For more than a decade, Jason T. Smith had led his business with a traditional vertical organisational structure that mostly worked – up to a point, anyway. But something changed. He set an unreasonable goal that couldn’t be achieved through the status quo. The organisational model lacked the critical design attributes needed to unleash its innovative potential. It seemed like the team had just stopped working. Fast-forward two years later, after weeks of intentional learning, planning, testing and probing, they found the sweet spot between collaboration and peer accountability. They discovered an authentic and scalable way to give each team member the freedom to do what they love and excel at it. Jason then started working from the outside-in, turning former norms and systems downside-up. The result was a workplace revolution. They achieved their overriding strategic target of 7/50/100: a brand presence in 7 states or territories, generating revenues of close to $50 million in annual client services, in over 100 locations. The colleagues leading the organisation work together in their new found structure they call ONEteam™.