Enterprise Strategic Planning at Rohit Group
Business Opportunity
Rohit Group, a diversified national real estate organization with over $1 billion in assets under management, had entered a period of accelerated expansion across multiple Canadian markets. While this growth affirmed its entrepreneurial strength, it also revealed a structural challenge: the absence of a formalized, internalized strategic management framework.
Historically, the organization relied on external consultants to facilitate corporate strategy and planning. This approach created a capability gap, limiting institutional knowledge, operational alignment, and accountability. To sustain growth, mitigate risk, and enhance transparency to key stakeholders (including lenders, partners, and regulatory bodies) the Executive Team identified a strategic inflection point.
The opportunity was clear: transition from consultant-led planning to a fully internalized, enterprise-owned strategic management process. The goal was to embed strategy as an ongoing discipline, rather than a periodic exercise, linking corporate vision directly to divisional execution and performance accountability.
The Executive Team appointed Nathan K. Walters, Vice President of Marketing, to lead the 12-month transformation. His mandate: design, implement, and institutionalize a comprehensive methodology that unified strategy across the enterprise and its three operating divisions; Rohit Communities, Rohit Homes, and Income Producing Properties.
Actions and Outcomes
Actions
Framework Development and Internalization
Nathan developed the complete enterprise strategic management framework (including strategy map), encompassing both long-term (2025–2030) and mid-term (2025–2027) planning cycles. This included the creation of the Enterprise Strategic Plan and three aligned Divisional Business Plans, introducing a repeatable structure that eliminated future dependency on external consultants.
Facilitation and Alignment
He led a series of workshops across executive and operational levels to build a unified foundation for planning. Each division’s Situational Analysis, Key Business Objectives, and Performance Measures were defined collaboratively, ensuring bottom-up insights informed top-down strategic direction.
Executive Target Setting
Working directly with the President and Executive Team, Nathan facilitated the definition of five enterprise-wide Strategic Goals for 2025–2030. These targets were data-backed, measurable, and reflected both financial ambition and operational maturity.
Authorship and Governance
Nathan personally authored all cornerstone deliverables, including the Enterprise Strategic Plan (2025–2030) and all Divisional Business Plans. He also established a permanent governance and review procedure, embedding annual strategic refresh cycles into the organization’s operating rhythm.
Review and Finalization
He managed the executive review process through multiple refinement sessions with the President, Executive Team, and Advisory Board, ensuring alignment, clarity, and full leadership ownership prior to adoption.
Outcomes
Institutionalized Strategic Discipline
The organization now operates with a repeatable, internally owned strategic management framework that connects enterprise vision (six years) with divisional execution (three years), driving consistency and accountability.
Enhanced Organizational Credibility
The formalized strategic and business plans now serve as professional reference documents for lenders, investors, and partners, showcasing disciplined governance, sustainable growth, and clear financial stewardship.
Cultural Shift Toward Integration
The planning process transformed the way strategy is practiced across divisions — moving from ad hoc initiatives to a culture of continuous alignment, measurement, and refinement.
Strategic Marketing Leadership
Under Nathan’s leadership, Marketing evolved into a strategic enterprise function — responsible not only for brand and communications, but for leading the organization’s highest-level planning and performance management processes.
Long-Term Sustainability
The internalization of strategic management has positioned Rohit Group to pursue its long-term objectives, including achieving $2.8 billion in assets under management by 2030 and expanding across North America enhancing communities along the way.
Reflection
“Building a strategy isn’t about creating a document, it’s about creating an organizational rhythm. Once strategy becomes part of how people think, plan, and act, real transformation begins.”
- Nathan K. Walters
▸ About Rohit Group | Rohit, more formally known as Rohit Group, is a national real estate organization that is headquartered in Edmonton, Alberta. Rohit operates five key subsidiary divisions, which include land development, home building, commercial, residential rental, and healthcare infrastructure. Collectively, these divisions hold over $1.3B in assets under management across Canada.