LaFleur Marketing — Q4 2025 Board Meeting

Year-End Review & 2026 Strategic Plan

January 2026 · CEO: Chip LaFleur, EVP: Bob Flavin

Q4 2025 Board Meeting

Agenda

  1. State of the Business
  2. Financial Review
  3. Product and Operational Updates
  4. Execution Gaps
  5. Market and Competitive Edge
  6. Culture and Team
  7. Strategic Priorities & Q1 2026 Rocks
  8. Discussion / Questions

Core Purpose & Values

Core Purpose

Empowering clients, employees, and communities with evidence, collaboration, and creativity

Core Values

  • We value relationships
  • We commit to Excellence
  • We act in good faith

Strategic Priorities (2024-2028)

YearRevenueGrowth%MRR%MRR$
2024$2.5M———
2025$1.4M-44%~60%—
2025 Actual: $1,423,302.84
2026$1.6M14.3%70%$95k
2027$2.0M25%75%$125k
2028$2.4M20%80%$175k

2026 Focus

  • All websites profitable with solidified tech stack
  • Add account strategist
  • Office Vibe eNPS >+75
  • Fully implement SOP structure with training
  • Clear positioning and consistent branding
  • Productize core offerings
  • $105k profit & $50k emergency fund

2027-2028 Vision

  • Profitable at 32-hour work-week
  • Chip's role transitions to promoting LaFleur values
  • 80% MRR of total revenue
  • 80% employee retention rate
  • Debt free (2028)
  • 25% profitability (2028)

2026 Annual Goals

Financial

  • Total Revenue: $1.6M
  • MRR: 70% of total revenue
  • $105K profit
  • $50k emergency fund
  • All website builds profitable

Operational

  • Fully implement SOP structure
  • Training plan & learning modules
  • Accountability enforcement
  • Unified tech stack
  • Documented website development process

Business Development

  • Assess and implement overall pricing structure
  • Land 2 new enterprise clients (≤25% of revenue)
  • Finalize rolling out MSAs to all current and future clients

Culture & Team

  • Office Vibe eNPS >75%
  • Maintain summer hours
  • 10-20 employees
  • Greater employee diversity
  • Healthy, happy employees

Ongoing Activities

  • Be the company people think about for tech leaders in West Michigan
  • Increase client retention and referrals
  • Build processes incorporating AI and modular content
  • Train staff to be subject matter experts
  • Develop path towards employee-owned structure

SWOT Analysis

Primary Weaknesses

  • Externally: Don't articulate well what we do well for clients. High visibility but not translating into active leads
  • Lack of financial safety net
  • Lack of sales process data. Unsure why deals sputter or don't close
  • Project management driving client budgets needs improvement
    • Tracking budgets on projects
    • Scoping projects accurately
  • Lack of technical expertise
    • Employee time to grow and training resources
  • Seasonal revenue shifts
  • Content and account management understaffed

Primary Opportunities

  • Website infrastructure
    • Language translation service for websites
    • Offer Regulatory Compliance assistance
    • Migration of chat service provider
  • AI consulting — Leverage knowledge and experience in AI
  • Implement quick-turn website builds
  • Finalize SOPs toward "LaFleur Way" of doing things
    • Standardize website build process
  • Sell KnowledgeBase
  • Deeper knowledge of lead generation to generate new business
    • Assess historical data
    • Stakeholder conversations
  • Leverage trust in LaFleur (in an industry in flux) to gain additional clients or offer new solutions
  • Use values to "align team around the work that needs to be done for the right reasons"
  • Consistent stand-up conversation items (i.e., do you have the tools to do your job?)

Culture and Team

Core Values

  • We value relationships
  • We commit to Excellence
  • We act in good faith

2026 Culture Goals

  • Office Vibe eNPS >75%
  • Maintain summer hours
  • 10-20 employees
  • Greater employee diversity
  • Healthy, happy employees
  • 80% employee retention rate (2027 goal)

Team Development

  • Train staff to be subject matter experts
  • Adequate/appropriate staffing with right person right seat
  • Utilize freelance resources for scalability
  • Develop path towards employee-owned structure

Accountability Structure

Clear roles and responsibilities established through Accountability Chart with FIT test (Fulfill, Integrate, Thrive) for all leadership positions.

Accountability Chart Overview

The rule: It's "ok" for a person to be accountable for more than one function, but it's not OK to have more than one person accountable for the same function.

Leadership Functions

  • Architect (Chip) — FIT: Y, Y, Y
    • LEADS, Culture, External community involvement, New ideas, Industry trends, Organizational structure, Capital formation, Tech strategy & vision, Data security
  • Builder (Bob) — FIT: Y, Y, Y
    • LEADS, Leadership team accountability, Vetting ideas, Prioritizing goals, Operationalize vision, Resource allocation, Problem solving, Tech infrastructure, Vendor mgmt, Budgeting

Sales & Marketing

  • Sales (Bob) — FIT: Y, Y, Y
    • LEADS, CRM mgmt, Price book, Quotes, Discovery calls, Client marketing strategy, Training account strategists
  • Marketing (Azzie) — FIT: Y, Y, Y
    • LaFleur marketing, Build marketing strategy, Execution, Prioritization of product development

Operations

  • HR (Azzie) — FIT: Y, Y, Y
    • Onboarding/offboarding, Employee support, Job postings, Interview coordination, Performance reviews, Employee appreciation
  • Admin (Azzie) — FIT: Y, Y, Y
    • Scheduling, Employee communications, Event planning, Client interfacing, Document management, Office workflow
  • Creative (Bob) — FIT: Y, Y, N
    • LEADS, Ensure creative products meet standards, Develop Creative SOPs, New creative technology approaches, Regulatory compliance
  • Digital Strategy (Bob) — FIT: Y, Y, Y
    • Client paid media, Marketing automation, Data integrations, Technology/vendor vetting
  • Project Management (Bob, transition Q1) — FIT: Y, Y, N
    • LEADS, Develop Proj mgmt SOPs, Process improvement, Timely completion, Resource allocation, Quality Assurance
  • Finance (Eric, PT 1/1/25) — FIT: Y, Y, Y
    • AR/AP management, Liaison with CPA, Cash flow, Banking relationships, Financial projections, Budgeting, Payroll

FIT Test: Fulfill (can they do it?), Integrate (do they understand the role?), Thrive (are they energized by it?)

Executive Summary — Year-End 2025

LaFleur completed 2025 with positive net income of $223,448.07, driven by strong operational performance and the Employee Retention Tax Credit. Despite starting the year with significant headwinds from client losses, we achieved revenue of $1,423,302.84 ($1,398,669.65 in sales) and demonstrated strong expense discipline throughout the year.

Financially, we ended the year with $140,177.87 in accounts receivable and total assets of $199,410.20. While operating income was negative at -$314,938.43, the ERC of $639,736.40 provided critical stabilization, resulting in positive net income for the year.

  • Financial Performance: Net income of $223,448.07; Total revenue of $1,423,302.84; Gross profit of $775,876.66 (54.5% margin).
  • Operational Excellence: SOPs and AI-assisted processes fully deployed, improving productivity and consistency.
  • Strategic Foundation: Annual meeting established 2026 goals: $1.6M revenue, 70% MRR, $105k profit, and $50k emergency fund.
  • Market Position: AI-powered marketing engine integrated with Obsidian and OpenAI, driving scalable execution.

Summary: 2025 was a year of stabilization and recovery. With positive net income and a clear strategic plan for 2026, LaFleur is positioned for profitable growth and operational excellence.

Financial Review — Year-End 2025

Total Income
$1,423,302.84
Total revenue
Sales
$1,398,669.65
Core revenue
Billable Expense Income
$24,633.19
Other income
COGS
$647,426.18
Direct costs
Gross Profit
$775,876.66
54.5% margin
Operating Expenses
$1,090,815.09
Net Operating Income
-$314,938.43
ERC (Other Income)
$639,736.40
Other Expenses
$101,349.90
Net Other Income
$538,386.50
Net Income
$223,448.07

Year-end 2025 results: Positive net income driven by strong gross margins and ERC. Operating expenses remain elevated but controlled.

Balance Sheet Snapshot — Year-End 2025

Assets

CategoryAmount
Total Assets$199,410.20
Current Assets$180,232.22
Bank Accounts (FCB 3703)-$12,198.00
Accounts Receivable$140,177.87
Other Current Assets$52,252.35
Fixed Assets$9,227.98
Other Assets$9,950.00

Liabilities & Equity

CategoryAmount
Total Liabilities$746,341.08
Current Liabilities$544,691.02
Accounts Payable$56,974.30
Credit Cards$14,592.02
Loan - FCB 2$267,380.75
Short Term Loans$174,173.43
Long-term Liabilities$201,650.06
Total Equity-$546,930.88

As of January 14, 2026 (Year-End 2025)

Key Financial Metrics — Year-End 2025

Profitability

MetricAmount
Gross Profit Margin54.5%
Operating Margin-22.1%
Net Income Margin15.7%

Accounts Receivable

Total A/R
$140,177.87
As of year-end

Expense Breakdown

CategoryAmount
Payroll$315,227.28
Occupancy$167,893.60
Corporate Costs$461,297.27
Advertising & Marketing$140,128.65
Other Expenses$101,349.90

Cash Position

Bank Accounts
-$12,198.00
FCB 3703

Market and Competitive Edge

"The LaFleur Engine"

Human + AI
Strategy → Content → Distribution
Proprietary frameworks · vector store · assistant
  • AI-augmented workflows across marketing, creative, and delivery
  • Company-wide SOPs for consistency and quality
  • Obsidian knowledge base → RAG-enabled GPT for context-rich output
  • Automated calendars and briefs grounded in firm-specific knowledge
  • Adaptive content across web, search, and social

Competitive Advantages

  • Differentiation via AI-enabled delivery in regulated industries
  • Operational maturity creates margin leverage
  • Faster execution, standardized quality, clearer positioning
  • Foundation to scale without proportional headcount increases

Market Opportunities

  • Improving conversion rates from rebuilt pipeline
  • Leverage trust in LaFleur (industry in flux) to gain clients
  • Website infrastructure services (translation, compliance)
  • AI consulting leveraging knowledge and experience

2025 Year in Review — Loss → Stabilization → Recovery

Q1 '25

Heavy Losses

Two major client losses; Orchard split; cash pressure.

  • Revenue shock & elevated OpEx
  • Reorganization initiated

Q2 – Q3 '25

Stabilization

Expense reductions >30%; Orchard liabilities largely cleared.

  • SOPs + AI engine deployed
  • Operational improvements implemented

Q4 '25

Recovery

Year-end positive net income of $223,448.07; ERC received; strategic plan established.

  • Net income: $223,448.07
  • Total revenue: $1,423,302.84
  • 2026 strategic plan finalized

Orchard Debt Resolution (Substantially Completed)

  • Eliminated >$900K in legacy obligations
  • $575K shareholder loans repaid via divestiture
  • $50K Thornapple consulting fees forgiven
  • $250K applied to reduce corporate line of credit
  • $319K receivable true-up settled via 11.5% equity-for-debt
  • Final $92,350.50 under six payments of $15,391.75 (Aug–Dec 2025)

Effect: Reduced interest expense and simplified balance sheet heading into Q4.

Product and Operational Updates

AI + SOP Integration

  • Unified SOP library across departments
  • RAG-based GPT assistant trained on LaFleur frameworks
  • Obsidian integration → live strategy library powering execution
  • 2× speed in planning & production with consistent quality

The LaFleur Engine

  • Strategy templates & prompts grounded in client context
  • Automated calendars & briefs across web, search, social
  • Repeatable, quality-controlled production at scale

Operational Improvements

  • SOP structure implementation begun
  • Training plan and learning modules in development
  • Accountability enforcement framework established
  • Unified tech stack selection in progress

2026 Product Roadmap

  • Finalize "LaFleur Way" SOP structure
  • Standardize website build process
  • Productize core offerings
  • KnowledgeBase product launch

Execution Gaps

Primary Weaknesses

  • Externally: Don't articulate well what we do well for clients. High visibility but not translating into active leads
  • Lack of financial safety net
  • Lack of sales process data. Unsure why deals sputter or don't close
  • Project management driving client budgets needs improvement
    • Tracking budgets on projects
    • Scoping projects accurately

Operational Gaps

  • Lack of technical expertise
    • Employee time to grow and training resources
  • Seasonal revenue shifts
  • Content and account management understaffed

2026 Focus Areas

  • Improve sales process tracking and analysis
  • Build $50k emergency fund
  • Complete SOP documentation and training
  • Enhance project management capabilities

Business Development — 2025 Summary

2025 Revenue Performance

Total Revenue
$1,423,302.84
  • Gross profit margin: 54.5%
  • Revenue down 44% from 2024 ($2.5M)
  • Strong recovery in Q4
  • MRR target: ~60% of revenue

2026 Pipeline Focus

  • Land 2 new enterprise clients (≤25% of revenue)
  • Improve conversion rates
  • Better articulation of value proposition

Key Achievements

  • AI-powered marketing engine deployed
  • SOP structure implementation begun
  • Operational efficiency improvements
  • Strategic plan for 2026 established

2026 Revenue Goals

Target Revenue
$1.6M
14.3% growth
MRR Target
70%
$95k monthly

Strategic Priorities & Q1 2026 Rocks

Revenue & Business Development

  • $50k in new business / >TBD% MRR
    Owner: Bob
  • Schedule 4 potential enterprise clients for discovery
    Owner: Chip
  • Assess and analyze pricing structure in PriceBook; develop rollout plan
    Owner: Bob
  • Create plan and roll out new MSA to all current clients
    Owner: Bob

Operations & Infrastructure

  • Complete SOP structure for account strategy with learning modules
    Owner: Azzie
  • Select vendors for unified tech stack and build website template
    Owner: Chip
  • Document website hosting SOP
    Owner: Chip
  • Document website development SOP
    Owner: Chip
  • Complete assessment of hosting clients; implement quarterly check-in
    Owner: Bob
  • Sell and finalize KB build-out and integrations; document process
    Owner: Chip
  • Plan for Eric's transition
    Owner: Eric

Discussion / Questions

Strategic Dialogue

  1. How do we better articulate what we do well to convert visibility into active leads?
  2. What's the most effective path to achieve 70% MRR and $1.6M revenue in 2026?
  3. How do we leverage the "LaFleur Way" (SOPs + AI) to create sustainable competitive advantage?
  4. How do we significantly outperform the 2026 goal of building a $50k emergency + $105k profit?

2025 was about stabilization. 2026 is about profitable growth and operational excellence.