Scott Recycling — Operational Master Plan & Action Items

Everything required to close the gaps identified in the Enterprise Master Plan, organized into workstreams with owners, dependencies, and priorities. Unlike the SSS Master Plan (pre-opening), this is a hardening plan for a running business — nothing here stops operations, everything makes them better.

The model: centralized e-waste processing, multi-channel sales, fleet logistics, 57 employees, 375 customers, 31K+ pickups.

Last updated: 2026-04-12

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Current State Assessment

WHAT'S STRONG (don't touch unless improving)
├── Odoo platform: 45 custom modules, 393 model files, 103 active crons
├── Customer management: CRM + 4 call queues + prospect automation + pickup blast
├── Scheduling & dispatch: route optimization, driver portal, GPS tracking
├── Processing: device grading, pricing matrices, HIPAA destruction tracking
├── Sales channels: eBay, Amazon, Walmart, website — all live with automation
├── Social media: 8 platforms, AI content, analytics — 20+ crons running
├── Workforce: onboarding, evaluations, KPI engine, job architecture
├── Documentation: 180+ pages, 20+ training courses, sandbox environment
└── Reporting: 5 OWL dashboards, 8+ reports, sync pipeline

WHAT'S MISSING (this plan fixes)
├── Business strategy docs: no operating playbook, no growth plan, no budget
├── Risk/compliance docs: no succession plan, no emergency procedures, no BCP
├── Financial visibility: no cost-per-pound, no material stream P&L, no budget
├── System hardening: no automated backups, no monitoring, no DB maintenance
├── Module cleanup: 18 uninstalled modules on disk, sr_ewaste_compliance not installed
└── Process documentation: 39 documents identified in Enterprise Master Plan gap inventory

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Part 1: The Plan

Workstream A — Risk & Compliance Hardening

Owner: Dan. These protect the business. Do first.

#	Task	Priority	Dependencies	Notes
A1	Succession plan / key person documentation	CRITICAL	—	Who has: banking access, EXP server access, Odoo admin, GitHub, vendor relationships, insurance contacts? What happens if Dan is unavailable for 60+ days? Designate a second-in-command path.
A2	Emergency response procedures	CRITICAL	—	Fire, injury, chemical spill, severe weather, active threat. Posted in warehouse with phone numbers, evacuation routes. Printed and laminated.
A3	Insurance review and claim procedures	HIGH	—	Audit all policies: general liability, workers comp, fleet/vehicle, property, cyber. For each: policy number, provider, coverage limits, claim filing steps, contacts.
A4	Record retention policy	HIGH	—	Destruction certificates: permanent. Customer records: 7 yr. DOT records: per FMCSA. Financial: 7 yr. Employee: 7 yr post-term. HIPAA: 6 yr. Where stored, who manages, destruction schedule.
A5	Environmental spill response procedures	HIGH	—	Spill kit locations, cleanup steps, TDEC reporting thresholds, emergency contacts. Specific to each material type: oil, coolant, CRT glass, battery acid.
A6	E-waste export policy	MEDIUM	—	Even if "we don't export" — document it. BAN Amendment, Basel Convention, EPA rules. Required for R2 if pursued.
A7	Install sr_ewaste_compliance module	HIGH	Nisarg coordination	Install, configure, populate. Closes 4 compliance gaps: chain of custody, hazmat tracking, vendor certification, diversion reporting. Check staging-2 for conflicts first.
A8	Downstream processor due diligence	MEDIUM	A6	Document: who we send material to, their certifications, what happens to it, audit schedule. Required for R2.
A9	Automated database backups	CRITICAL	—	Nightly pg_dump of sr_live database. Offsite copy (second server or cloud). Restore test quarterly. Script + cron.
A10	Disaster recovery plan	HIGH	A9	EXP down, DB corrupted, internet out, key person unavailable. Full restore procedure, estimated RTO/RPO, fallback procedures for each scenario.

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Workstream B — Operational Documentation

Owner: Dan + Claude. Write the docs the business needs but doesn't have.

#	Task	Priority	Dependencies	Notes
B1	Operating playbook	DONE	—	See Operating Playbook. The foundational "what we do and how" document.
B2	Material acceptance criteria	HIGH	B1	What materials we accept, what we refuse, hazardous handling, CRT policy, battery types. This is the recycling "What We Buy" — print it, post it at receiving.
B3	Daily opening/closing checklists	MEDIUM	—	Per facility: who opens, security check, equipment startup, daily safety walkthrough, end-of-day shutdown, alarm set. Laminated, posted at door.
B4	Warehouse layout / material flow diagram	MEDIUM	—	Floor plan showing: receiving → sorting → processing → staging → shipping. Each zone labeled. Material flow arrows. Safety zones marked.
B5	Capacity planning document	MEDIUM	B4	Current throughput vs. max capacity. At what volume do we need: more space, more staff, more trucks, more processing equipment? Bottleneck identification per material stream.
B6	Visitor on-site procedures	MEDIUM	—	Check-in, PPE requirements, escorted vs. unescorted areas, photo policy, liability waiver. Especially for customer pickups at the facility.
B7	Facility security documentation	MEDIUM	—	Camera locations/coverage, access control (who has keys/codes), alarm response, after-hours procedures. High-value inventory areas (CPU bin, memory, phones).
B8	Aged inventory management policy	MEDIUM	—	Electronics lose value fast. Define: days-to-list target, markdown schedule (30/60/90 days?), scrap/recycle threshold. Enforced on a calendar like SSS parts cycle-out.
B9	Contractor management procedures	LOW	—	General contractors on-site: insurance verification, work authorization, safety orientation, escorted/unescorted areas. sr_maintenance already tracks contractor work.
B10	Safety zones / restricted areas	MEDIUM	B4	CRT area, data destruction area, hazmat storage, forklift zones. Signage requirements, access restrictions, PPE per zone.

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Workstream C — Financial Visibility

Owner: Dan + accountant. Know your numbers.

#	Task	Priority	Dependencies	Notes
C1	Cost-per-pound / cost-per-unit tracking	HIGH	—	For each material stream: pickup cost + transport + processing labor + overhead → cost to process one pound. Compare to sale price per pound. This is the single most important financial metric for a recycler. Build into Odoo custom fields or the reporting pipeline.
C2	Material stream P&L	HIGH	C1	Is electronics profitable independent of scrap? Is scrap profitable independent of electronics? What about each sub-stream (laptops, phones, CPUs, memory, hard drives)?
C3	Revenue per channel analysis	MEDIUM	—	eBay vs. Amazon vs. Walmart vs. website vs. local. Revenue, return rate, fees, net margin per channel. The multi-channel module tracks orders — build the aggregation.
C4	Budget development	MEDIUM	C1, C2	Monthly/annual budget per department: warehouse, fleet, sales, CSR, admin. Revenue targets per stream. Expense caps.
C5	Cash flow documentation	MEDIUM	C4	Seasonal patterns (is Q1 slow? Does summer have more pickups?), reserve requirements, payment timing from buyers.
C6	Vendor payment terms documentation	LOW	—	For each major vendor/buyer: payment terms (Net 30, COD, etc.), minimums, contact info.
C7	Pay structure documentation	LOW	—	Per role, per shift. What each position pays, raise criteria, bonus structure. Currently tribal knowledge.
C8	Financial KPIs in reporting pipeline	MEDIUM	C1	Revenue per pound, cost per pickup, revenue per employee, revenue per truck, margin by material stream. Bridge the gap between QBO and Odoo. Either extend odoo-sync or build Odoo dashboards.

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Workstream D — System Hardening & Optimization

Owner: Dan + Nisarg + Claude. Make the technology more reliable.

#	Task	Priority	Dependencies	Notes
D1	Automated database backups	CRITICAL	—	Same as A9. Script: nightly pg_dump → compressed → offsite. Restore test quarterly.
D2	System monitoring / alerting	HIGH	—	Simple cron: check disk space, CPU, memory, PostgreSQL health. Alert (email or SMS) on threshold breach. 103 active crons means a silent failure can cascade.
D3	Database maintenance procedures	HIGH	—	PostgreSQL: verify auto-vacuum config, schedule manual vacuum after large operations. 906K mail_message records — assess bloat, consider archiving old records.
D4	Module audit and cleanup	MEDIUM	—	18 modules on disk but not installed. For each: is it deprecated? Replaced? Should it be installed? Should it be removed? Clean up sr_prospect_automation_v1_backup immediately.
D5	Install pending modules	MEDIUM	D4	After audit, install what's ready: sr_ewaste_compliance, sr_scale (if hardware), sr_item_barcode (if scanners), sr_faq (website ready), sr_weighted_sales_lists (if needed).
D6	Performance profiling	LOW	D3	Enable slow query logging. Profile the heaviest crons (social media runs every 5 min, KPI every 15 min). Ensure indexes exist on custom table foreign keys.
D7	Cron health monitoring	MEDIUM	D2	If a cron fails silently, how long until someone notices? Add a cron watchdog: check ir_cron.lastcall timestamps, alert if a critical cron hasn't run in 2x its interval.
D8	QBO integration decision	LOW	—	sr_quickbooks module exists but isn't installed. QBO handles accounting externally. Decision: install the module for automated sync, or keep manual? Cost-benefit: less manual work vs. maintenance burden.

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Workstream E — Strategic Planning

Owner: Dan. Business decisions that shape everything else.

#	Task	Priority	Dependencies	Notes
E1	Growth strategy decision	HIGH	—	What is the primary growth vector? (a) More trucks/routes → wider pickup area, (b) More warehouse capacity → higher throughput, (c) More sales channels → higher recovery per unit, (d) New material streams → new revenue, (e) All of the above with priority ranking. This drives hiring, capex, and Odoo development.
E2	R2 certification decision	HIGH	A7, A8	R2 opens enterprise customers (OEM refurb programs, large enterprises with compliance requirements). Cost: process changes, annual audits ($15K-$30K), ongoing compliance. sr_ewaste_compliance module is built for this. Decision: pursue now, pursue in 12 months, or defer indefinitely?
E3	Market analysis	MEDIUM	E1	E-waste market in TN and 10-state service area. Competition (who else is certified? who's growing?), pricing trends, regulatory trends (Right to Repair, state e-waste bans, ITAD market growth), opportunity gaps.
E4	Marketing plan with budget	MEDIUM	E1, E3	Channel allocation: social media (already automated), Google Ads, trade shows, direct sales to enterprises, referral programs. Budget per channel. ROI tracking per channel.
E5	Customer segmentation	MEDIUM	—	Tier customers by: annual pickup volume, material value, payment reliability, growth potential. Top 20% of customers likely drive 80% of revenue — are they getting premium service?
E6	Brand guidelines	LOW	—	Logo usage, colors, tone of voice, email signatures. Consistency across 8 social platforms, website, docs, email. The social media module posts to 8 platforms — are they all on-brand?
E7	Cross-business coordination with SSS	MEDIUM	—	How Scott Recycling and Scott SuperStore share resources: EXP server, Deal Hunter, scrap line (SSS hulks → SR scrap), employees, knowledge. Document the operating relationship.

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Workstream F — HR & People

Owner: Dan. Document what's been working informally.

#	Task	Priority	Dependencies	Notes
F1	Disciplinary procedures	MEDIUM	—	Progressive discipline: verbal → written → suspension → termination. Documentation requirements per step. Consistent application.
F2	Exit procedures	MEDIUM	—	System access revocation (Odoo, email, phone system, building access), equipment return, final paycheck timeline (TN law), exit interview, knowledge transfer.
F3	Cross-training documentation	LOW	—	Which roles can cover which? Minimum cross-training for business continuity. If the only dispatcher is sick, who runs dispatch?
F4	Training effectiveness measurement	LOW	—	Track: time-to-competency per role, assessment scores, post-training KPI changes. 180+ pages of docs and 20+ courses — are they actually working?
F5	Recruitment module decision	LOW	—	sr_recruitment is on disk but not installed. Odoo hr_recruitment IS installed. Are both needed? Or does the native module suffice?

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Workstream G — Reporting & Analytics

Owner: Dan + Claude. Build the reporting rhythm.

#	Task	Priority	Dependencies	Notes
G1	Management reporting schedule	HIGH	—	Define the rhythm: Daily (what dashboard to check), Weekly (what meeting, what metrics), Monthly (P&L review, KPI trends), Quarterly (strategic review). Currently dashboards exist but no one may be reviewing them systematically.
G2	Financial KPIs dashboard	MEDIUM	C1, C8	Revenue per pound, cost per pickup, revenue per employee, revenue per truck, margin by material stream. Either an OWL dashboard or added to existing ones.
G3	Marketplace P&L per channel	MEDIUM	C3	Revenue, fees, returns, shipping cost, net margin — per eBay, Amazon, Walmart, website.
G4	Trend reporting guidelines	LOW	G1	What trends to watch: pickup volume (weekly), material mix (monthly), seasonal patterns (quarterly), employee productivity (monthly). When a trend crosses a threshold, who is alerted and what action is taken?
G5	Customer churn detection	MEDIUM	E5	Which customers stopped scheduling pickups? How long since last contact? Auto-flag in Odoo when a regular customer goes silent for X weeks. Win-back workflow.

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Workstream H — Documentation Site Maintenance

Owner: Dan. Keep the 180-page site current.

#	Task	Priority	Dependencies	Notes
H1	Docs site ownership matrix	MEDIUM	—	Assign an owner per section of sr-docs. That person is responsible for keeping their pages current. Review cadence: quarterly.
H2	Stale page audit	MEDIUM	H1	Go through all 180+ pages. Flag anything outdated (module versions changed, procedures changed, screenshots wrong). Prioritize fixes.
H3	Release notes for recent modules	PARTIAL (2026-04-12)	—	Was: 4 modules had release notes. Auto-generated DRAFTS added 2026-04-12 for sr_social_media v3.1.0, sr_operations_kpi v3.1.0, sr_inventory_processing v4.5.0 (note: actual manifest is 17.0.4.5.0, not 4.4.0 as originally assumed). Drafts need Dan's review before publishing.
H4	Add Enterprise Master Plan to docs site	LOW	—	Once finalized, add the master plan and operating playbook to sr-docs as reference documents.

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Part 2: Priority Matrix

Do This Week (CRITICAL)

#	Task	Effort	Owner
A9/D1	Automated database backups	2 hours	Dan/Claude
A1	Succession plan (start, doesn't have to be perfect)	2 hours	Dan
A2	Emergency response procedures (laminated, posted)	3 hours	Dan

Do This Month (HIGH)

#	Task	Effort	Owner
A3	Insurance review and claim procedures	4 hours	Dan
A4	Record retention policy	2 hours	Dan/Claude
A7	Install sr_ewaste_compliance	4 hours	Claude/Nisarg
A10	Disaster recovery plan	3 hours	Dan/Claude
B1	Operating playbook	8 hours	Dan/Claude
B2	Material acceptance criteria	3 hours	Dan
C1	Cost-per-pound tracking design	4 hours	Dan/Claude
D2	System monitoring / alerting	4 hours	Claude
D3	Database maintenance assessment	2 hours	Claude
E1	Growth strategy decision	2 hours (decision)	Dan
G1	Management reporting schedule	2 hours	Dan

Do This Quarter (MEDIUM)

#	Task	Effort	Owner
A5	Environmental spill response	2 hours	Dan
A8	Downstream processor due diligence	4 hours	Dan
B3	Daily opening/closing checklists	2 hours	Dan
B4	Warehouse layout diagram	3 hours	Dan
B5	Capacity planning	4 hours	Dan
B6	Visitor procedures	2 hours	Dan
B7	Facility security documentation	2 hours	Dan
B8	Aged inventory management policy	2 hours	Dan
C2	Material stream P&L analysis	4 hours	Dan/accountant
C3	Revenue per channel analysis	3 hours	Dan/Claude
C4	Budget development	8 hours	Dan/accountant
D4	Module audit and cleanup	4 hours	Claude
D5	Install pending modules	4 hours	Claude/Nisarg
D7	Cron health monitoring	3 hours	Claude
E2	R2 certification decision	2 hours (decision)	Dan
E3	Market analysis	8 hours	Dan
E5	Customer segmentation	4 hours	Dan/Claude
E7	Cross-business coordination doc	2 hours	Dan
F1	Disciplinary procedures	2 hours	Dan
F2	Exit procedures	2 hours	Dan
G2	Financial KPIs dashboard	8 hours	Claude
G5	Customer churn detection	4 hours	Claude
H1	Docs ownership matrix	2 hours	Dan

Do When Time Allows (LOW)

#	Task	Effort	Owner
A6	E-waste export policy	1 hour	Dan
B9	Contractor management	2 hours	Dan
B10	Safety zones documentation	2 hours	Dan
C5	Cash flow documentation	3 hours	Dan/accountant
C6	Vendor payment terms	2 hours	Dan
C7	Pay structure documentation	2 hours	Dan
D6	Performance profiling	4 hours	Claude
D8	QBO integration decision	1 hour (decision)	Dan
E4	Marketing plan	8 hours	Dan
E6	Brand guidelines	4 hours	Dan
F3	Cross-training documentation	3 hours	Dan
F4	Training effectiveness measurement	2 hours	Dan
F5	Recruitment module decision	1 hour	Dan/Claude
G3	Marketplace P&L per channel	4 hours	Claude
G4	Trend reporting guidelines	2 hours	Dan
H2	Stale page audit	8 hours	Dan/Claude
H3	Release notes for recent modules	4 hours	Claude
H4	Add master plan to docs site	2 hours	Claude

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Part 3: Dependency Map

A1 (succession plan) ← no dependencies, start immediately
A2 (emergency procedures) ← no dependencies, start immediately
A9 (backups) ← no dependencies, start immediately

A7 (install sr_ewaste_compliance) ──→ A8 (downstream due diligence) ──→ E2 (R2 decision)
                                                                            |
A3 (insurance review) ← no dependencies                                    v
A4 (record retention) ← no dependencies                        E3 (market analysis)
                                                                     |
B1 (operating playbook) ──→ B2 (material acceptance)                 v
                                                            E4 (marketing plan)
B4 (warehouse layout) ──→ B5 (capacity planning)
                      ──→ B10 (safety zones)

C1 (cost-per-pound) ──→ C2 (material stream P&L) ──→ C4 (budget)
                   ──→ C8 (financial KPIs)        ──→ C5 (cash flow)

D1 (backups) ──→ D3 (DB maintenance) ──→ D6 (performance profiling)
D2 (monitoring) ──→ D7 (cron health)
D4 (module audit) ──→ D5 (install modules)

E1 (growth strategy) ──→ E3 (market analysis) ──→ E4 (marketing plan)
                     ──→ E5 (customer segmentation)

G1 (reporting schedule) ← no dependencies, informs all other reporting work

Critical path: A9 (backups) + A1 (succession) + A2 (emergency) are independent and immediate. Everything else can sequence from there.

Parallel tracks: - Risk/Compliance (A-track): Dan writes the documents - System Hardening (D-track): Claude builds the automation - Financial Visibility (C-track): Dan + accountant + Claude - Strategic Planning (E-track): Dan makes decisions - These four tracks run in parallel after the first week's critical items.

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Part 4: Documentation Architecture

Scott Hub (exp.scottrecycling.com/scott-docs)    ← Company-wide: policies, IT, shared apps
    ├── Scott Recycling → sr-docs (/docs)         ← THIS BUSINESS: 180+ pages, 20+ courses
    ├── Scott SuperStore → sss-docs (/sss-docs)   ← Car lot operations, Odoo 19
    └── Plastics → plastics-docs (/plastics-docs)  ← Plastics operations

sr-docs Structure (existing):
├── Home
├── Getting Started (Odoo basics)
├── Software Guides (50+ guides in 9 categories)
│   ├── Odoo Basics (14 pages)
│   ├── Customer Management (6 pages)
│   ├── Operations (20+ pages)
│   ├── Dashboards (5 pages)
│   ├── Reports (8 pages)
│   ├── Sales & Marketing (6+ pages)
│   ├── AI & Automation (4 pages)
│   ├── HR & Employee Management (10 pages)
│   └── Website (3 pages)
├── Compliance & Certifications (7 guides)
├── Company Policies (employee handbook)
├── Knowledge Base (4 reference articles)
├── Training (15+ programs, 20+ courses)
├── By Role (8 role hubs)
├── FAQ & Troubleshooting
├── Pipeline & Releases
└── Developer Guide (14 pages)

PROPOSED ADDITIONS to sr-docs:
├── Strategy & Planning (NEW section)
│   ├── Enterprise Master Plan
│   ├── Operating Playbook
│   ├── Growth Strategy
│   └── Market Analysis
├── Compliance (ADD to existing)
│   ├── Record Retention Policy
│   ├── Emergency Response Procedures
│   ├── Spill Response Procedures
│   └── Downstream Processor Policy
├── Operations (ADD to existing)
│   ├── Material Acceptance Criteria
│   ├── Warehouse Layout & Material Flow
│   ├── Capacity Planning
│   ├── Aged Inventory Management
│   └── Daily Opening/Closing Checklists
└── Finance (NEW section)
    ├── Cost-per-Pound Methodology
    ├── Material Stream P&L
    └── Management Reporting Schedule

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Part 5: Comparison — Scott Recycling vs. Scott SuperStore

Dimension	Scott Recycling	Scott SuperStore
Status	Operating business, 57 employees	Pre-opening, 0 employees
Odoo version	17 Community	19 Community
Custom modules	45 (27 installed)	1 (ss_vehicle_management)
Model files	393	~19 models
Documentation	180+ pages, 20+ courses	49 pages (placeholders)
Customers	375 active, 31K+ pickups	0
Employees	57 active (111 total records)	0
Cron jobs	103 active	2 active
Integrations	18 live integrations	5 stubbed
Primary gap	Documentation & strategy	Everything (pre-opening)
Biggest risk	Key person dependency (Dan)	Not opening at all
Biggest opportunity	R2 cert → enterprise customers	First sale
Priority action	Harden & document	Build & open

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Review Triggers

This operational plan is re-examined when any of: - All CRITICAL items are completed (reassess HIGH priority) - A compliance incident occurs - Employee count changes significantly - A major new initiative starts (R2 cert, new facility, new material stream) - Quarterly review regardless of triggers - Annual strategic review with accountant

Without a review trigger, a plan becomes a shelf document. Write the trigger down so the plan stays honest.