printer/copier · user access |
| UTDP — Utah | 41 | 8.4% | Production equipment · general support · preventive checks · device setup |
| GAMDS — Georgia | 36 | 7.4% | General IT support · preventive checks · user access · infrastructure |
| CDSA — San Antonio | 22 | 4.5% | General IT support · device setup · printer/copier · production equipment |
RICDP, LEBDP, SADP, and SASW accounted for ~79.6% of plant support activity in May.
Ticket type assigned by classification of ticket subject and detail. Production equipment, device setup, and printer/copier support together make up over 40% of volume — direct plant-floor enablement.
UTDP, LEBDP, RICDP, and GAMDS remote support absorbed elimination of three legacy roles without disruption.
Core service desk handled the May load (639 handled / 581 closed at 90.9%) with on-site and after-hours coverage (89 after-hours tickets); specialization across team members is the active focus.
Daily/monthly recurring fulfillment, ECM monitoring, auditor requests, and IT-data queues running alongside Infor and AI work.
Monthly view of the security program — operated separately from IT Support. Spans May posture and June movement across detection, phishing simulation, and data protection.
| Program | May posture | June movement | Status |
|---|---|---|---|
| Darktrace network + identity | Operational; April quiet | Meaningful alert volume in May, all investigated and cleared. Warren-sourced desktop alert confirmed legitimate. | Operational |
| KnowBe4 phishing campaigns | April test: 0% click rate | Two May campaigns; first batch saw one click — targeted training planned. Second batch results in July report. | Actioning |
| Microsoft Purview / DLP | Email sensitivity labels tested internally | Document-level labeling in progress; broader rollout depends on E3 licensing + SharePoint migration. | In progress |