// A — systemic risks
Fix these or they recur
Eric is a single point of failure.Named owner of the large majority of action items across all 17 meetings — procurement, inventory, shipping, finance, vendor comms. If Eric is out, shipping stops.
A second bus factor: Dennis + Aziz on the tech side.Dennis is sole owner of product/firmware/sim; Aziz (a contractor, with college finals) is the only hardware builder. Both are single points.
China supply chain is the recurring crisis engine.In one quarter: counterfeit SD cards, paint-contaminated light-show drones + a $6k order swap, no shipping lane to Australia, 2-month customs delays, and the CM5 shortage threatening 16 orders incl. a 10-unit June 28 deadline. This drove the US-manufacturing pivot.
Work floats across meetings because nothing holds it.The ribbon cable, counterfeit SD cards, light-show customs, CM5, and the Teachable cancellation each reappear for weeks. Clearest case for a tracked board + a human triage gate.
Fulfill-on-demand with no inventory visibility.Stock is known by bin-check/memory; the $6k Noreen/Cedar Valley swap is the cost of no order-tracking.
// B — money & data integrity
Margin and trust in the numbers
Hardware margin is thin; the strategy is to pivot to software/services.Flagged case: a $51k FPV sale yielded only $6–7k margin. Repeated intent to "land and expand" into high-margin software, custom sims, and pro services (Amazon, BNSF).
CRM/finance data is unreliable.HubSpot mid-overhaul; $3.5M in stale deals closed out; deal bloat from QBO estimates; estimate source-of-truth ambiguous (QBO vs HubSpot).
Commission calculation is broken.QBO credits the estimate creator, not the account manager who closes — so Lindsey's commissions are hand-calculated.
Demo/loaner hardware has no accountability.The Kerrigan unit had to be chased down for a Pitsco deadline; a formal CC-hold program was proposed.
// C — growth & funnel leaks
Where demand leaks out
Lead capture is leaking at every seam.Conference QR codes drove traffic but 0 signups (broken landing-page CTA); "no system for capturing attendee contact info"; PPC ineffective at $76–465 cost-per-lead.
Email deliverability is at risk.unmannedairlines.com sender domain flagged by spam filters; DMARC/SPF/blacklist issues hurting cold outreach.
Trial funnel migration is incomplete.24.6% trial conversion is strong, but 11 enrollments still happened in Teachable — the funnel isn't fully on the new platform, and trial→paid follow-up isn't built.
Repair work is a liability.A Tello repair attempt = 1 unit smoked, 3 ripped traces → repairs discontinued.
// D — what's working
Protect these
University referral network is the bright spot.The Juan Calderon → Gustavo → Diego chain drives year-round revenue that offsets the K-12 summer slowdown. Structuring deals under the $5k approval threshold is smart.
Small targeted events beat big conferences.A ~$3k Texas STEM event paid for itself with 2–3 kit sales and out-engaged ISTE (225 flyers vs 25–50).
Part 107 prep is an emergent strategic wedge.Repeatedly the standout value-add; an FAA-listing free tier could be a real lead engine.
Financially stable and capitalized for the right move.~$200k cash + ~$160k Plains Capital earmarked for inventory/growth. The money to fund the forecast-inventory shift already exists.
// E — the through-line