Real client experiences in strategy, leadership and execution. These engagements were led by Stephen Webster in partnership with Crews & Co., with specialist support where needed.
Springers Jewelers
Building the capacity to sustain growth
- Client context
- A multigenerational jewelry retailer with several locations and an online business. Strong demand had accelerated growth and increased the demands on its leadership team.
- Growth constraint
- The business had grown faster than its management structure and operating systems. Too many decisions depended on Lilly, limiting the time she could devote to expansion and the company’s future.
- Wellfleet work
- Stephen helped Lilly clarify leadership roles, establish the need for an operational leader and work through consequential organizational decisions. He coordinated Crews financial specialists to strengthen reporting and cash visibility, while helping the team sequence improvements around its capacity to execute.
- Business change
- The leadership team gained greater capacity to run the business, allowing Lilly to focus on expansion and long-term direction. In a rolling 12-month comparison reviewed in November 2026, revenue grew 33% while labor’s share of sales declined 3.4 percentage points.
“When I brought Stephen and Crews on board, it became the catalyst for a tremendous amount of positive change at Springers Jewelers.”
Lilly Mullen · CEO, Springers Jewelers
New England Construction
Giving leadership greater control of the business
- Client context
- A construction business managing complex projects across several markets, with established customer relationships and ambitions for further growth.
- Growth constraint
- The demands of active projects and daily decisions competed with the leadership team’s ability to set direction. Growth required clearer accountability and a stronger connection between business development, estimating and operations.
- Wellfleet work
- Stephen worked with Matt and the leadership team to connect strategy with quarterly priorities and departmental commitments. The work brought greater attention to who owns each outcome, how progress is measured and which decisions need leadership action. His sales analysis distinguishes booked contract sales from revenue as projects are delivered, giving leadership a clearer basis for planning future work.
- Business change
- Matt describes the central change as regaining control of the business. Leadership has a more explicit structure for setting priorities and reviewing execution. Revenue grew 25% over 2025, resulting in their best year ever.
“Before Stephen, the business was running us. Now we are running the business.”
Matt Sluter · CEO, New England Construction
PSI
Connecting strategy to the work that moves the needle
- Client context
- A business delivering mechanical, piping and related trade services, with several business lines and competing demands on leadership attention.
- Growth constraint
- Daily operating demands could set the agenda. The leadership team needed a clearer connection between its ambitions, the choices it made and the work it committed to each quarter.
- Wellfleet work
- Stephen helped Jay and the team make strategy a practical part of how they lead. Purposeful leadership conversations became measurable objectives and key results, or OKRs, supported by clear ownership and quarterly commitments. The work challenged the team to identify the few changes that would materially improve business performance.
- Business change
- The leadership conversation shifted from business as usual toward intentional decisions about growth and success. Strategy now shapes the team’s priorities and OKRs, providing a clearer basis for reviewing progress. One concrete business result: FY2026 revenue grew approximately 40% vs FY2025.
“Stephen has helped us connect strategy to what we do every day. Our conversations are more purposeful, and our OKRs keep us focused on the few things that will truly move the needle for PSI.”
Jay · PSI
Amitrace
Helping the CEO lead growth more strategically
- Client context
- An audiovisual solutions business developing new growth opportunities through VidPod and recurring support services alongside its established project work.
- Growth constraint
- Faraz was balancing daily operating demands with several promising opportunities. He needed a clearer way to decide where to focus, how the business should operate and which opportunities deserved investment.
- Wellfleet work
- Stephen challenged Faraz to connect individual decisions to the company’s direction. Together they examined business-line economics, leadership responsibilities and the commercial plans for VidPod and recurring services. Their working conversations brought priorities and operating design into the same strategic discussion.
- Business change
- Within the first six weeks, Faraz’s thinking and approach to operating the business became more strategic. He gained a clearer basis for focusing on the work most likely to improve results. Subsequent work extended that focus into financial visibility, sales ownership and deliberate plans for developing new revenue streams.
“We have made more progress in 6 weeks than I expected to make in 6 months.”
Faraz Ahmed · CEO, Amitrace
Outcomes depend on client context and execution; past results are not guarantees of future results.
