No destination?
No plan?
No future.

Experienced Executive Guidance for Small to Mid-Sized Privately Held Businesses and ESOPs.

    • Growth, Organizational Challenges and Long-Range Strategic Planning
    • Small and Mid-Sized Industrial Businesses
    • ESOPs
Growth Image

Growth, Organizational Challenges and Strategy

Good news: Your company is successful and growing. But there’s a catch… Your successes and growth have outgrown your people, planning, processes, systems, and even your culture.

You understand changes and improvements must be made.

You have the intelligence needed to address complex, important organizational challenges critical to the long-term success of your company. But you lack the time and resources to take the comprehensive approach you know is needed.

How in the world am I going to get it all done while still doing my “day job”?

That’s where Navigator 267 comes in – with personal, experienced, executive guidance to help you. That’s the goal: Helping you and your people.

In today’s complex business environment, it’s unreasonable to expect any leader to become an expert at everything. And you’re not crazy to feel that you need help from outside thought leaders to help organize and rally your people.

You know you need to get your people to move together, but you don’t need an additional employee to manage or a know-it-all consultant lacking real-world experience. You need thoughtful, careful leaders who will help your people be more curious, achieve challenging goals, and do so without blowing up your organization.

The cost of inaction is too high. It’s going to take a relationship, not a 10-point program. You have to engage. Now is the time to start.

“What got you here won’t get you there.”

Constructionand industry
Construction and industry

Construction & Industry

The challenges and risks that construction and industrial businesses are facing just to deliver goods and services continue to grow in complexity and severity. For example:

  • Owners/clients “exercise” you through multiple rounds of repricing.
  • If you want the work, a drawn-out negotiation leads to your being forced to sign an agreement in which the risks and rewards are inequitably apportioned.
  • Schedules and quality demands are unreasonable and disproportionate to the needs.
  • And finally, successfully recruiting and optimizing the talents of your people are critical to sustaining a company’s success.

The work is hard. Conditions are tough. Risks abound. But you care about your people and you want them to thrive. Navigator 267 likes helping companies’ leaders help their own people experience their “best day ever,” day after day. You’re not so naïve as to believe every day can be perfect, but there’s no reason most of them can’t be good.

That can only happen when you have the right systems and processes and put the “right souls in the right roles.”

Maybe your team was thriving just a few years ago, but now you sense that something isn’t right. You probably feel that way because “what got you here won’t get you there.” The reality may be that the systems and processes you put in 2-5 years ago are no longer the right ones for today’s challenges and workforce.

We can give you personal, experienced, executive guidance to help you take a fresh and objective look at both your core, everyday functions (getting business and executing) and your support functions. The great news is that most of the answers are probably already inside the ideas and aspirations of your people. We’ll help draw those answers out in ways that you (a “boss”) probably wouldn’t have the opportunity.

“There is no substitute for doing the hard work of running a business.”

ESOP Image

ESOPs (Employee Stock Ownership Plans)

The creation of wealth in the context of Employee Ownership has an ETHICAL GOODNESS like no other ownership structure.

Things we’ve heard as part of an ESOP:

  • “OH MY GOD!” A seasoned foreman, upon opening his ESOP statement one year. He was unsure of everything it said, but he understood the dollar amount in the bottom right-hand corner.
  • “I want to see the next generation have the same opportunity I’ve had from working here.” A retiring superintendent.
  • “I’m the first person in my family to ever own a house.” A former employee after payout.

ESOPs are complex but worth the challenge. They must be viewed as both “ownership” and a “qualified retirement plan.” Balancing those two critical concepts inside your unique company culture is a challenge. You will need expert advice throughout the life of your ESOP. If the expertise and perspective that come from being a long-term Plan Participant, running and governing a mature ESOP company, and being an ESOP fiduciary is of any interest to you, let’s talk.

“Experience builds confidence…confidence builds trust.”

Let’s chart a new course...

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