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Brad Wike (217)855-2072 brad@peerlessrestoration

Peerless Cleaners is a trusted cleaning and restoration company serving Central Illinois since 1945. We offer a wide range of services including dry cleaning, laundry, carpet cleaning, mold remediation, and fire & water restoration. Our dedicated team of professionals is committed to providing world-class service to our customers.

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Brad Wike (217)855-2072 brad@peerlessrestoration

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  1. Brad Wike (217)855-2072 brad@peerlessrestoration.com Todd Garner (217)620-3662 tgarner@peerlessrestoration.com

  2. CORE VALUES World Class Service – that is peerless, “above and beyond comparison” Integrity – the foundation of all our relationships Courage – the moral strength to say what you mean honestly with conviction and accountability Profitability – Ensuring the future of Peerless and job security for our employees Winning – Be the best, never quit

  3. Peerless Cleaners, Inc. - Organizational Chart Peerless Cleaners, Inc. - Organizational Chart Peerless Cleaners, Inc. - Organizational Chart President President President Accounting Manager - Co-Plant Manager Vice President Operations Manager Dry Cleaning/Garment Restoration Manager Accounting Manager - Co-Plant Manager Vice President Operations Manager Dry Cleaning/Garment Restoration Manager H/R Manager Accounting Manager - Co-Plant Manager Vice President Operations Manager Dry Cleaning/Garment Restoration Manager Division Managers Division Managers Division Managers Project Manager Project Manager Project Manager Restoration Technicians Carpet Technicians Route Sales Plant Personnel Restoration Technicians Carpet Technicians Route Sales Plant Personnel Sales CSR’s Restoration Technicians Carpet Technicians Route Sales Plant Personnel Sales CSR’s Sales CSR’s

  4. Business Overview • Peerless began serving Central Illinois in 1945 cleaning rugs and draperies.

  5. Business Overview • Peerless began serving Central Illinois in 1945 cleaning rugs and draperies. • The company eventually added dry cleaning, laundry, carpet, upholstery, air duct, tile/grout cleaning, mold remediation and fire & water restoration.

  6. Business Overview • Peerless began serving Central Illinois in 1945 cleaning rugs and draperies. • The company eventually added dry cleaning, laundry, carpet, upholstery, air duct , tile/grout cleaning, mold remediation and fire & water restoration. • Started with 7500 sq ft building, added facilities in Decatur & Springfield for a total of over 42,000 sq ft of office & warehouse space.

  7. Business Overview • Currently serving Macon & Sangamon Counties: Population 302,821

  8. Business Overview • Currently serving Macon & Sangamon Counties: Population 302,821 • Fleet of 37 vehicles

  9. Business Overview • Currently serving Macon & Sangamon Counties: Population 302,821 • Fleet of 37 vehicles • Purchased a flood house in Springfield and began construction on new Springfield facility

  10. Opening Soon – Springfield, IL

  11. Timeline 1945 ~ Peerless is founded 1978 ~ Purchased by Scott and Linda Wike 1996 ~ Decatur was hit with back-to-back tornadoes – we packed out over 30 households 2004 ~ Corporation purchased by Brad Wike 2005 ~ Moved restoration division and business offices into new facility 2006 ~ Purchased training facility and warehouse in Decatur. 2006 ~ Purchased office/warehouse facility in Springfield 2006 ~ Started practicing The Rockefeller Habits 2008 ~ Million Dollar Month 2009 ~ Started playing The Great Game of Business 2011 ~ Purchased new Springfield facility – opening in 2011

  12. Peerless Executive Team Required Reading:

  13. The Rockefeller Habits3 Winning Habits: • Priorities: A few rules remain consistent with a firm's core values and long-term goal. Others change regularly -- what Harnish calls the Top 5 and Top 1 of 5. • Data: Key metrics should be measured over time (Smart Numbers); short-term metrics provide a tighter focus on an aspect of the business (Critical Numbers). • Rhythm: A well-organized set of meetings keep everyone aligned and accountable.

  14. Priorities Data TYING THEM TOGETHER ON THE ONE PAGE STRATEGIC PLAN

  15. RHYTHM:Daily Huddles • Division Managers • Executive Team • FOCUS: • Daily sales numbers • What’s going on • in your world • Bottlenecks • Core Values • Sidebars

  16. RHYTHM: Weekly Financial Literacy Meetings • Each Location • All Employees • FOCUS: • How to read the numbers • Learning to act & feel like owners • Saving your 1%? • Core Values • Team Celebrations

  17. RHYTHM:Weekly Manager’s Huddle • Executive Team • Division Managers • Sales Team SAMPLE AGENDA: 1 ¼ hours Opening Comments Brad Sales Pipeline Update Todd U of I Update Randy/Paulo Mini Game Update Debbie Springfield Building: Business Plan Connie/Debbie Score Board Update All A/R Update Connie Closing Comments Brad

  18. Peerless Company Meeting May 11, 2011 Training Center RHYTHM – Monthly GGOB Results Meeting World Class Service – that is peerless, “above and beyond comparison”

  19. The Great Game of Business is when employees Think, ActandFeel like Owners of the business Profitability – ensures the future of the company and job security for our employees

  20. In other words the principles of • The Game are: • Know and teach the rules • Follow the action and keep score • Have a stake in the outcome Profitability – ensures the future of the company and job security for our employees

  21. Mini Games Definition: A short-term activity designed to correct a weakness or pursue an opportunity in the company. There is a goal, a scoreboard and a reward for winning. October 20 - November 30, 2010 Target: Change bad habits, promote company values and generate new business Goal: Get as many Bingos as we can in one month Players: All employees Time Frame: October 20 - November 30 Scoreboard: Bingo Board BINGO= 5 boxes horizontal, vertical, or diagonal. Boxes will remain covered after a bingo is achieved and we will have to work on the other boxes to get another bingo. An item/activity will only count for one box - no doubling up. Prizes:One prize given to each employee, determined by how many Bingos we achieve in the month. Prizes awarded December 6. 1 Bingo = $1 Lottery Ticket 2 Bingos = $5 McDonalds Card 3 Bingos = $10 Avon Theater 4 Bingos = $20 Circle K Card 5 Bingos = $50 Visa Gift Card October 20 - November 30, 2010 Target: Change bad habits, promote company values and generate new business Goal: Get as many Bingos as we can in one month Players: All employees Time Frame: October 20 - November 30 Scoreboard: Bingo Board BINGO= 5 boxes horizontal, vertical, or diagonal. Boxes will remain covered after a bingo is achieved and we will have to work on the other boxes to get another bingo. An item/activity will only count for one box - no doubling up. Prizes:One prize given to each employee, determined by how many Bingos we achieve in the month. Prizes awarded December 6. 1 Bingo = $1 Lottery Ticket 2 Bingos = $5 McDonalds Card 3 Bingos = $10 Avon Theater 4 Bingos = $20 Circle K Card 5 Bingos = $50 Visa Gift Card

  22. BINGO October 20 – November 30, 2010 Target: Change bad habits, promote company values & generate new business Goal: Get as many Bingos as we can in one month Players: All Employees Prizes: 1 Bingo = $1 Lottery Ticket 2 Bingos = $5 McDonalds Card 3 Bingos = $10 Avon Theater 4 Bingos = $20 Circle K Card 5 Bingos = $50 Visa Gift Card

  23. Bottlenecks

  24. Employees from different walks of life with different levels of education • Different levels of participation • Keeping the rhythm on a regular basis • Managers out of office • Code Blue • Workers on different shifts • Owner’s Perspective – everyone knows your business

  25. Rewards

  26. Increased Revenues • Better Gross Margins • Employees thinking like owners to help reduce costs • Better Communication • Employees receive Stake in the Outcome • Creates a team culture between Management and Production

  27. Million $ Month Brad Wike joined Team Mold made National Headlines

  28. Dennison Survey • The Denison Model is based on research by Dr. Daniel Denison on the link between organizational culture and bottom-line performance measures. These measures include return on investment, sales growth, quality, innovation and employee satisfaction. • This model is the basis for the Denison Organizational Culture Survey that has been used by over 5000 organizations worldwide. The survey measures four essential traits of all organizations: Mission, Adaptability, Involvement and Consistency. • Great Game Practitioner Companies who participated in the Denison Organizational Culture Survey consistently ranked in the top 10% of all companies surveyed! The Denison Group found this “absolutely remarkable”.

  29. Questions

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