The First 100-day Plan
June 2007

The first two months as The Aleut Corporation’s CEO have flown by for me! The warm welcome and encouragement I have received from everyone has been greatly appreciated. In the previous Aleutian Current edition, there was mention of a First 100-day plan. I would like to take the opportunity to share with you some of the highlights of this plan.

To begin, what is a First 100-day plan? Quite simply, the document outlines the major accomplishments I am working to achieve in my first hundred days as CEO of TAC. The plan offers a unique opportunity to uncover and capitalize on new opportunities with a deliberately created sense of urgency, as well as provides a clear focus for the organization going forward.

This process offers me an opportunity to learn about the organization, forge alliances and build new relationships with key company constituents. The first hundred days will also be the time where the strengths of our senior management team, as well as other employees, are assessed and decisions are made.

The outlined objectives of the plan are the goals that I will hold myself accountable for in the first 100 days.

The top-level objectives for the first 100 days include:

1. Create powerful, collaborative relationships with the President and Board of Directors.

2. Absorb and assimilate information from a multitude of sources to become experts on TAC culture, businesses, HR, profitability models, competitive positions, and core strengths.

3. Clearly define TAC’s challenges and focus the appropriate resources on addressing them.

4. Secure revenue and profit within the existing businesses and markets.

5. Identify possible new revenue streams outside current TAC markets to support future growth.

6. Establish credibility and earn our employees’ and customers’ trust.

7. Assess and begin to shape the senior management team to prepare TAC for the future.

8. Prepare the 3 year strategic growth plan & begin execution.

Accomplishment of the above will require an organized approach and extreme focus of the senior management team. The above set of activities will be grouped into 4 phases.

The first phase was about meeting and talking with people to gather information on the organization’s past, current state and possible future. I met with staff, TAC subsidiary management and board members, our bankers, some shareholders, our auditors, legal counsel, lobbyists and managers of TAC contracts. I have also met with several joint venture partners, other ANC’s, political figures and the ANCSA CEO / President’s working group.

In Phase 2, we gathered fact-based data, analyzed results, made assessments and developed new performance expectations. The second part of Phase 2 is communicating the findings and new expectations to gain buy-in across the organization.

Throughout the conversations, there have been expressions of optimism and enthusiasm for TAC’s future, along with a few complaints and suggestions for possible improvements.

We are currently working through the third phase which has us focused on short-term plans for this year and long-term plans for our future. This is an exciting phase where we have an opportunity to rethink our current course and re-engineer our strategic thinking about the years to come.

The final phase will be to begin executing the plan. I will continue to write updates and report on our progress in future editions of The Aleutian Current, so stay tuned.

On a personal note, I want to thank our board of directors, management team and employees for their dedication and hard work. In my brief time at TAC, it is evident to me that our corporation has an excellent group of people with the well being and success of our shareholders and employees truly at heart.

Troy Johnson
CEO