Case Study: Aligning Leadership Around a New Path to Growth

After a decade of steady growth, a mid-sized maritime services company entered a new chapter as the next generation of leadership took over from its founder. At the same time, a cyclical market downturn created new pressure on the business. The leadership team needed a clear strategy for growth and greater alignment around the priorities required to move the organization forward.

The Challenge

A leadership transition and changing market conditions created a critical moment for the business.

The company had built a strong position as a subcontractor serving large East Coast shipyards supporting the United States Navy. As the organization entered its second decade, new leadership assumed responsibility for guiding its next phase of growth.

The transition coincided with a difficult year in the company’s market, intensifying many of the internal challenges that can accompany a change in leadership. Different perspectives on the company’s challenges and opportunities made it increasingly important to establish a shared direction.

Leadership needed to identify new paths to sustainable growth while creating a concise set of priorities that could bring the team into greater alignment.

Our Approach

Smith + Howard created a structured strategy process designed to turn individual perspectives into shared priorities and action.

The engagement began with individual conversations with each member of the leadership team to understand their perspectives on the company’s challenges, opportunities and future direction. The process also included one-on-one coaching with the new CEO.

Over four weeks, the team worked to identify the root causes of recent challenges and evaluate opportunities for differentiated, sustainable growth. The process culminated in a full-day working session with the leadership team focused on translating those insights into a clear strategic direction.

Together, the team established a concise set of strategic priorities and measurable one-, three- and five-year goals. Key initiatives were documented and assigned to specific owners to create clear accountability for execution. Quarterly check-ins provided continued support as leadership moved from planning into implementation.