leadership.The relationship is not transactional but collaborative, focused on shared well-being. For business-to-business services beyond formulation and manufacturing, Synergy uses a values filter. The company seeks out partners who invest in their employees and communities, continually improve their social and environmental performance, , and view business as a creator of stakeholder value, not just shareholder profit. When another B Corp fits the bill, it’s an easy choice. INDEPENDENCE AS STRATEGY AND STEWARDSHIP Synergy is privately owned and intends to remain independent. “We make our own future decisions,” May says. While that can limit access to capital, it protects the mission from compromise.The company is exploring a stewardship model that could include employee ownership, binding people to a purpose across generations.“We want decisions that consider our children and grandchildren,” May says, echoing the seven-generation view he admires in many traditions. Briggs adds that proximity to ownership keeps accountability honest. “There is a grit and an entrepreneurial spirit that grows when proximity is strong,” she says. Public ownership isn’t wrong, but distance from daily work can erode connection. Synergy aims to preserve that closeness even as it scales. 145 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11 THE SYNERGY COMPANY
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