Strategic Roadmap

Page Nos

Orbit Map 1

Orbit Map ‐ Year 1 Tracker 2

Year 1 Implementation Plan 3‐5

April 2022
 FINANCIAL TARGETS
£'k 21/22 22/23 23/24 24/25
Fct Bud Plan Plan

Turnover £0 £0 £0 ORBIT MAP

EBITDA £0 £0 £0
Cash burn £0 £0 £0
Value (12.5x) £0 £0 £0 Governance

POD Development Operational Excellence

Recognised within Mercia as a well
run and successful business
Best in class operational KPIs
Marginal gains approach to achieved
POD development

Robust Governance in Place

Marketing Strategy PODs rebranded with new brand Financial Management

Marketing recognised as and well received by customers
Factory investment underway Clear view on financial
best in class within the
performance required for
industry and beyond Business Imperatives successful exit
addressed
Marketing strategy
continually refined to
POD Design Fit for Roll Operating Procedures in
Quality management
information produced to May‐25
optimise cost of make informed decisions
acquisition Out place and documented

Cost of acquisition and

Monthly Reporting /
May‐24
revenue in line with unit
KPIs / In Place
economics
May‐23
Vision / Mission / Values Vision / Mission / Values Funding monies received
Organisational Culture a Business on track to be
Organisational Culture true differentiator
and Behaviours
Inculcated
and Behaviours Clearly
Stated and Understood
TODAY Seed A funding Underway and growth plan
underway
cash generative
Funding

Minimum of 4 PODS
Franchising Option
operational and in line
Chosen
with unit economics

Franchising underway
Continued with initial pilot
Board and Mgt Team
expansion of New Branding Implemented
structures agreed franchises appointed
owned PODs to
drive growth
Robust Customer Successful early
Self Operated PODs a
handling process in franchisees and
key element of company
place accelerated franchisee
growth plans
recruitment
POD Pilots Recruitment underway to Franchising
Brand name gains traction
address key roles

Trust pilot scores for PODs in line

with shops

Brand renowned in industry

High performing board and
for the right reasons
management team in place

Documented customer journey

reflected across the franchise
business

Organisational Structure Brand Development

Customer Journey

1
 Year 1 Orbit Map ‐ Progress Report
Axis 2022/23 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May
Owner R.A.G. Direction
Turnover / Profit £k : £k R.A.G. Direction R.A.G. Direction R.A.G. Direction R.A.G. Direction R.A.G. Direction R.A.G. Direction R.A.G. Direction R.A.G. Direction R.A.G. Direction R.A.G. Direction R.A.G. Direction R.A.G. Direction R.A.G. Direction R.A.G. Direction

1 Governance Business Imperatives addressed Stephen  

2 Financial Management Monthly Reporting / KPIs / In Place Andy  
3 Funding Seed A funding Underway Stephen  
4 Brand Development New Branding Implemented Clare  
5 Customer Journey Robust Customer handling process in place Clare  
6 Organisational Structure Board and Mgt Team structures agreed Vicky  
Vision / Mission / Values and Behaviours Clearly
7 Organisational Culture
Stated and Understood
Vicky  
8 Operational Excellence Operating Procedures in place and documented Vicky  
9 Franchising Franchising Option Chosen Vicky  
Minimum of 4 PODS operational and in line with
10 POD Pilots
unit economics
Vicky  
Cost of acquisition and revenue in line with unit
11 Marketing Strategy
economics
Clare  
12 POD Development POD Design Fit for Roll Out Vicky  

2
 2022/23: Breakthrough Plan
Vision / Mission / Values and Behaviours (Culture)
What 1 1 ACS Contract Complete and Design in Escrow What 7 1 Developed
Mercia Contract Finalised and Keyman Insurance in VMC Communicated to the business and becomes a
2 place Organisational 2 way of working
Governance Vision / Mission /
Business Imperatives
addressed 3 Steven Contract Completed Culture Values and Behaviours
Clearly Stated and
Development & implementation of a communication
3 stategy to the stakeholders within the business
Understood
Data Security and Management Policies developed and
4 implemented 4 Health and Safety embedded in to business processes
Monthly Board Pack / KPIs / Cashburn Agreed and
What 2 1 Produced What 8 1 Operational processes mapped out and documented.

Financial 2 Price Review process implemented Operational 2 Cost to serve different services understood
Operating Procedures
Management Monthly Reporting /
KPIs / In Place
Budget (P&L/BS/CF/KPIs) for 22/23 Agreed and
3 Reported On Excellence in place and
Existing factory excellence improvement programme
3 implemented
documented

4 Financial resourcing reviewed 4 Training programmes developed and in place

What 3 1 Financing of PODs reviewed and agreed What 9 1 Franchising Options Reviewed and Modelled
2 Timetable for future funding agreed 2 Franchising Option Agreed
Funding Seed A funding
Franchising Franchising Option
Underway 3 Funding round launched Chosen 3 Franchising Plan Agreed and Signed Off
4 Funding round successfully completed 4 Franchising Plan Actioned

What 4 1 Re Branding Project Given the Go ahead What 10 1 New Locations identified and signed off

Brand 2 Consultancy and Process Appointed 2 New PODs in situ

POD Pilots Minimum of 4 PODS
Development New Branding
Implemented 3 Re Branding Project Underway operational and in line
PODs reviewed for location performance and process
3 for decision on re location documented
with unit economics
Characteristics of a good location understood and
4 Re Branding Completed 4 documented

What 5 1 Key customer contact points mapped and understood What 11 1 Email marketing automation in place
Customer handling strategy developed and
Customer 2 implemented Marketing 2 Marketing Intern recruited
Robust Customer Cost of acquisition and
Journey handling process in 3 Customer satisfaction measures reviewed and actioned Strategy revenue in line with
Clear marketing strategy documented for franchise
3 operation
place unit economics
Customer listening and loyalty programmes up and
4 running 4 Competitor analysis undertaken on a regular basis
Business rhythm established ‐ weekly, monthly,
What 6 1 quarterly, annual etc What 12 1 Re design completed and implemented

Organisational 2 Key future board / management roles agreed POD 2 Customer feedback on re design sought and reviewed
Structure Board and Mgt Team
structures agreed 3 Structure and roles in place for financing round Development POD Design Fit for Roll
Out 3 "Amazon" style lockers investigated
Development of an Employment Brand to ensure
4 successful recruitment across the business 4 "Amazon" style lockers trialled
3
 BREAKTHROUGH PLAN : WHO, WHAT, WHEN, HOW
Important / Urgent Updated

Original Due New Due Previous Previous Current Previous Qtr 1

June

Sept
May

May
Mar
Nov
Aug
July

Dec
Apr

Apr
Feb
Oct

Jan
45
46
47
49
50
51
52

10
11
12
13
15
16
17
19
20
21
23
24
25
26
28
29
30
32
33
34
35
37
38
39
41
42
43
45
46
47
49
50
51
52
Owner Milestone What Action Owner Who Imp Urg Total Comments

2
3
4
6
7
8
Date Date R.A.G. Direction R.A.G. Direction 23/24

ACS Contract Complete and Design in Escrow Vicky 3 3 6 End April 22    

Mercia Contract Finalised and Keyman Insurance in place Sandy 3 3 6 End April 22    
Business Imperatives
Stephen Governance
addressed
Steven Contract Completed Stephen 2 3 5 End April 22    
Data Security and Management Policies developed and
implemented
Vicky 3 2 5 End Sep 22    
Monthly Board Pack / KPIs / Cashburn Agreed and
Produced
Andy 3 2 5 End Apr 22    

Price Review process implemented Andy 2 3 5 End May 22    

Monthly Reporting /
Andy Financial Management
KPIs / In Place
Budget (P&L/BS/CF/KPIs) for 22/23 Agreed and Reported
On
Andy 3 2 5 End May 22    

Financial resourcing reviewed Vicky 2 1 3 End Sep 22    

Financing of PODs reviewed and agreed Andy 2 2 4 End Apr 22    

Timetable for future funding agreed Stephen 3 1 4 End Sep 22    

Seed A funding
Stephen Funding
Underway
Funding round launched Stephen 3 1 4 End Apr 23    

Funding round successfully completed Stephen 3 1 4 End Jun 23    

Re Branding Project Given the Go ahead Clare 2 3 5 End Dec 22    

Consultancy and Process Appointed Clare 2 2 4 End Jan 23    

New Branding
Clare Brand Development
Implemented
Re Branding Project Underway Clare 2 2 4 End Apr 23    

Re Branding Completed Clare 2 1 3 End Jul 23    

Key customer contact points mapped and understood Clare 2 2 4 End May 22    

Robust Customer
Customer handling strategy developed and implemented Clare 2 2 4 End Sep 22    
Clare Customer Journey handling process in
place
Customer satisfaction measures reviewed and actioned Clare 3 2 5 Ongoing    
Customer listening and loyalty programmes up and
running
Clare 3 2 5 End Jun 22    
Business rhythm established ‐ weekly, monthly, quarterly,
annual etc
Vicky 3 1 4 End May 22    

Key future board / management roles agreed Vicky 3 2 5 End Dec 22    

Board and Mgt Team
Vicky Organisational Structure
structures agreed
Structure and roles in place for financing round Vicky 3 1 4 End May 23    
Development of an Employment Brand to ensure
successful recruitment across the business
Vicky 3 2 5 End Sep 22    

4
 BREAKTHROUGH PLAN : WHO, WHAT, WHEN, HOW
Important / Urgent Updated

Original Due New Due Previous Previous Current Previous Qtr 1

June

Sept
May

May
Mar
Nov
Aug
July

Dec
Apr

Apr
Feb
Oct

Jan
45
46
47
49
50
51
52

10
11
12
13
15
16
17
19
20
21
23
24
25
26
28
29
30
32
33
34
35
37
38
39
41
42
43
45
46
47
49
50
51
52
Owner Milestone What Action Owner Who Imp Urg Total Comments

2
3
4
6
7
8
Date Date R.A.G. Direction R.A.G. Direction 23/24

Vision / Mission / Values and Behaviours (Culture)

Developed
Vicky 3 3 6 End Jun 22    
VMC Communicated to the business and becomes a way
Vision / Mission /
of working
Vicky 3 2 5 End Sep 22    
Values and Behaviours
Vicky Organisational Culture
Clearly Stated and
Development & implementation of a communication
Understood
stategy to the stakeholders within the business
Vicky 3 2 5 End Jun 22    

Health and Safety embedded in to business processes Vicky 3 2 5 End Sep 22    

Operational processes mapped out and documented. Vicky 2 2 4 End Sep 22    

Cost to serve different services understood Andy 2 2 4 End Jul 22    

Operating Procedures in
Vicky Operational Excellence
place and documented
Existing factory excellence improvement programme
implemented
Vicky 2 2 4 End Sep 22    

Training programmes developed and in place Vicky 2 2 4 End Sep22    

Franchising Options Reviewed and Modelled Andy 3 2 5 End Oct 22    

Franchising Option Agreed Vicky 3 2 5 End Dec 22    

Franchising Option
Vicky Franchising
Chosen
Franchising Plan Agreed and Signed Off Vicky 3 2 5 End Jan 23    

Franchising Plan Actioned Vicky 3 1 4 End May 23    

New Locations identified and signed off Vicky 3 3 6 End Apr 22    

Minimum of 4 PODS
New PODs in situ Vicky 3 3 6 End Jun 22    
Vicky POD Pilots operational and in line
with unit economics PODs reviewed for location performance and process for
decision on re location documented
Vicky 3 2 5 Ongoing    
Characteristics of a good location understood and
documented
Clare 2 2 4 End Dec 22    

Email marketing automation in place Clare 3 3 6 End Apr 22    

Cost of acquisition and

Marketing Intern recruited Clare 2 3 5 End Apr 22    
Clare Marketing Strategy revenue in line with unit
economics Clear marketing strategy documented for franchise
operation
Clare 3 2 5 End Mar 23    

Competitor analysis undertaken on a regular basis Clare 2 1 3 Ongoing    

Re design completed and implemented Vicky 3 3 6 End May 22    

Customer feedback on re design sought and reviewed Clare 2 2 4 End Jun 22    

POD Design Fit for Roll
Vicky POD Development
Out
"Amazon" style lockers investigated Vicky 3 3 6 Mid May 22    

"Amazon" style lockers trialled Vicky 3 2 5 Mid Jun 22    