Jon Kramer, President, OHM Advisors.
When I walked into OHM Advisors for what I thought would be a summer internship, I couldn’t have predicted it would become my professional home. At the time, the company felt small, like a temporary stop. But as I grew, the firm grew, too. And more than three decades later, I’ve held nearly every role here—from intern to COO to president.
In a world where career-hopping is common, staying with one company for 30-plus years may seem unusual. But that longevity has given me a front-row seat to the power of leadership stability, organizational evolution and the impact of staying the course.
Long-term leadership can build stronger organizations.
Leadership turnover is often seen as a catalyst for innovation, but too much can be destabilizing. I’ve seen how consistency at the top enables meaningful risk-taking. The organization can move boldly when a team shares institutional knowledge and trust.
This is especially true in times of crisis. For example, we based the majority of our work in Michigan during the Great Recession. That became a turning point—we expanded geographically and diversified services. Similarly, during the pandemic, I led daily check-ins with our senior team, reinforcing our commitment to our people and adapting to new working methods. Those pivots weren’t possible without the strength of long-term relationships and a clear vision.
Growth requires adaptability, not movement.
People often assume that staying at one company means stagnation. In reality, it requires constant adaptation. I’ve seen the architecture, design and engineering industries shift from digital transformation to increased demand for sustainable, human-centered solutions. Evolving within one organization has allowed me to drive change from within.
Over the last three decades, our company has grown from 80 people in one building to nearly 1,000 employees across multiple states. What has remained the same and excites me most is our continued focus on impact. Our mission is clear: to advance communities.
Culture, relationships and mentorship matter.
One of the most significant benefits of long-term leadership is shaping and sustaining company culture. While strategy and execution matter, people are the foundation of any successful business.
Incredible leaders have mentored me, and I see it as my responsibility to pay that forward. Strong relationships—internally and externally—are the currency of business longevity. Leadership isn’t just about direction; it’s about mentoring future leaders, fostering a workplace where people want to grow and ensuring that your work makes a lasting impact.
Leadership is a long game.
When you’ve spent 32 years at a company, you see the cycles—market shifts, new talent, evolving client priorities. I’ve found that sustained success doesn’t come from chasing trends but from understanding business, culture and service fundamentals.
There’s a quote I often think about—sometimes attributed to Warren Buffett: “Busy is the new stupid.” In my experience, the best leaders create space to think and act decisively in a world of constant meetings and distractions. I’ve learned to say no to 99% of what comes my way—so I can focus on what matters and, ultimately, empower others to grow and develop.
Through it all, I’ve held on to a simple leadership philosophy: Listen more than you speak. Empower your team. Trust your intuition. Adapt without losing sight of your values.
Why does loyalty matter today?
I think we need to reframe how we think about career success. It’s not always about chasing the next title or company. It can be about building something with real impact, relationships and staying power over time. My role isn’t just to lead well today—it’s to make a succession plan and elevate future leaders.
As industries like architecture, engineering and design grow more complex, I think the need for sustained leadership that builds trust and mentors future leaders is greater than ever. My experience proves that longevity in leadership isn’t a limitation—it’s an asset.
Build to last—and keep building.
Success isn’t about how many companies you work for. It’s about the impact you make. Whether you stay at one company for 30 years or move among firms, the goal should be to build something meaningful, cultivate strong relationships and leave a lasting legacy.
For me, 32 years with the same company has been more than a career—it’s been a journey of growth, adaptation and leadership. And the best lessons are still to come.
Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
