Onboarding Course

Welcome to DB&A. We're delighted to have you on board, and we hope you're settling in nicely.

When you've finished taking this short course, you will:

Have fun!

Welcome

Vision, Mission & Values

Lou DeWolff & Tim Boberg's Vision

DB&A has provided over 30 years of exceptional cross-industry management consulting services to companies around the globe. We focus on our clients’ existing people, processes and culture to help them achieve dramatic improvements in productivity, quality, service and profitability.

Specializing in behavioral and culture change management, our team works with every level of management to drive a culture of accountability & responsibility to where it matters most, the front lines.

 

Our Mission

DB&A drives a culture of accountability at the top level of management and ownership of results on the front lines so that companies win...every day.

Our Core Values

  1. Integrity
  2. Superior Work Ethic
  3. Accountability
  4. Tenacity
  5. Results

People - Our core strength

Organizational Chart

Michael Owens [President & CEO]

Michael Owens is personally committed to leading and guiding a group of dedicated and highly talented DB&A professionals. As a result of Michael’s superb leadership, DB&A’s Consultants help valued clients to improve their businesses by transforming management culture.

Keith Leary [VP of Operations]

As Vice President of Operations, Keith focuses on strategic client interactions within Fortune 1000/500 as well as Private Equity clients. He is also responsible for driving improved organizational capabilities within the Operations Group.

Morgan Buffington [VP of Finance & Administration]

As Vice President of Finance & Administration, Morgan Buffington primarily serves the employees of DB&A in various capacities.  Morgan also supports Operations and Analysis in the procurement and contracting process.

Tisha Langford (Chief of Human Resources]

Martina's actual job title is "Head People Person": Her specialty? "I just love putting myself in other people's shoes. It's something I'd recommend to anyone." You might say that, when it comes to empathy others, she walks the talk!

Organizational Chart

Orientation Week

What to Expect

Staying on Top

Focus on the most important part of your development, why & how we do what we do.

Actively participate in discussions using your personal & professional experiences.

Speak up & if at any point you feel stuck or overwhelmed let us know so we can help.

Ask lots of questions & take notes.

 Don’t get easily distracted – BE PRESENT!

Our Process 

Research

Prospecting

Outside Sales

Executive Meetings

Selling the analysis

Must Know Resources

Policies

Vacation time and vacation pay  

Vacation will accumulate on the basis of 1.25 days per month to a maximum of fifteen (15) days per calendar year, and will be paid on the basis of six percent (6%) of wages earned in the previous twelve- (12-) month period during which vacation time is earned.  After completion of seven (7) years of service, employees shall be entitled to twenty (20) days per calendar year and will be paid on the basis of eight (8%) percent. After completion of fourteen (14) years of service, employees shall be entitled to twenty-five (25) days per calendar year and will be paid on the basis of ten (10%) percent. These figures will be pro-rated for part-time staff.  This type of leave should be taken in ½ day increments.As vacation is designed to give employees a chance to rest and rejuvenate, therefore taking vacation is encouraged by the employer.  For this reason, employees may only carry five (5) days from one year to the next.  These days should be used during the first 90 days of the new year.

Sick leave 

Employees will be entitled to twelve (12) days of sick leave per calendar year accumulated on the basis of 1 day per month. A maximum of twelve (12) days of sick leave may be carried forward to the next calendar year so that an employee shall have no more than twenty (24) sick days in any one calendar year. Any additional sick leave accumulated will be forfeit.  Moreover, regardless of the amount of sick leave accumulated, sick leave will not be paid out upon resignation, retirement, or termination of employment for any reason. Furthermore, since Sick Leave has no cash value, employees may not use more than they have accumulated, without the express written permission of the Executive Director.  Employees working less than full time will have their rate of accumulation adjusted accordingly.Sick leave can be used for personal illness, personal medical appointments, and visits to specialists.The Employer reserves the right to request information with respect to limitations, restrictions, prognosis in such manner as it deems necessary in the circumstances with respect to any request for paid or unpaid sick leave.  The employer also reserves the right to request a doctor’s note for absences of three (3) days or longer.

Compassionate leave

Tulys will grant up to three (3) working days per event on the occasion of a death in the staff member’s immediate family.  Immediate family is defined as: parent(s), step parent(s), foster parent(s), sibling(s), grandparent(s), spouse (including common law a/o same-sex partner), step child(ren) or ward of the staff member, father-in-law or mother-in-law (including parents of a same-sex partner).  Additional compassionate leave may be granted at the discretion of the Head of Human Resources for reasons not covered elsewhere in Tulys's Human Resources Policy. You are invited to discuss such issues with your manager or the Head of Human Resources, and to follow up if needed with a written submission.

Procedures

How to log hours every week

We use Jira got time-tracking. This short video will tell you all you need to know to get going.

How to apply for leave

This brief explainer will tell you how to apply for leave—and how to log any unplanned absences once you're back in the office. 

How to claim travel expenses

This practical how-to will tell you everything you need to know to claim back all allowable expenses—and offers a few tip on what's allowable and what's not.

How to file a complaint

If someone or something annoys you, let us know! Rest assured, we will address it, even as we undertake to respect your privacy as appropriate. 

How to request training?

Our Learning and Development teams are highly adaptable and accommodating. Here's the procedure to request them for a specific training.

Where is...

Where to find what—and whom

As a new employee, you want to be able to find your way round, so you can find the places you need to go and the people you need to see. 

We're here to help. And that's why we've built this interactive map. 

Using it is a breeze. Just hover your mouse over the location you want to get to, and the map will point you in the right direction.

5 Handy Resources

Job Primer

Envision

Ready for the ride?

As much as we love autonomy, we also believe in setting some standards for our new employees to adhere to. This roadmap plots out a few milestones we'd like you to reach on your way to becoming a tried-and-true Tulyan.

How would you prioritise?

Prioritize the following goals in your first year at Tulys. [THIS LOOKS AS THOUGH IT'S NOT FINISHED]

You will be asked to complete a number of tasks on your way to meeting your goals for the year.

  • Meet your buddy
  • Understand the team products, projects and clients
  • Make a team presentation
  • Represent Tulys at a conference

Enhance

Your team's key accounts

Your team specialises in strategizing around the Agile marketing solutions for clients in the food-manufacturing sector. Here are few of our major clients:

Just Co, Sunnyvale, California, USA

We have been helping Just co streamline their print and digital-marketing operations. We've used e-mail campaigns and analytics to support the initiative. 

PoC: Josh Smith and Rina Ray 

Baller, Mexico City, Mexico

Baller is an important client. We market their customer-relationship management software package, with great results. But we've also leveraged Angular JS to build the UI for the package and have set up several microsites to boot!

PoC: Geoff Good

What would you do?

Engage

Meet your buddy

Rebecca is your new buddy. She's here to help you get to know the ropes. If you're looking for help or advice, she can either help you directly or point you in the right direction.  With Rebecca as your buddy, you'll be able to get cracking in no time.

Rebecca's been with us for more than five years, and now heads up the digital-marketing group within your business unit. Her contact details are in your inbox!

Meet your Team


Lisa Hood, Sales Analyst

Bob Masie, Market Research Lead 

Nina Turner, Digital Marketing Champ

Jon Stead, Client Negotiation Lead 

Strategic Relationships

Building bridges and making connections are a quintessential part of Tulyan life. Here are a few questions that can help you strike up that first conversation with your teammates by the water cooler.

  • Which other teams and key stakeholders will we be working with? 
  • What other managers will we be working with from other teams?
  • What is the current strategy for my business area?
  • How does my area help implement the strategy?
  • In what ways will we be working with other teams when it comes to multi-team initiatives?
  • How have we been leveraging business opportunities? 
  • What are the top five things that the team needs to focus on? Where's the low-hanging fruit, and where are the toughest challenges? What about risks and issues? 
  • Any surprises I should be looking out for?

Do you know your team?

Execute

Meetings

Here are a few golden do's and don'ts for meetings, lifted shamelessly from Harvard Business Review:

a) State views and ask genuine questions. This enables the team to shift from monologues and arguments to a conversation in which members can understand everyone’s point of view and be curious about the differences in their views.

b) Share all relevant information. This enables the team to develop a comprehensive, common set of information with which to solve problems and make decisions.Use specific examples and agree on what important words mean. This ensures that all team members are using the same words to mean the same thing.

c) Explain reasoning and intent. This enables members to understand how others reached their conclusions and see where team members’ reasoning differs.

d) Focus on interests, not positions. By moving from arguing about solutions to identifying needs that must be met in order to solve a problem, you reduce unproductive conflict and increase your ability to develop solutions that the full team is committed to.

e) Test assumptions and inferences. This ensures that the team is making decisions with valid information rather than with members’ private stories about what other team members believe and what their motives are. Jointly design next steps. This ensures that everyone is committed to moving forward together as a team. Discuss "undiscussable" issues. This ensures that the team addresses important issues that are hindering its results and that can be resolved only in a team meeting.

Approvals

 

 

Approval Level

Signature(s) Required

Up to $2,000

Manager only

$2,000 to $50,000

Manager and Accountant (any level)

Up to $200,000

Sr Manager and Finance Mgr/Sr Mgr

Up to $500,000

Senior Director and Finance Manager

Up to $1 million

Vice-President and Finance Vice-President

 


 

Business travel 

Step 1

Immediate supervisor reviews all request for travel at least one week advance.


Step 2

Unit Manager checks the travel request against the project workload, and decides on approval.


Step 3

Chief Financial Officer checks travel costs against available travel budget for the current quarter.

Who should approve?

  • $2,000 to $50,000
    Manager and Accountant (any level)
  • Up to $500,000
    Senior Director and Finance Manager
  • Up to $2,000
    Manager