OUR STORY
Built from inside the business. Designed to connect what others separate.
KAG was created from a pattern seen repeatedly across industrial organizations.
Operations, facilities, capital, real estate, and execution were making decisions in separate lanes—even though the business experienced the consequences as one connected system.
Katz Advisory Group exists to bring those decisions together before commitments are made—and remain accountable for what happens next.
KAG
KATZ ADVISORY GROUP
OPERATIONS
FACILITIES
CAPITAL
REAL ESTATE
EXECUTION
WHY KAG EXISTS
The business experiences one decision. The market often sees five assignments.
A performance issue becomes a facility question. A facility question becomes a capital decision. A capital decision becomes a real estate transaction. Then the strategy must survive execution. KAG controls the complete thread.
PERFORMANCE
REQUIREMENT
STRATEGY
REAL ESTATE
EXECUTION
Real estate becomes part of the solution—not the starting point.
The first question is rarely the real question.
“Our lease is expiring. The renewal cost is too high. We need to move.”
THE QUESTION UNDERNEATH.
Is relocation truly the better decision once transition cost, customer and labor risk, deferred maintenance, facility needs, and long-term flexibility are considered together?
“This property doesn’t work anymore. We need a new building.”
THE QUESTION UNDERNEATH.
Has the business truly outgrown the facility—or have traffic flow, yard operations, layout, loading, and utilization failed to evolve with it?
“We’re growing. We plan to open ten new locations next year.”
THE QUESTION UNDERNEATH.
Will each location expand customer reach, vendor access, market coverage, or service capability—or duplicate the same business across more buildings?
“We spent $14 million last year and didn’t get the return we expected. Now we have another $15 million to allocate.”
THE QUESTION UNDERNEATH.
Were the right projects selected, were the assumptions and risks properly tested, and was each investment executed and adopted as intended?
“We’ve identified the synergies. We’ll sort out the locations after close.”
THE QUESTION UNDERNEATH.
Can the combined supply network deliver those synergies once facility capacity, customer coverage, labor, leases, capital requirements, integration costs, and timing are validated?
“We found the new building. Our team can handle the rest.”
THE QUESTION UNDERNEATH.
Who owns the zoning, permits, business licenses, certificate of occupancy, fire marshal approvals, utilities, vendors, sequencing, and operational readiness required to open?
KAG follows the question until the real requirement becomes clear.
BUILT BY AN OPERATOR
Experience from the inside changes what you see.
Scott Katz founded KAG after years leading facilities, real estate, construction, and capital decisions across a 170+ location, multi-market industrial portfolio. His experience included more than 15 relocations, 10 ground-up greenfield developments, 10 branch closures, and $80 million in total capital oversight. The responsibility was always the same: understand the business, make the right decision, and own the outcome.
That operating seat created a perspective traditional handoffs could not: the ability to see how one decision affects the next before the cost, risk, or constraint becomes obvious.
170+
INDUSTRIAL LOCATIONS
$80M
TOTAL CAPITAL OVERSIGHT
15+
RELOCATIONS
10+
GROUND-UP GREENFIELDS
10+
BRANCH CLOSURES
HOW KAG THINKS
Connected thinking. Operator accountability.
START WITH WHY
Understand the performance issue and business objective before defining the solution.
CONNECT THE SYSTEM
Evaluate operations, capacity, facilities, markets, capital, and real estate together.
SEE AROUND CORNERS
Anticipate constraints, obligations, costs, dependencies, and downstream execution risk.
OWN WHAT FOLLOWS
Carry the requirement through decisions, transactions, projects, and implementation.
The service may stand alone. KAG’s thinking never does.
WHAT CLIENTS CAN EXPECT
Clear thinking. Direct answers. Accountability through action.
NO PREDETERMINED ANSWER
KAG is not attached to a building, project, transaction, or capital request. We are attached to the right outcome.
NO DISCONNECTED HANDOFFS
The strategy remains visible through contracts, real estate, design, construction, and implementation.
NO HIDING FROM THE DETAILS
KAG works from enterprise strategy down to the terms, constraints, and field decisions that determine whether it succeeds.
The business doesn’t operate in silos. Its strategy shouldn’t either.
Let’s connect the decisions shaping your operations, facilities, capital, real estate, and execution.
START THE CONVERSATION