Striving for Organizational Excellence SCOTT RAVECH, CEO, DEERLAND ENZYMES

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1 Striving for Organizational Excellence SCOTT RAVECH, CEO, DEERLAND ENZYMES

2 About Deerland Enzymes Custom manufacturer of dietary supplements containing enzymes and probiotics Product development, formulation and contract manufacturing services Formulated 14 of the 22 top-selling enzyme products Rapid growth since 2008

3 Consulting Focused Solutions Provider One-Stop Shop Custom Blends Enzymes Probiotics Prebiotics Non-GMO cgmp certified Capsules Tablets Bulk Blends Bottles Jars Custom

4 2008: Upon My Arrival Bloated organization Poor market reputation Price-driven approach Confusing and diluted market presence Significant skills gaps in critical positions No R&D pipeline Negative cash flow No clear commercial strategy Very strong industry leading competitor What did I get myself into??

5 Where To Begin?

6 Culture and Leadership Diverse group of approx. 100 employees Manufacturing Laboratory Administrative

7 Instilling a Common Sense of Purpose PROVIDING ANSWERS 1. Not just the what and how of the business, but more importantly The WHY 2. What is our shared responsibility? 3. What should the company s culture be?

8 Why We Do It To Make A Measurable Difference In The Health And Quality Of People s Lives

9 Our Shared Responsibility Everything we make goes into people s bodies in many cases, those of children.

10 Our Core Values Passion for Our Customers Success & Satisfaction Quality is Everyone s Responsibility Achieving Our Committed Goals is a Given Ethics & Integrity: No Short-Cuts Safety: A Critical Priority and Fundamental to Our Culture Team Work: We Win or Lose Together

11 Our Core Values Passion for Our Employees & Customers Success & Satisfaction Quality is Everyone s Responsibility Achieving Our Committed Goals is a Given Ethics & Integrity: No Short-Cuts Safety: A Critical Priority and Fundamental to Our Culture Team Work: We Win or Lose Together

12 PROJECT: Culture Change for Organizational Excellence

13 Competing Values Framework Current Desired Adhocracy Family Family Adhocracy Structured Market Structured Market

14 Leadership ENERGY EDGE ENERGIZE ENGAGEMENT

15 Culture Change Improve employee satisfaction, engagement, and excitement involvement at all levels (heart and soul) Project focus Clear understanding of the relationships across functional projects, corporate projects, corporate objectives, and strategy Business case thinking Appropriate level business case developed for each key initiative Meeting rigor More formalized meeting strategy (purpose, agenda, attendees, role, etc) More time spent on strategy Forward thinking, 3-year rolling budget Ensure alignment of our culture with our business strategy to drive market demand and value. Honor the strengths of our current culture. Focus on critical few behavioral changes; not the trivial many.

16 Action Plan Establish Urgency Develop Direction Charter a Change Team Communicate, Communicate, Communicate Align and Empower Employees Align Infrastructure & Increase Accountability Improving business requires changing the culture At first we will focus on a few key behavioral changes We need strong champions and change ambassadors We must over-communicate and deliver a consistent message Lead by example and empower the employees to overcome change resistance Over time we must realign all of our systems and processes with the new ways of working

17 Employee Engagement Survey Purpose What is Deerland doing well? Build on it, to do even better! What should Deerland do better? Make changes that are of value to our employees Results 84% participation rate 366 detailed comments Results were shared and action plan presented within 60 days Measure How Well We Are Living Up To Our Core Values Commitment!

18 Summary/Takeaways Since 2008, Deerland Enzymes has undergone a transition of epic proportions A Culture Change was necessary to drive continued growth without creating chaos. What got us here isn t going to get us there. Common direction and purpose critical to changing the way employees and customers viewed the business. Employee engagement cannot be an after thought and must be nurtured. Internal and external transparency and trust is paramount to success.