Industry? Size? Employee? Revenue? PM PERSONA David Tennant SECTION 1: WHO? US Tier I retailers Government policy motivates adoption of new technology such as tax laws, IT regulatory COMPANY BACKGROUND Industry? Size? Employee? Revenue? Job title: Project Manager, Program Manager, Operation Manager Worked from Customer service, Department Manager, Senior Manager (entry level) to Project Manager BA/BS in Engineering/IT Experienced, non managerial role and reports to Program Manager Loyal, hard working, dedicated and detailed PERSONAL BACKGROUND Job title Education Job roles: manager/entry/decision maker Who else involved in decision making Job functions DEMONGRAPHICS Ages: 33-40 , married with young kids, and male dominate Likes team sports such as soccer and football Man with few words, aggressive, and has many friends Skills: Project Management, Productivity, Lean Methodology Marriage status Family: kids/no kids Hobbies: Skills/Knowledge

Primary challenge? Secondary challenge? PM PERSONA David Tennant SECTION 2: WHAT? Reduce off till activities Work and manage supplier from developing concept to trial and implementation. Train end users Personal goal: self advancement, life and work balance GOALS What’s he/she responsible for? Primary goal at work? Personal goals? CHALLENGES Primary challenge? Secondary challenge? Research new ideas to increase productivity Come up with solutions to solve problems Present financial benefits Developing tools of measurement Standardized trial process to make it easy to implement Provide training to end users Educate ideas to increase productivity Make ROI measurement statistics and formulas available so that it is easier for them to measure financial benefits Join “Lean Business System/Project Managers” LinkedIn groups to listen and understand persona. WHAT CAN WE DO To help our persona to achieve their goals? To help him overcome their challenges? How do they interact with vendors? How much time spend w/sales? In-person meeting? Phone? Email?

REAL QUOTES COMMON OBJECTIONS PM PERSONA David Tennant SECTION 3: WHY? “To (I) own the operating routines for Counters (Cashiers) to both improve the business for customers and make things better for (my) colleagues in (the) store.” Prioritize and manage the what, why, and when based on the business plan to deliver the operational improvements into stores. Responsible for the store employees’ training and communications with the store for improvement. Measure ROI of any store operational changes to make sure those changes generate profits REAL QUOTES What do they say about their concerns/issues? What do they complain about? What made them unhappy, dissatisfied? Not a complete cash management solution: - Manual hand off cash to a safe or to a bank - No cash forgery detection Cost compared to standard cash drawer Physical: Flip lid drawer is too high. Lack of storage. Till size cannot support €200 and 500 notes. Usage: Cash lift process is longer than manual drawer. Reset process is too frequent . COMMON OBJECTIONS Why wouldn’t they buy your product? What do they comment about the vendor they did not use/choose? What do they say good about us/reason to choose us?