In 2002 President Martin Jischke initiated a new era in strategic planning at Purdue. Under his leadership, strategic planning became a centralized activity with unit plans aligned to the university plan. Strategic goals were designed to have maximum impact, which would be measurable through metrics. Strategic planning at Purdue would be an outward-facing activity--a public expression of the university's progress and its value to the state and its broader constituent base. The senior leadership team of Purdue Extended Campus (PEC) developed its first strategic plan in this new environment for 2003-2008. Building on its success with the first plan, PEC had the confidence to make significant adjustments both in terms of focus and process. Where the first plan focused on the unit and, in turn, the university, the second, "Engaging Customers--Delivering Solutions," sought to have an impact on the people that PEC served. And where the first plan was top-down, the second involved stakeholders more deeply at every phase of development. This case study describes PEC's experience with the 2009-2014 plan, from the process of planning to implementation and assessment, and concludes with lessons learned.