Sam Rivera's summary

Sam takes too much on personally. When things get busy they step in and do it themselves rather than letting the team learn, and then they become the bottleneck.

I'd like more ownership of the client reporting. At the moment Sam re-checks everything I send, which slows us down and makes me second-guess myself.

Delegate more. You don't have to be in every meeting.

Sometimes it feels like Sam doesn't trust anyone else to get it right, though I know that isn't the intention. Letting go of the detail would free them up for the bigger picture.

Pick one or two people and properly hand them a whole area, including the decisions. It will feel slower for a month and then much faster.

Build a deputy. If Sam was off for two weeks I'm not sure who would run the weekly review.

Keep being the steady one. Just remember you're allowed to ask for help too.

In the leadership meeting Sam often stays quiet until the end, and by then the decision has mostly been made. Ops has a strong case that doesn't always get heard.

Could push back more with the commercial team. Sam tends to accept unrealistic deadlines and then the team absorbs the pain.

Changes sometimes land on us at the last minute. If we heard what was coming a week earlier we could plan around it.

Share the thinking sooner, even if it's not finished. We'd rather see a rough plan than a polished surprise.

In senior meetings, say your view early, before the discussion settles. You usually turn out to be right.

Since the warehouse move it's been hard to get time with Sam. Our 1:1s keep getting cancelled.

Less visible on the floor than a year ago. I understand the role has grown but the team notice.

Harder to reach lately. Messages can sit for days.

Protect your 1:1s like you protect client calls. Even 20 minutes every fortnight would make a difference.

Spend one shift a month back on the floor with us. People really value seeing you there.