Townsend Building Supply

Growth was happening, but it was labored. The team kept covering the same ground again and again without getting anywhere, constantly frustrated and feeling like they were slipping. They needed traction, accountability and structure that would let them hit their goals with less effort instead of grinding through the same problems on repeat. The Design wasn’t there: no shared system to hold the work accountable, and a vision that, looking back, was smaller than what the business was actually capable of.

The work brought the accountability and structure they couldn’t build for themselves, and a meeting cadence that, after a few months of getting used to it, started making more sense than any meetings they’d run before. It gave every employee a structure they understood and could move through, and it pushed the leadership team to own the company’s direction rather than wait on the owner. The vision got bigger because the team finally had room to think that way.

The leadership team took real ownership and pride in carrying the vision forward. What one person used to hold, the group started to carry. The owner describes it plainly: the work changed what he believed was possible for the business.

One voice from the team: “This has completely changed what I felt was possible for our business. Our vision before was small compared to now. We’ve seen people on the leadership team really take ownership of the company and further our vision.” — Michael Townsend, CEO, Townsend Building Supply

Deckmasters had lived that same burnout in an earlier business – see what they built differently this time.