Leading an ESOP company at the senior or executive level presents challenges that differ in meaningful ways from those faced by leaders of other businesses. ESOP executives must manage complex financial, regulatory, and fiduciary responsibilities while also fostering an ownership culture that supports long-term performance. These demands evolve over time, requiring both foundational knowledge and timely insight.
At The ESOP Association (TEA), we approach executive education as a system rather than a collection of standalone programs. Our goal is to support ESOP leaders across all stages of their careers—building core competencies, addressing emerging issues, and creating opportunities for peer learning—through a coordinated set of offerings.
I’m pleased to announce the latest addition to our executive programming. This spring, TEA is launching The ESOP Executive, a quarterly newsletter developed specifically for senior ESOP leaders. This new publication will focus on high-level developments across core ESOP disciplines, emerging risks and opportunities, and examples of how companies are responding to change. This content will complement TEA’s in‑person education by offering concise, forward‑looking insight.
As we continue enhancing education for ESOP executives, key part of this approach is the Leading in an Ownership Setting™ program, now delivered in partnership with the University of Virginia’s Darden School of Business through Darden Executive Education & Lifelong Learning. This two‑week program gives ESOP CEOs and CFOs a rigorous grounding in the strategic, financial, and governance issues unique to ESOPs, taught by top‑ranked faculty at the nation’s leading public business school. Relying on Darden’s case method, participants work through real-world ESOP scenarios developed specifically for the program, addressing topics such as repurchase obligation management, mergers and acquisitions, capital strategy, and ESOP finance. The intent is not only to convey technical knowledge, but also to strengthen executive decision-making in complex situations and environments. Registration for the 2026 CEO and CFO cohorts is open and class size is limited. If you are interested please visit www.esopleadership.org or contact Kristie Mark at kmark@esopassociation.org with any questions.
Complementing this longer-form education, The ESOP Association’s CEO Summit and CFO Summit are designed to address the most immediate issues facing ESOP companies. These events focus on current developments in policy, regulation, finance, and business strategy, with an emphasis on practical implications for executive leadership. The summit format allows for in-depth discussion with subject-matter experts and peer executives, creating space for candid exchange and applied learning, while getting actionable intelligence and insights that can be immediately implemented.
At the regional level, our chapter and regional conferences create additional opportunities for executives to engage. CEO, CFO, and CHRO roundtables bring leaders together and encourage peer‑to‑peer discussion among executives who face similar challenges within the same geographic or economic context. These sessions supplement national programming by strengthening local executive networks and enabling more frequent dialogue. Our New England chapter also offers executive-focused conferences, with additional content in development.
Our two nationwide conferences—Employee Owned in Las Vegas and National Conference in Washington, DC—round out this approach by integrating executive-level programming into broader member gatherings. Dedicated Executive Tracks, roundtables, and small-group discussions with keynote speakers allow senior leaders to step back from day-to-day demands and consider broader trends shaping employee ownership.
Taken together, these programs reflect a carefully structured approach to ESOP executive education, one that recognizes leadership development as a career-long, ongoing process. We encourage our members to engage with these offerings in a way that aligns with their leaders’ experience levels, responsibilities, and evolving needs, and to view them as interconnected tools for navigating the complexities of employee ownership.
