BC Food & Beverage

The Challenge

When CEO James Donaldson and his team at BC Food & Beverage reached out, they were clear on one thing: the foundation wasn’t solid.

The leadership team needed alignment, a shared sense of direction, and an operating rhythm that would let them actually move on strategy instead of circling it.

The Approach

We started where we always do — with the team itself.

Through facilitated workshops and board sessions, we unpacked the tough questions most teams avoid:

• What does “good” look like here?

• How do we want to show up for each other and our members?

• What kind of culture are we actually building?

From there, we moved into structure and execution.

• Implemented Asana as a unified project management system

• Trained the full team on 13-week execution planning

• Introduced clear meeting rhythms to replace scattered communication

• Built a culture-by-design framework, turning values into visible daily behaviors

• Coached the CEO on leadership alignment and accountability

This became their version of Incrementa’s Momentum Program — connecting culture, clarity, and execution into one operating system.

The Results

Culture doesn’t change overnight, but it does show up in how a team works together.

Today, BC Food & Beverage runs on a shared rhythm. Every leader knows what matters this quarter, and every initiative ties back to the strategic plan.

They now track team progress and member engagement using a Net Promoter Score (NPS) system — data that directly feeds their board discussions and event planning.

Most importantly, the team feels connected — to each other, to their goals, and to their members.

“Incrementa (un)consulting has a high level of detail, and they believe in including the entire team in the process. It helped us create the work environment we wanted. It was really powerful.”

— James Donaldson, CEO, BC Food & Beverage