It's the most predictable growth problem there is. The company gets to $10M, $20M, $40M, and the skills that got your team here stop being the skills that carry it forward. Your strongest operator becomes a manager and quietly struggles. Your best salesperson becomes a sales leader and the number goes down. That's not a hiring mistake — it's a development gap, and it's fixable.
Companies roughly between $5M and $50M in revenue, typically:
I work with logistics, distribution, manufacturing, and transportation companies most often, because that's where I can add industry context on top of the leadership work. But the leadership problems are close to universal, and I take clients outside those sectors.
Direct, confidential work with a specific leader — a founder, a new VP, a manager who's struggling or who's about to be handed much more. Typically biweekly over three to six months.
Working with your management group as a unit: how they make decisions, hold each other accountable, communicate through the layers, and handle conflict without routing everything through the founder.
Structured development for people promoted on individual performance. Delegation, accountability conversations, coaching their own people, running a meeting worth attending, and managing former peers.
Identifying who has capacity for more, building individual development plans against real roles, and creating internal promotion paths. I built exactly this at XPO — fourteen participants in a formal development program, five promoted into Director and VP roles.
A specialty, given where I came from. Pipeline discipline, forecast accuracy, coaching to behaviors rather than results, territory design, and the transition from top producer to sales leader — which fails more often than any other promotion in business.
What I bring is having actually done it. I've led 2,400 people across six states and Puerto Rico. I've turned around an underperforming region. I've cut turnover 68% by changing how leaders led rather than by changing the leaders. I've had five direct reports promoted to Director and VP. I've had the hard conversations, made the wrong calls, and learned from them in real operations where the results were measured every week.
I also started this career as a driver, alone in a truck at three in the morning, and I have not forgotten what it feels like to be led badly by someone who has never done the job. That is the single most useful thing I bring into a room full of new managers.
My philosophy is servant leadership, and I hold it because it produced better numbers than the alternatives — not because it sounds good on a website.
Development takes a defined arc, and metering it by the session works against the result.
Leadership assessment, six 60-minute sessions, a written development plan, a goal-setting framework, email and text access between sessions, and a final progress review.
Best for a newly promoted director, VP, or emerging leader.
Full executive assessment, twelve 60-minute sessions, an individual development plan, a performance and accountability framework, between-session support, quarterly reviews, and a closing performance assessment.
Best for VPs, SVPs, and senior leadership.
Two sessions monthly, ongoing advisory, strategic decision support, executive accountability, sales and operations leadership guidance, between-session access, quarterly reviews, and an annual development plan.
Best for business owners, founders, and C-suite leaders.
Also available: half-day team sessions at $1,500 and full-day leadership intensives at $2,500 for management groups. Travel and lodging billed at cost.
No charge, no pitch. Tell me who's struggling and what you've already tried.
Keith Street · 706-424-4311 · keith@keithstreetadvisory.com