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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.

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

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Lee Benson

ETW CEO

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.

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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.

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Image by Xingchen Yan

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

Image by Ben Rosett
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New to Lee's work?
Start here.

Read Your Most Important Number to understand the MIND framework that transformed Lee's businesses and hundreds of others.

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

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Ready to create 

MORE VALUE

in your business?

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Ready to create 

MORE VALUE

in your business?
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