Insights

Excerpts from Windham Brannon’s Executive Insights: Growth Panel

At Windham Brannon’s “Executive Insights: Growth Panel”, Georgia Oak Operating Partner Dean Ditmar shared candid and broad reflections on navigating a volatile business landscape. What follows is a curated collection of his direct quotes from the discussion — insights shaped by more than three decades leading global operations at GE, Tensar, and now across Georgia Oak’s founder-led companies.

On Navigating 2025’s Economic Complexity

“Coming into 2025, we had the presidential election, rising tariffs, changes in trade policy, persistent inflation, pressure on interest rates — all major factors that influence consumer confidence and reduce business investment that ultimately weaken demand.”

Dean talked about tailoring strategies to these macro realities for each business model.

“We had very different financial goals and strategies for our consumer-facing businesses like boats and custom closets than for our essential services in dental, septic, and refrigerated trucking.”

He emphasized targeted moves that position companies selling discretionary products and services for long-term strength.

“In our boat business, even in a declining market, we gained 4% market share — all driven by three new models and expansion of our dealer base.”
“In our closet business, we acquired two regional companies in the Southeast — moves that set us up for success when the economy normalizes.”

Meanwhile, Georgia Oak’s essential-services companies leaned into investment and capability building:

“We were much more aggressive in CAPEX, talent optimization, and M&A. Our largest CAPEX investment this year was a $6.5MM plant expansion in Griffin, GA, which derisked a lease and gave us flexibility to keep investing.”
“We closed our first two add-ons in our septic platform — almost doubling EBITDA since our original investment.”
“Ultimately, these strategies are establishing resilient operations and positioning us for efficient growth.”

On Operational Changes That Move the Needle

Dean pointed to refrigerated trucking as a model for operational discipline.

“When the post-COVID backlog normalized, we focused hard on productivity and quality.”

That meant splitting productivity into two buckets: labor and design for manufacturing.

“Through process studies and value-stream mapping, we reduced direct labor by 25% and optimized design to net over $300K in COGS reduction.”
“Those changes drove nearly a two-point margin gain and set us up for incremental improvements in 2026.”

On the Risks and Rewards of Adjacent Markets

Dean didn’t sugarcoat the strategic tradeoffs.

Rewards:

“New revenue growth — whether from new customers or less saturated markets — and revenue diversification. Both strengthen resilience in uncertain times.”

Risks:

“Diluting your resources or losing focus on your core business.”
“Slow adoption or weak market acceptance can lead to missed forecasts and sunk costs.”

On the Most Promising Revenue-Diversification Paths

“In today’s environment, diversification isn’t optional — it’s a strategic necessity.”

He highlighted three areas:

• 1. Recurring revenue models
  

  “TeamOne is a great example — annual master service agreements that support our partners’ back-office capabilities. We’re transforming that business to target larger TAM’s. Ultimately building on predictable cash flows and stronger customer retention.”

  
  


• 2. Essential-revenue businesses
  

  “Essential-service companies are less susceptible to macro swings and can scale easily when you’ve dialed in your value proposition.”

  
  


• 3. Value-added services for existing customers
  

  “Our dental platform is expanding into specialties. And our septic techs becoming more sales-centric, trusted advisors…we’re seeing traction. Average tickets are around $1,300 versus $300 for a standard service.”

  
  

And the underlying principle:

“Whatever new revenue lane you’re exploring, build off what got you here — and make sure you have the experts who understand the technologies and levers to deliver.”

On Attracting and Retaining Top Talent

“This is front-of-mind for most of us.”

With founder transitions and growth needs, leadership hiring is constant.

“Over the last two years, we’ve hired eight C-suite executives across our portfolio. Attracting and retaining top talent is key.”

On hiring:

“We partner with local executive search firms who understand our culture. I take a hands-on approach to ensure alignment, trust, and cultural fit.”
“The flexibility we give our leaders — less formal board meetings but ultimate accountability — can be very attractive to people coming out of corporate environments.”

On retention:

“Competitive compensation matters, and a successful exit never hurts. But ultimately, we want leaders who care about their people, just like the founders did, and who are passionate about growth and change.”
“If we can have fun doing that, it’s going to be a great relationship.”

On Aligning Teams with Strategy

Dean referenced Georgia Oak’s recent adoption of EOS (the Entrepreneurial Operating System).

“As a leadership team, we just graduated after two years with our implementer, memorializing EOS.”

Why EOS works:

“It aligns vision, people, data, and processes. Tools like the V/TO and accountability chart create a weekly operating rhythm that drives clarity and traction.”
“It keeps us focused on what matters most while balancing the day-to-day.”

Georgia Oak is now rolling out EOS where it makes sense across the portfolio.

On Leadership Lessons That Now Guide Every Decision

Dean closed with reflection — the kind that comes from experience.

“Swings and misses on people in key leadership roles can have major implications on success or failure.”

The lessons:

“Hire people smarter than you. Look for infectious energy. Look for people who embrace change.”
“In a few past instances, we were more patient than we should have been when cultural or competency issues emerged.”

Advice passed down to him:

“If you can’t change the people, change the people.”

And the quote he always returns to from Jim Collins:

“Get the right people on the bus, the wrong people off the bus, and the right people in the right seats.”