Turn insights into Strategy,
so you can deliver shared results.

The company had spent nearly a century building trust in its region, growing from commercial and residential fuel distribution into lubricants, propane, HVAC, and commercial real estate. Leadership wanted to think intentionally about the future and align ahead of a generational succession plan that ushered in the 3rd generation of leadership. They had exceptional customer relationships and wanted to maintain that trust as they grew.

We led a comprehensive strategic planning engagement grounded in stakeholder interviews across owners, leadership, employees, and key customers, culminating in a clear set of goals and reporting dashboards the leadership team could act on. We helped build a management layer that gave the business operational depth, freeing the executive team to focus on strategy instead of day-to-day operations. With the leadership team in place, we built a custom operating cadence to keep leadership aligned on priorities, review metrics, and surface opportunities on an ongoing basis. Our team supported them in building scalable processes, clear ownership, and decision-making rights, to help streamline operations and build shared results. We then stayed engaged for four months to help them reinforce that cadence and support the team as the new processes took hold.

This summer camp had a history worth protecting and a future worth planning for. A new Executive Director had been in the role about a year, most of the staff was new, and the Board was nationally distributed. They were all committed to success but needed a shared strategic roadmap to guide the next chapter of growth.

We led a strategic planning process grounded in the organization's real complexity, seasonal rhythms, a stakeholder group spanning parents, campers, staff, and a board of directors who was steeped in the camp's growth with many of them being parents of campers or former staff members. Our goal was to help move the organization from instinct-driven decisions to a structured, sustainable plan. We worked with the team to identify priority areas, define ownership and create a clear timetable for action. Through multiple working sessions with the team and the Board, we aligned on strategic imperatives that would help them prioritize near term imperatives with longer-term growth. We helped them define clear ownership between the Board and staff, establish a reporting cadence, and put metrics in place that kept both governance and operations on track.