A peer community built for industrial equipment dealers and manufacturers.
CEO PEER COMMUNITY FOR INDUSTRIAL EQUIPMENT LEADERSThe Crosspoint CEO Fellowship™ brings together small groups of non-competing CEOs who lead businesses with similar complexity, responsibility, and stakes.
Members gain a confidential place to work through consequential decisions, compare experience, challenge assumptions, and learn from peers who understand the operating reality without needing to explain it first.
Dealer and OEM groups are formed separately to protect relevance, candor, and meaningful peer exchange.
Now forming separate dealer and manufacturer Fellowship groups for 2027.
There is no standard path for learning how to lead a growing company.
Most CEOs build judgment through experience while already carrying responsibility for the business. As the company grows, the decisions become more consequential, the tradeoffs become less obvious, and the number of people who understand the full weight of the role becomes smaller.
Your leadership team reports to you. Employees look to you for direction. Owners, family members, boards, manufacturers, and customers may each have different expectations. Few people inside the business can serve as a true peer.
A strong CEO peer group provides a trusted place to speak candidly, pressure-test decisions, compare experience, and learn from leaders who have carried similar responsibility.
Peer relevance matters. General CEO groups bring together capable leaders from very different businesses. That diversity can be useful, but it often requires significant time explaining the context before the discussion becomes applicable.
Industrial equipment CEOs operate within a distinct set of realities: capital intensity, inventory exposure, service profitability, technician capacity, dealer and manufacturer relationships, channel strategy, regulatory pressure, succession, consolidation, and increasingly aggressive competition.
The Crosspoint CEO Fellowship™ was built so members can start further into the conversation. Peers already understand the environment, allowing the group to move more quickly from context to judgment, decisions, and practical action.
The decisions get harder. The number of people you can discuss them with gets smaller.
The Fellowship is designed for North American CEOs, owners, presidents, and other CEO-equivalent leaders with full P&L accountability and final decision authority at independent industrial equipment dealerships and manufacturers.
Built for a specific kind of leader.
Founder-led or closely held ownership
These leaders carry direct responsibility for the performance, continuity, and long-term health of the business. Their decisions affect employees, customers, family ownership, capital, and the future of the enterprise.
$20M+ in annual revenue
Organizations that have outgrown informal management and are building the leadership structure, operating discipline, and infrastructure required for the next stage.
Complex operations
Multi-location businesses, service and labor intensity, regulatory exposure, and growing leadership teams. Execution discipline and organizational clarity directly impact performance.
Committed to building the capability to scale while preserving independence
These leaders want to strengthen leadership, structure, systems, and enterprise value while preserving control, protecting what is distinctive about the business, and keeping future ownership choices open.
““There’s a whole level of dealers trying to avoid private equity. PE has the resources and infrastructure. We don’t. What’s in it for this group is figuring out how to keep scaling while staying independent.””
The strongest members share a common posture.
Candid — Willing to discuss the real issue, not simply present the polished version of the business.
Curious — Interested in learning from others and willing to reconsider their own assumptions.
Humble — Experienced enough to contribute and self-aware enough to know they still have things to learn.
Engaged — Prepared to participate fully, challenge thoughtfully, and contribute to the success of the group.
The CEO Fellowship™ is intentionally selective.
The Fellowship depends on candor, preparation, trust, and full engagement from every member. To protect that standard, membership is selective and based on mutual fit.
The Fellowship is designed specifically for independent leaders of industrial equipment dealerships and OEMs. It is not the right fit for:
Functional executives without full P&L accountability
CEOs operating within private-equity governance structures, where investor oversight, decision rights, time horizons, and advisory needs differ materially from those of independent businesses
Leaders seeking primarily to optimize a near-term transaction rather than strengthen the long-term performance of the enterprise
If this sounds like your situation, we encourage you to seek out a community better aligned with your needs.
An annual rhythm designed for how CEOs actually lead.
The Fellowship follows a deliberate annual rhythm that combines in-person depth with meaningful engagement throughout the year. It is built to respect the realities of a CEO’s schedule while creating the consistency, trust, and continuity that real peer value requires.
In-Person Experiences
The Altitude Experience™
A 2–2.5 day Crosspoint-hosted leadership experience at a premium destination. It gives CEOs space to step above day-to-day demands, examine the leadership realities beneath the business issues, and think more deliberately about the company and their role in it. Spouses and partners are encouraged to attend.
Peer-Hosted Forum
A 1.5 day working forum hosted by a member organization. The group spends time inside a real operating environment, then uses structured peer discussion to examine shared challenges, compare operating choices, and identify lessons members can apply within their own businesses. Hosting rotates among members and is optional.
Virtual Engagement
Peer Working Sessions
3–5 facilitated virtual sessions per year focused on the operating and leadership issues members are navigating now. Members prepare in advance, and Crosspoint structures each session to surface patterns, pressure-test decisions, compare experience, and clarify potential next actions.
Learning Sessions
3–5 optional sessions led by Crosspoint on leadership and operating practices shaped by member needs. Members may invite up to two additional leaders from their organizations when the subject is relevant to their roles.
Representative Topics
Topics are driven by the decisions members are facing. Representative areas include growth and product strategy, service performance, inventory and capital allocation, commercial effectiveness, channel and manufacturer relationships, branch development, technician capacity, cost structure and margins, leadership capability, systems and infrastructure, risk, ownership, and succession.
Benchmarking & Performance Insight
The Fellowship will incorporate anonymized, aggregated financial and operating benchmarks built on consistent definitions. Benchmarking is used to surface patterns, sharpen discussion, and strengthen decision-making.
Small by design. Curated by necessity.
Each Fellowship group is capped at seven members. That size is intentional. It creates the conditions for trust, candor, and real value to build over time.
““In broader peer groups, too much of the conversation is spent getting others up to speed before the discussion becomes truly useful. What I needed was a smaller, more relevant group with people who already understand the operating reality.””
These peer groups are large enough to provide meaningful diversity of perspective and small enough that every member is fully known, consistently heard, and meaningfully challenged. There is no room to coast, and no reason to.
Groups are composed of non-competing organizations and aligned by business model, with dealerships grouped with dealerships and OEMs grouped with OEMs. This allows members to spend less time explaining industry context and more time examining the decision itself.
Candor requires trust.
The conversations that create the most value are often the ones a CEO cannot have broadly inside the organization: leadership concerns, people decisions, ownership questions, financial pressure, manufacturer relationships, strategic uncertainty, succession, or a decision that has not yet been made.
That level of candor requires strong boundaries.
Members execute formal confidentiality and non-disclosure agreements. Groups include only non-competing organizations, and no-poaching provisions apply. Information shared within the Fellowship, including financial and operating information, stays within the Fellowship.
Better decisions without having to learn every lesson the hard way.
Better judgment on the decisions that matter most
Through facilitated peer dialogue, members examine not only what to do, but why, when, under what conditions, and what they may need to stop doing.
Practical peer intelligence grounded in shared reality
Members learn from leaders running the same kind of business. One peer may have already implemented the system you are considering. Another may have tested the service model, opened the branch, carried the inventory exposure, navigated the manufacturer conflict, or made the people decision you are facing.
You still own the decision. You do not have to begin with no context.
Clarity on where to focus leadership energy
A stronger sense of what requires your attention and what can be delegated, redesigned, or released, reducing noise, second-guessing, and wasted effort.
Leadership capability that scales with the business
The Fellowship treats leadership as observable practice: making choices, setting priorities, clarifying accountability, coaching leaders, and maintaining an effective operating rhythm. Members examine how their own role must change as the business becomes more complex.
A trusted place to address what cannot be discussed broadly
Protected time for candid discussion, peer challenge, and reflection, supported by people who understand both the responsibility of the CEO role and the operating realities behind the issue.
Interested in exploring Fellowship fit?
Peer value, professionally facilitated.
CEOs can build valuable peer relationships informally. The difference is structure.
A serious peer forum cannot depend on someone remembering to schedule the next conversation or hoping the right issues happen to surface. It requires careful member selection, preparation, disciplined agendas, skilled facilitation, continuity, and protection of the group’s standards.
Crosspoint is responsible for creating and maintaining those conditions. We compose each group, prepare members and sessions, guide candid discussion, surface patterns, and carry important issues forward over time.
Members bring the operating experience. Crosspoint creates the structure that turns that experience into useful intelligence and better-informed action.
Designed for real commitment, not casual participation.
The CEO Fellowship is structured as a 12-month commitment. Renewal is encouraged because trust, shared context, and the group’s ability to challenge one another become stronger over time. Continuity is important to the depth and effectiveness of the group.
Membership requires full participation: prepared, candid, and engaged at every session. Passive attendance is not compatible with what this community is designed to be.
Investment: Annual membership reflects the level of curation, preparation, facilitation, and sustained engagement required to maintain a high-value peer environment. Current membership terms and pricing are shared during the initial conversation.
Led by operators who know this industry from the inside.
The CEO Fellowship™ is designed and facilitated by Tim and Carmen Kubista, founders of Crosspoint Performance & Leadership.
They have worked inside and alongside industrial equipment businesses at the executive level, building sales organizations and dealer networks, shaping strategy, strengthening leadership teams, and helping companies install the structure and operating discipline required for growth.
Crosspoint’s broader advisory work is known for candid guidance, practical operating tools, disciplined follow-through, and the ability to help leadership teams turn difficult conversations into clearer accountability and action. That same operating standard shapes how the Fellowship is designed and facilitated.
The Fellowship combines industry experience with disciplined facilitation. It is grounded in the real choices, constraints, and execution demands these businesses face.
Now forming 2027 dealer and OEM groups.
Each group is intentionally small, and membership is based on business fit, competitive separation, and mutual contribution. CEOs interested in joining a 2027 group are encouraged to begin the conversation early.
Submit an inquiry below, or email us directly about the Fellowship.