Dec 31, 2015
Corey M. BenishChief Information Officer
The Goal and Our Mission
Implement a solution that:Is commercially proven
Gives franchisees better visibility and ownership
Provides implementation, software, and billing support
Creates a platform for integration
Has all required features as agreed to by Corporate and FAC-TECH
Follows a proven implementation process to ensure rollout success
Usable
Reliable
Scalable
Secure
Why conduct a pilot?Make an informed decision for a single system
Operate the systems side-by-side to evaluate objective and subjective items such as:
System usability (front office, back office, and owners perspectives)
Training processes
Data conversion processes
Draft performance
Vendor support
Harvest all input and learnings from pilot to apply to final development and migration plans
Pilot Clubs Participating
Franchise Owner ABC “DataTrak” Pilot Club Jonas “Compete” Pilot Club
Stan DeMartinis (G0009)
0839 - Conyers, GA0983 – Stonebridge, GA (PS)
0544 – Revere, MA
James Innocenti (G0004)
0032 – White Plains, NY 0040 – Nanuet, NY
Chris Klebba (G0058)
0806 - Michigan City, IN0917 – Portage, MI (PS)
0137 - Waterford, MI
Rick Kueber (G0005)
0651 – Elizabethtown, KY 0851 - Bowling Green, KY
Dexter Lanigan (G0031)
0540 - Inglewood, CA 0673 - Huntington Park, CA
Kyle Nagel (G0006)
0367 - San Antonio (SE Military), TX 0502 – San Antonio (Portranco), TX0979 – Rancho Cordova, CA (PS)
Toni Rufo (G0008)
0376 - Fishtown, PA 0236 - South Philly, PA
Notes:PS = Pre-Sale club
Expectations of Pilot Participants
Support the final decision – all speaking with one voice
Provide open-minded, qualitative and quantitative fact-based feedback through forms, surveys, etc.
Name a dedicated project manager to represent your team who will participate in daily calls
Provide a recommendation for vendor selection and other rollout input in a decision-making process led by the FAC-TECH
Be prepared to work hard
New Clubs
New clubs entering presale after end of month will be contacted for placement on either ABC or Jonas
Fact sheet detailing the system, transactions, costs, configuration options and implementation plan will be provided to all new clubs by PFHQ
Vendors will provide training, hardware and manage overall implementation for each club with assistance from Franchise Support
Rules of Engagement
Vendors need to do what they do best – convert, verify data, and train users on the new system
Approaches will be different, but we are working to minimize any controllable differences
Business decisions/brand decisions are made by PF resources, not vendors (a list of items for configuration at the club manager’s discretion is in progress)
Rules of Engagement
Owner/Project Managers need to ensure their staff members will:
Stick to PF brand excellence standards and principles
Test out both systems’ suitability for broad usage
Be responsible to identify and escalate issues or decisions to ensure:
System limitations/enhancement requests are captured
Process decisions are made/raised/escalated
Recommendations on how to use new features are detailed
Treat each vendor respectfully, knowing that each vendor deserves a fair chance to win our business
POS Pilot Timeline - Tentative
9/29 1/15
10/20 - 11/5Onsite Training
10/3 - 10/17Discovery and Data Analysis
11/6Pilot Group 2
Go Live11/9
Mbr DocsLoaded
10/30MPOS 2.0
Live10/3RCS Data Available
10/20HW
Set Up
10/15Mock Draft
Analysis
10/7Kickoff
1/15POS Decision
11/10 - 1/12Pilot Feedback and
Selection Criteria Evaluation
11/17Nov Draft
12/17Dec Draft
Possible Migration Timeline
Migration Assumptions:
Legal agreements are ready
Vendors prove ability to scale
January “blackout” for migrations
RCS Termination Agreement in place
No change in RCS environment stability
One Team, Corporate + FAC Tech
PF Corporate and the FAC-TECH are working together
All have aligned interests to utilize industry best practices:
Share all information timely
Collect, analyze and share all information on pilot results
Work together to find common ground on all matters that effect outcomes
Always be respectful of each other views
Focus on a factual, all inclusive, orderly decision process
Work together to ensure the new system meets all reasonable and disclosed franchisee requirements
Work together to plan and manage a successful system wide rollout
Overall Exit Criteria
Vendor Scoring Matrix will provide a weighted assessment of each vendor:
Functionality – Ability to meet the defined requirementsTechnical – Ability to meet our minimum requirements for security, scalability, and availability per the system requirementsTrainingSupportEconomics – Cost of solutionCulture – Vendor affinity with PF values/strategic fitReadiness to start a controlled, successful migration
Security
Building Robust Security
1 - Educate
2 - Define
3 - Implement
4 – Test & Fix
5 – Re-Evaluate
Operations
Technology
Security must be mandatory, based on standards, and verified
2015 Security Focus
Key areas of focus:Raise awareness and educate around securityAssess the current state of security across the organization – technically and via social engineeringDevelop targeted responses based on learningsIncrease visibility and confidence across the system on required compliance
RCS/Visionary
Maas Global
ABC Financial
Jonas Fitness
PFHQ (external, internal, social)
Club Baseline Assessment
Actions you can take
Be aware – educate yourself and your team on security risk
Ensure your policies and procedures are well defined and encourage compliance. Make sure you obtain security and legal expertise to review your policies and procedures.
Make sure you’re following your policies and procedures, and periodically review them to ensure ongoing compliance
Actions you can take
Passwords: Strong, Not Shared, and Changed Often
Firewalls: Standardized, Implemented, and Monitored
Ensure sensitive data, including physical paperwork and computers, is stored in a separately locked location and properly destroyed when no longer needed
PCI Compliance: Sign up to make sure you’ve got a complete program
Thank you!