What if the reason your business isn’t growing isn’t because of market conditions, your product, or even your team, but because you’re chasing the wrong opportunities? Learning how to reinvent yourself as a leader or organization can be the key to breaking through that wall.

For Brett Haugh, the turning point came when Employee Benefit Solutions (EBS) hit a growth plateau. After years of rapid expansion fueled by personal relationships, the company was still struggling to win in open, competitive situations.

The message was inconsistent. The strategy was unfocused. And while the business was doing “well,” it wasn’t positioned to reach the next level. That’s when Brett realized they needed a fundamental shift, not just in how they sold, but in how they defined who they were.

Meet Brett Haugh, Executive Committee Member of Lockton-Dunning Benefits

Brett Haugh is an Executive Advisor and Business Partner who has spent his career helping organizations navigate change, sharpen their strategy, and build stronger teams. With a background in the human resources industry, he combines a deep understanding of negotiation, business planning, and analytics with hands-on expertise in HR policies, benefits, and compensation. 

Brett is known for his ability to turn complex challenges into clear action plans, whether that means realigning a company’s client focus, strengthening cultural alignment, or improving retention. His approach blends strategic insight with practical execution, making him a trusted partner for leaders who want to grow with clarity and purpose.

Listen to Brett’s story on Spotify - 

Brett Haugh on Rethink Change

Change as the Entrepreneur’s Advantage

For Brett, one principle has held true throughout his career: anytime there’s change, there’s opportunity. At EBS, that meant looking for companies in transition, whether due to leadership shifts, regulatory changes, or market disruption, because those moments created urgency and openness to new solutions.

Entrepreneurial leaders know that change is where the real possibilities live. It’s when clients are more willing to reevaluate how they operate, try new approaches, and invest in solving problems that matter. The key is recognizing which changes create meaningful openings and moving quickly to meet those needs with clarity and confidence.

In Brett’s case, aligning EBS’s guardrails around clients experiencing disruption wasn’t just a quick sales strategy but a growth engine. By focusing on those moments of transformation, EBS positioned itself as the guide companies needed most when the stakes were highest.

When Growth Stalls, Focus Wins

Before EBS redefined itself, its client acquisition model leaned heavily on personal connections: a 90% close rate in those warm conversations, but only 20–25% when competing in RFPs. Without a clear differentiator, they blended in with competitors and wasted resources chasing leads that were never going to convert.

Working with Pennebaker, Brett and his team developed what they called “Strategic Guardrails”, three non-negotiables every client had to meet:

• A professional HR leader, not someone promoted from an unrelated role.

• A CEO with a clear vision.

• A business in significant change or disruption.

This clarity changed everything. Competitive close rates soared to 70–75%, retention hit 95%, and the team was finally aligned around a shared vision of who they served and how they won.

Not Sure What Step to Take Next? Don’t Be Afraid to Ask for Help

Brett’s advice to leaders facing their own inflection point is simple: you don’t have to have all the answers. What you do need is the humility to admit when you’re stuck and the openness to see things from a new perspective. 

That means stepping back, being honest about your challenges, and seeking external guidance to cut through the noise. Too many leaders cling to “what’s always worked,” even when the signs are clear that the old playbook isn’t getting results.

For Brett and EBS, keeping an open mind was the catalyst. It allowed them to dismantle outdated approaches, test new ideas, and commit to a strategy that initially seemed risky but ultimately transformed the business. Without that willingness to challenge assumptions, they might have kept chasing the wrong clients, wasting resources, and watching growth stall.

For any leader wondering how to reinvent themselves for growth, Brett’s story underscores this truth: focus and clarity are only possible when you’re willing to let go of old thinking. The discipline to act on new insights, especially when they come from outside your own head, is what turns a plateau into peak performance and peak performance into long-term success.