Guidon's Ownership Shift: A New Blueprint for Business Legacy?

INDIANAPOLIS, IN – December 10, 2025 – In a move that sends ripples through Indiana’s business community and the national architecture and engineering (A&E) sector, Indianapolis-based firm Guidon has announced its transition to an Employee Ownership Trust (EOT). The decision makes the prominent designer of complex healthcare facilities the first company in Indiana to adopt this innovative structure, positioning it among a vanguard of American businesses rethinking the very nature of corporate legacy and employee empowerment.

This is more than a simple change in ownership; it's a strategic pivot with significant implications for an industry built on long-term projects and deep client trust. For a firm whose portfolio includes major facilities for Community Health Network, IU Health, and the Department of Veterans Affairs, this transition signals a profound commitment to stability and purpose in a market often driven by mergers and acquisitions.

A New Model for Corporate Succession

At the heart of Guidon's announcement is the Employee Ownership Trust, a model that is well-established in the United Kingdom but is only now gaining significant traction in the United States. Unlike an Employee Stock Ownership Plan (ESOP), where employees receive individual shares in a complex retirement plan, an EOT involves a trust holding a controlling stake in the company for the benefit of all employees. Employees become beneficiaries of the company's success, typically through a mandatory profit-sharing program, without having to purchase stock or take on personal financial risk.

The EOT structure is often simpler and more flexible to administer than an ESOP, making it an attractive alternative for founders focused on succession. For a business owner, the choice is no longer limited to selling to a competitor, a private equity firm, or navigating the costly complexities of an ESOP. The EOT provides a third way—a path that secures the company's independence and rewards the workforce that helped build it.

"Legacy is something Guidon was founded on," said Luke Leising, the firm's Founder and CEO. "The formation of our Employee Ownership Trust will preserve what makes Guidon strong while empowering our people through shared accountability."

This shift, facilitated by the national advisory firm Common Trust, transforms Guidon into a "veteran- and employee-owned" entity. The structure legally enshrines profit sharing not as an optional perk, but as a required distribution of the firm's success, directly aligning the financial interests of its more than 90 professionals with the company's performance.

Beyond the Paycheck: Fostering a Culture of Ownership

The transition to an EOT is fundamentally a cultural one. By making every employee a beneficiary, the model aims to instill a powerful sense of shared purpose and accountability. Industry analysis suggests that employee-owned firms often exhibit higher levels of productivity, innovation, and employee engagement, along with lower turnover rates. In a specialized field like architecture and engineering, where retaining top talent is a constant competitive battle, this can be a decisive advantage.

"This is more than a structural change, it's a cultural one," noted Tim King, Vice President and Principal at Guidon. "Employee ownership ensures that every Guidonnaire has a stake in our mission."

This "ownership mindset" has tangible benefits that extend directly to clients. When every team member has a direct stake in the project's success, it can lead to heightened collaboration, greater responsiveness, and a more proactive approach to problem-solving. For healthcare systems undertaking multi-year, multi-million-dollar construction projects, having a design partner whose entire team is intrinsically motivated to deliver excellence provides an invaluable layer of assurance. The stability of the EOT model ensures that the institutional knowledge and key personnel associated with a project remain consistent, mitigating the risks of disruption that can accompany a traditional corporate sale.

Securing a Mission in Healthcare Design

Founded in 2011 as a Service-Disabled Veteran-Owned Small Business, Guidon has carved out a niche in designing complex, high-stakes environments, from the Marion County Public Health Department Lab—Indiana's first LEED v4 Platinum building—to critical hospital and VA facilities. The EOT ensures this purpose-driven identity is insulated from market pressures that might dilute its mission.

By placing ownership in a trust dedicated to its employees, Guidon has effectively taken itself off the market, sidestepping the potential for being acquired by a larger, out-of-state entity that may not share its commitment to the local community or its specific design ethos. This move guarantees the firm remains independent and headquartered in Indianapolis, preserving a local legacy of design innovation.

This decision is particularly resonant for its healthcare clients. The design and construction of hospitals and clinical labs are not just commercial transactions; they are long-term partnerships that shape a community's access to care for decades. A healthcare system needs an A&E partner that understands its long-range strategic goals and is committed to seeing them through. The EOT structure provides that long-term stability, assuring clients like IU Health and the VA that Guidon's leadership and core values will endure.

A Bellwether for Market Shifts

While Guidon is a pioneer in Indiana, its adoption of the EOT model reflects a broader, accelerating trend. Business owners are increasingly seeking succession options that prioritize legacy over the highest-possible sale price. The EOT offers a compelling solution, providing a fair exit for the founder while transforming the company into a vehicle for shared prosperity.

"Guidon has taken a pioneering step in the architecture and design industry to deepen its commitment to its employees," commented Zoe Schlag, CEO of Common Trust. "By establishing this EOT, they've safeguarded their purpose and positioned themselves for long-term success."

This shift could catalyze change within the professional services sector and beyond. As more firms observe the potential benefits in talent retention, client loyalty, and long-term stability, the EOT model may evolve from a niche structure to a mainstream succession strategy. For industries like healthcare, which depend on a web of stable, reliable, and mission-aligned partners, the rise of employee ownership represents a welcome development. It promises a future where critical service providers are anchored not by the whims of distant shareholders, but by the collective commitment of the people doing the work. As Leising stated, "When Guidon wins, we all win."