Staffing Restructure Consideration
Status: Under consideration — NOT yet decided Decision required by: Week of 21 April 2026 (Mat’s return) Stakeholders: Mat O’Keefe, Shae, Monique Anderson Input pending: Staff workload Google Form responses from all team members
Context
The Theatre Restaurant Model decision changes the staffing equation. Combined with the revenue crisis ($7,000 Saturday weeks occurring), the current staffing structure needs review. The question is not whether to restructure, but how.
The Options Discussed (11 Apr 2026)
Option A: Eliminate Tom’s role entirely (save 2 days/week)
Pros: Immediate cost saving. Cons: Mat’s key concern — “Is it smart to get rid of Tom while Emily’s a loose cannon? You’ve just got rid of Emily’s understudy.” Tom is trained on the sound desk, across all systems, getting to know performers, and is diligent (organised a sold-out short film festival). He provides redundancy if Emily is unavailable.
Option B: Reduce both — Tom to 1 day/week, Emily to 4 days/week
Mat’s initial suggestion. Saves the equivalent of two days/week across both roles. Preserves Tom as backup and Emily retains her core role.
Risks: Tom may not accept 1 day/week financially or professionally. Emily may react badly to the reduction and push harder for full-time employment (which the company can’t afford and Mat considers a liability risk given her HR history). Mat: “If it doesn’t turn around, they’ll both be having no days a week anyway.”
Option C: Retain both, restructure workloads (Shae’s leaning)
Keep both at current hours but aggressively automate the monotonous tasks they’re currently doing manually (calendar updates, performer payments, Google Business Profile, Meetup, website updates). Redirect freed-up time toward revenue-generating work: Thursday event expansion, merchandise program, promotional campaigns.
Shae: “There are a lot of jobs I guarantee that Tom and Emily are both doing right now that can be automated… it is going to reduce the workload, free up time to do other things, and generate more revenue.”
Option D: Other configurations
To be informed by the staff workload Google Form that all team members are being asked to complete. The form identifies 140 tasks across nine departments and will reveal overlap, gaps, and automation candidates.
Key Considerations
Emily’s situation:
- Nominated in the industry for her work; “exceptionally smart”
- Extensive HR issues unrelated to work quality — “a talented fucking mess”
- Mat has intervened to prevent termination multiple times
- On contract (not full-time) partly as liability management
- Growing dissatisfaction with contractor status
- Irreplaceable performer network (“every Sydney drag queen from TV contacts Emily”)
- See Emily Rose for full profile
Tom’s situation:
- Works 2 days/week; does other odd jobs on remaining days
- Diligent and compliant — “does his job and he’ll turn up”
- Organised sold-out short film festival
- Handles Wednesday events, Google Business Profile, performer payments, Meetup, calendar, website
- Mon and Mat don’t get along with him personally but respect his work
Monique’s input needed: Mat: “I think it would be worth including Mon on that… she would have a strong opinion on this.” Mon has a love-hate relationship with Emily and doesn’t get along well with Tom but respects him.
Revenue expansion dependency: Thursday events expansion and merchandise program both require Tom and/or Emily to execute. Cutting them reduces the capacity to grow revenue, which is the other side of the survival equation.
Next Steps
- All staff complete workload Google Forms (140 tasks across 9 departments)
- Mat sends previous job division spreadsheet to Shae for cross-reference
- Shae incorporates Mat’s prior task list into current form, identifies gaps
- Meeting with Mat, Shae, and Mon to decide (target: week of 21 Apr)
- Decision should account for Theatre Restaurant Model staffing implications
Related Pages
- Staffing Model — current team structure
- Emily Rose — full profile including HR context and retention considerations
- Labour Cost Structure — cost impact of staffing changes
- Theatre Restaurant Model — changes the staffing equation
- Revenue Diversification — Thursday expansion and merchandise require staffing capacity
- Automation Opportunities — alternative to cutting hours: automate the monotonous work