
If you're ready for leadership development done right, join us for a 1-day workshop on March 5, 2025.
When the work is moving, but the numbers that matter aren't.
Your leadership team can be busy, aligned in meetings, and still lose momentum between priorities, decisions, ownership, and follow-through.
ETW helps CEOs and leadership teams turn strategic priorities into coordinated, accountable action that increases the value of the business.

If you're ready for leadership development done right, join us for a 1-day workshop on March 5, 2025.

Lee Benson
ETW CEO
Discover the three paths below:
Lee Benson built Able Aerospace from 3 people to 500+ and sold it for 9 figures.
Now he's teaching his value-creation system that made it possible.

Able Aerospace founder shares five facts about selling to a multinational company

EXCLUSIVE: How Lee Benson put together the deal selling Able Aerospace to Textron Aviation

Year in Review: Reacquaint yourself with our 2015 Most Admired Leaders
Who is Lee Benson?
Lee has founded 8 companies and sold 3, including Able Aerospace, which he grew from a 5,000 sq ft facility with 3 employees to 300,000 sq ft with 500+ team members serving 2,000 customers across 60 countries. Textron Aviation acquired Able for well into 9 figures in 2016.
Lee documented his value-creation methodology in the bestselling book Your Most Important Number and now leads CEO masterminds while helping companies implement the MIND Management System.
Jack Welch called Lee's system:
"The best business management system I've ever seen."
More activity doesn't
always mean more value.
At Able Aerospace, Lee Benson's team had developed more than 10,000 repairs.
Fewer than 100 drove about 80% of revenue.
That pattern is easy to miss in a growing business. Work expands. Capabilities multiply. Teams stay busy. But the value of the business may still depend on a much smaller set of priorities than the activity suggests.
ETW helps CEOs and leadership teams find that smaller set, build rhythm around it, and keep execution tied to the numbers that matter.

_edited.jpg)


For leaders accountable for more than activity.
ETW is built for CEOs, founders, senior leaders, and leadership teams who own growth, execution, decision quality, and enterprise value.
Priorities are clear in conversation but inconsistent in execution
Leaders agree on direction but make different tradeoffs in practice
Decisions take longer than the business can afford
Ownership depends too much on reminders, personalities, or heroic follow-through
The CEO needs a sharper room for high-stakes decisions
Leadership team needs
a stronger operating rhythm

Frequently Asked Questions
Operating drag can hide inside normal business activity.
The warning signs don't always look dramatic. Meetings are happening. Plans exist. Updates are flowing. Leaders care. Teams are busy.
But the work that should move the business keeps slowing down, repeating, or fragmenting.
What leaders see | What it can cost |
|---|---|
Unclear value
drivers | Activity increases, but the numbers that matter don't move. |
Stalled initiatives | Strategy stays visible in plans but doesn't change the business fast enough. |
Cross-functional
friction | High-value work gets delayed because teams aren't making the same tradeoffs. |
Weak ownership | Follow-through depends on reminders instead of a rhythm leaders can trust. |
Competing
priorities | Teams spend energy in different directions instead of compounding around the same value drivers. |
Slower decisions | The same issues keep returning while the window to act gets smaller. |
The cost isn't just wasted time. It's missed upside, slower value creation, and executive attention spent re-solving problems the business should have already moved past.
Read the Executive Briefing



.png)




.png)
.png)
.png)
.png)
.png)
.png)
.png)
