Six weeks to decide how it would work. Four weeks to train every division across the country.

M/I Homes had land teams doing good work in a dozen different formats. Every division had its own tracker, its own reporting, its own way of keeping track of what was in the pipeline. So the answer to a simple question, what is in the pipeline right now, depended on who you asked and when they last updated their spreadsheet.

Valerie Mangum was pulled into a land meeting and walked out with a committee. What happened next is the part worth studying: the committee defined what the business needed and how they would use it. The land teams were trained before anyone else was allowed in, and the whole thing was done in about twelve weeks with no pilot.

Valerie joins us to walk through how it actually went and what it looks like now that every division is working the same way.

‍What she'll cover

• Why she put a committee of practitioners in the driver's seat instead of collecting opinions, and how that let the design move in a week rather than a quarter
• The decisions that had to be made before anyone logged in, which turned out to be the unglamorous ones
• How they sequenced the rollout across divisions, and who was made to wait
• What changed once teams were in it, and what the monthly follow-ups do now

Rich Messmer from Prophetic's client services team joins her to bring the story to life in the product, walking through the kind of work M/I's teams do now that they could not do before.

Speakers

‍Valerie Mangum, Director of ERP, M/I Homes
Oliver Alexander, Founder and CEO, Prophetic
Rich Messmer, Director of Customer Success, Prophetic