For Owners and Senior Leadership
Your version of better is the one that matters.
What is getting better in the way?
Sometimes the problem looks like sales, staffing, communication, operations or leadership. Often, what’s actually getting in the way is somewhere underneath it.
I help identify where the friction really is, whether that’s unclear roles, poor handoffs, competing priorities, communication breakdowns or processes that no longer fit the business.
You Built It
You have the aircraft, the crews, the staff, the compliance, and the safety record. You've put in the years, the risk, the sleepless nights, and the work it took to build it.
Make it better
First, we figure out what’s really happening beneath the obvious problem.
Then we identify what needs to change. And often, simply seeing the real issue clearly starts to change the way people think, communicate and work together.
From there, we make the changes with the people involved, so the business starts to feel clearer, easier and more effective.
Then we measure what actually changed and whether it made the business better.
Results
Revenue & Growth
Revenue increases from 32% to 100% across multiple departments.
More than $20,000 a month in new aircraft revenue.
Profits grew from roughly $1.4 million over three years to more than $4 million.
Average trade-show sales increased about 40%.
Savings and Efficiency
Annual expenses reduced by $146,000.
$178,000 negotiated in savings.
Staff retention and loyalty increased by 20%
Day-to-day operations became easier to run.
Less time was spent fixing the same problems over and over.
For over three decades, I’ve worked with people and businesses when something important isn’t working the way it should. My background is unusual because I’ve worked across operations, aviation, events, counseling and business advising, although the common thread has always been the same: what is happening underneath the obvious problem.
Over the years, I’ve been brought into situations where the problem initially looked operational, financial, organizational or interpersonal, and very often the real issue was somewhere else. I’m particularly good at seeing those patterns, asking the questions other people aren’t asking, and working with leadership to understand what is actually getting in the way.
That has translated into measurable results across very different businesses. In one resort operation, revenue increased anywhere from 32% to 100% across multiple departments while annual expenses dropped by $146,000. In aviation, I negotiated $178,000 in savings and helped create more than $20,000 a month in new aircraft revenue. In another business, average trade-show sales increased about 40%, while profits grew from roughly $1.4 million over three years to more than $4 million.
A lot of my work happens directly with owners and senior leadership. I can move between the leadership vision and what is actually happening on the ground, work with the people involved, and help turn that into practical changes that make the company work better.
My strengths are big-picture thinking, pattern recognition and human dynamics. I’m comfortable walking into something complicated without already knowing the answer because figuring out the real problem is usually the most important part of the work.
At this point in my career as a consultant, I work with companies up to roughly 500 employees and $100 million in annual revenue. I’m looking for situations where I can operate at that broader organizational level, helping leadership make the business itself stronger rather than simply managing one piece of it.
CLICK TO DIAL
Michigan, USA
william@williamgayiii.com
+1 (508) 364 - 7331
Simple. Clear. Commercially useful.