When Tricia Esser, KTGY’s CEO, initially brought up the idea of building a leadership development program from scratch, John Robison, COO, was skeptical.

John was already deep in the research process for leadership development programs. He had lined up a shortlist of external options: Stanford executive education, Korn Ferry programs, Vistage coaching networks. These were proven, respected, turnkey solutions. Why reinvent the wheel?

But when Tricia had a memorable conversation with a client who had built their own leadership development program in-house, everything changed.

She asked the client, "Isn’t building your own program a huge time commitment?"

The client answered: "Yes. Can you tell me something more important you're working on?"

That question landed hard.

Tricia and John realized they couldn’t entrust something this important to a third party.

That was the moment ELEVATE began.

The Challenge: Preparing the Next Generation

KTGY is a 400-person national architecture and design firm with multiple offices and diverse practice areas. It was founded in 1991 with a long view. Its founders didn’t just want to build a successful architecture firm—they wanted to build one that would outlast them. What they called "generation to generation leadership" wasn’t a marketing slogan. It was a deeply held belief. But beliefs require infrastructure to be realized.

Flash forward a couple decades. Long-time shareholders began to step away from daily leadership roles, and the gaps in their leadership development infrastructure became visible. There was no clear path for emerging leaders to grow into strategic roles. No unifying framework for what it meant to lead at KTGY. No shared language around goals, culture, or team dynamics.

The firm had talent, but that wasn’t enough. John and Tricia needed to clarify how they were going to make "generation to generation leadership" a reality.

Why KTGY Built ELEVATE In-House

John is, by his own description, a skeptic. He values evidence, structure, and efficiency. At first, building something bespoke sounded impractical. He was worried about energy drain, resource costs, and the potential lack of measurable ROI. Tricia, on the other hand, was exploring the idea with curiosity and vision. She began interviewing Vistage peers, clients, and leadership coaches to understand what was possible.

John and Tricia agreed not to start with a curriculum. They started with a question: what do we want our future leaders to understand, embody, and be capable of?

Together they realized that the most valuable aspects of KTGY leadership—strategic fluency, cultural fluency, firm-wide relationships, and personal growth—weren’t things you could outsource.

So they committed to building KTGY's leadership development program themselves.

How KTGY Designed ELEVATE

The program they created is called ELEVATE Leadership. It’s a year-long, cohort-based experience for high-potential leaders across the firm. Participation is by invitation, and the expectations are clear from the start: this will be intense. It will be uncomfortable. And it will be transformational.

Each cohort includes 10–12 participants. The structure includes:

Monthly virtual meetings focused on assigned readings, personal updates, and live discussions
Three week-long in-person intensives, held throughout the year
Executive coaching via a third-party partner
Peer-group projects and small-team issue processing
Personal writing assignments and reflection reports
Mentorship from KTGY shareholders

The curriculum is grounded in four learning domains:

Understanding the Business: strategy, risk, operations, decision-making
Personal Development: self-awareness, executive presence, clarity of purpose
Team Management: communication, goal setting, productive confrontation
Leadership Communication: public speaking, leading meetings, shaping dialogue

Crucially, the program is co-led by Tricia and John. Yes, KTGY’s CEO and COO. They write the assignments. They show up to the meetings. They facilitate discussions. They sit shoulder to shoulder with participants.

"We’re in it with them. That’s what makes it work."

The Implementation: Launching and Learning

ELEVATE launched in 2016. That first cohort became a proving ground not just for the content, but for the delivery model. Tricia and John quickly learned that their presence mattered. The program didn’t just transmit knowledge—it built trust, surfaced vulnerability, and created firm-wide relationships.

Participants were asked to bring their full selves to the table. One monthly assignment required a written reflection not only on professional updates, but on what was happening personally. People were hesitant at first. But over time, they opened up.

"We start by saying: Be OK with being uncomfortable. That’s the work."

Participants engage in “issue processing" discussions, where real problems from their work life are dissected by the group. It’s intense. It requires honesty. And it builds resilience.

Each in-person intensive is packed. Strategic planning sessions, communication training, role-playing, case studies, and collaborative problem-solving fill the schedule. There are few breaks. The goal isn’t to overwhelm—it’s to create shared experience and deep focus.

"After one of those weeks, you can’t un-know what you’ve learned. You carry it with you."

Tangible Results

Since launching, ELEVATE has graduated four cohorts and 38 leaders.

11 became Shareholders
7 have been promoted to Associate Principal
4 have served on (or are currently on) the Board of Directors

But those are just the formal milestones. Studio Leaders report deeper conversations, more proactive leadership, and better team management. One-on-ones have improved in both structure and impact. Managers are using shared language and frameworks.

"We all speak the same language now about goals. That alone has changed how we lead."

The cultural shift is noticeable. Cross-office relationships have flourished. People who may never have collaborated before now pick up the phone or ping each other for feedback, advice, or support. Formerly siloed parts of the business are now more connected.

Participants continue to meet long after their cohort ends. Some have kept their mentoring relationships going, voluntarily. The bonds are real.

And beyond the culture shift, specific business changes have emerged directly from the program. For example, two major policy changes—the introduction of KTGY’s alternative workweek schedule and a new on-ramp system for returning from parental leave—originated from cohort-led pitches. These ideas weren’t top-down. They came from participants who had grown the confidence and skill to push for change.

"Those changes wouldn’t have happened without ELEVATE. That’s not an exaggeration."

The Unexpected Outcome

For John Robison, one of the biggest surprises was how much the program changed him.

He didn’t expect to be transformed by the work. He thought he was doing it to help others grow. But over time, it reshaped how he thinks, how he leads, and how he connects.

"It changed them. But it also changed me. I’m a better leader. I’m totally fulfilled by doing this work. I would never have guessed that going in."

And the same was true for participants. Donovan Helminiak, KTGY’s Director of Knowledge Management and an ELEVATE graduate, described it this way:

"It was grueling. It was a tough year. But I’d never replace it. I became a better leader, for my team and for myself. And I left with friendships and tools I still use every day."

What’s Next?

ELEVATE is no longer a standalone initiative. It has become a foundation.

KTGY has expanded the program into two additional tiers:

ELEVATE Essentials: a modular series for early-career professionals, covering key operational and cultural knowledge across the firm.
ELEVATE Talent Management: a six-month cohort-based experience for mid-level managers who are leading teams for the first time. Larger in size but still immersive.

Each version is adapted to its audience but rooted in the same philosophy of self-awareness, shared language, and cultural stewardship.

The ELEVATE team continues to refine the content, experiment with formats, and strengthen facilitation. The Essentials program is transitioning to an on-demand model, improving accessibility and ensuring consistent delivery despite time constraints of subject matter experts.

Each version is adapted to its audience but rooted in the same philosophy of self-awareness, shared language, and cultural stewardship.

The team continues to refine the content, experiment with formats, and strengthen facilitation. The Essentials program is transitioning to an on-demand model, improving accessibility and ensuring consistent delivery despite time constraints of subject matter experts.

The firm has also begun exploring new content areas—like managing up and practicing productive confrontation with senior leadership. The appetite for deeper leadership skill building is growing.

And perhaps most meaningfully, ELEVATE has become a driver of broader organizational learning. It’s shaping policy, connecting people, and creating a ripple effect that extends beyond each cohort.

"We now understand professional development as part of who we are. It’s not an extra. It’s essential."

There are open questions, too. How will the program scale? How will it evolve when Tricia and John eventually pass the baton?

"We have terrific alumni. People who’ve been through ELEVATE could absolutely carry it forward. But whoever leads it has to want to. It only works when you’re all in."

For now, Tricia and John are all in.

Go Deeper

Watch John Robison, COO, KTGY speak at KA Connect 2024 about ELEVATE Leadership

If you’d like to hear the full story directly from John Robison—including how ELEVATE was built, what it looks like behind the scenes, and what it’s meant to him and the firm—you can watch his KA Connect 2024 talk, Behind the Scenes of ELEVATE: KTGY’s Professional Development Program. The talk is followed by a candid Q&A with John and ELEVATE graduate Donovan Helminiak that goes even deeper.

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