A fast-scaling group, one strategy on a page, and an executive team that ran with it.

Scaling nationally, Hickory needed one clear strategy the executive team could align behind and execute — a Plan on a Page they'd own, not another document. Two days offsite built it. The team has run with it since.

The work

A national construction group scaling fast, with strong leaders and real momentum. What it didn't yet have was one clear strategy captured in a single, shared form the executive team could align behind and execute. Priorities competed for attention. Direction lived in people's heads and across documents, rather than on one page the whole team owned and worked from.

Strategy-to-execution work, built with the team in the room. A short diagnostic first, then two focused days offsite: turning broad direction into a Plan on a Page — strategic pillars, the priorities that matter, and the few moves that count — alongside a one-, three- and five-year roadmap, clear ownership, and an operating rhythm to keep it moving. Not a plan handed down; one the executive team shaped and committed to.

One strategy on a page the executive team owns — pillars, priorities, and the roadmap to deliver them — with clear ownership and an operating rhythm to hold it between sessions. And the part that matters most: since the offsite, the team has taken the plan and run with it, with the discipline and accountability to keep it moving without us in the room.