25 Executive Offsite Facilitators in Adelaide

If you have ever sat through an executive offsite that felt more like theatre than transformation, you already know what does not work.

The polite nodding. The generic team-building exercises. The carefully worded action items that sound decisive in the room and evaporate by Monday morning. You invested two or three days of senior leadership time, tens of thousands in venue and travel costs, and three months later the team is operating exactly as it was before.

The problem is rarely the content. The problem is the facilitation. A facilitator who keeps the room safe but never uncomfortable produces a lovely day out and zero behaviour change. A facilitator who understands how executive teams actually function can create the conditions for the conversations that matter, the ones your team has been avoiding for six months or two years.

I put together this list of 25 executive team offsite facilitators operating in Adelaide and surrounding areas who run sessions where real work gets done.

STRATEGIC FACILITATION SPECIALISTS

The facilitators in this section specialise in offsites designed around strategic clarity, alignment, and decision-making. They work with executive teams who have a strategy document on the shelf but no shared commitment to what it actually means when choices have to be made. Their sessions focus on surfacing disagreement early, testing assumptions in real time, and building consensus that survives the first hard trade-off.

1. Jonno White

Jonno White works with executive teams across schools, nonprofits, and private organisations when the talent is strong individually but the team is not functioning the way it should. His approach centres on creating the conditions for real conflict and real resolution, not performing alignment. He uses frameworks like the 

His approach centres on creating the conditions for real conflict and real resolution, not performing alignment. He uses frameworks like the Working Genius model to help teams understand how each person contributes differently, and where friction is a design problem rather than a personality problem.

Engagement starts with diagnosis. Jonno runs a pre-offsite process that identifies where the executive team is genuinely aligned and where the alignment is just polite language covering unresolved tension. This shapes the agenda so time in the room goes to the conversations that matter, not the ones that feel safe.

• Sessions are structured around real decisions the team has to make in the next 90 days, not theoretical strategy work.

• He facilitates conflict as a necessary part of the process, not something to manage down or avoid.

• Post-offsite support includes accountability structures so the commitments made in the room translate into changed behaviour back at work.

The offsite is not the end point. Jonno designs for what happens in the three months after the session, with follow-up cadences that keep the team honest about whether they are actually doing what they agreed to do. Teams that work with Jonno report that the real value shows up in how differently they operate in the weeks and months after the session, not just in how the offsite felt on the day.

Contact Jonno at jonno@consultclarity.org if your executive team has the talent but not the trust, or if your last offsite produced great conversation and no lasting change.

2. Kathryn Hocking

Kathryn Hocking facilitates offsites for executive teams in corporate and government sectors where strategic alignment has broken down under competing priorities. Her sessions focus on helping leadership teams name what they are actually trying to achieve and make the hard decisions about what they are not going to do. She works with teams who have too many priorities and no shared language for how to trade one off against another.

Her process surfaces hidden disagreements early. Kathryn structures sessions to expose where leaders think they agree but are actually operating from different assumptions. The offsite becomes the place where those differences get named, tested, and resolved before they derail execution.

She brings rigour to the strategic conversation without turning the session into a consulting presentation. Teams leave with clarity on the two or three decisions that unlock everything else, and a shared understanding of what success looks like in language everyone can use.

3. Michael Henderson

Michael Henderson specialises in executive offsites for organisations undergoing significant change. He works with leadership teams where the strategy is clear but trust and confidence in the team's ability to deliver it are not. His sessions focus on rebuilding belief in the team's collective capability while addressing the specific fears and doubts leaders are carrying privately.

Change creates fractures in executive teams that polite conversation cannot fix. Michael structures offsites to create space for leaders to voice uncertainty without it being read as weakness. This allows the team to separate legitimate strategic concerns from emotional resistance, and to build plans that account for both.

• He works with pre-session interviews to understand what each leader is privately worried about.

• The offsite agenda is built around the real concerns, not the sanitised version the team would present to a board.

• Sessions include scenario planning that tests whether the strategy holds under pressure, or whether the team is hoping their way through execution.

Michael's offsites are not motivational. They are diagnostic. Teams leave knowing what they can genuinely commit to and what needs to change before they can move forward with integrity.

4. Fiona McLeod

Fiona McLeod facilitates strategy offsites for leadership teams in education and nonprofit sectors. She works with teams who are mission-driven but operationally fractured, where the passion for the work is high but the clarity on who does what and how decisions get made is low. Her sessions turn vague mission language into specific operational commitments.

Mission-driven teams avoid hard trade-offs by appealing to values. Fiona structures sessions to force the team to choose between two good things, not between good and bad. This reveals where the real priorities sit and where the language of mission has been covering up unresolved disagreement about strategy.

She brings a sharp focus on implementation. The offsite does not end with a vision statement. It ends with named owners, clear deadlines, and a rhythm of accountability that starts the week after the session. Teams that work with Fiona report that the session feels uncomfortable in the moment and invaluable three months later.

5. David Penglase

David Penglase works with executive teams in professional services and consulting firms where individual expertise is high but collective decision-making is slow and painful. His offsites focus on building the operating rhythm and decision-making protocols that allow talented individuals to function as a high-performing leadership team.

Expert-led teams often mistake debate for dysfunction. David helps teams distinguish between productive conflict that sharpens thinking and unproductive conflict that signals a lack of trust or unclear decision rights. The offsite becomes the place where the team agrees on how decisions will get made, not just what decisions to make.

• Sessions include live decision-making on real issues the team is facing, not case studies or simulations.

• He facilitates the meta-conversation about how the team is working together while they are working together.

• The offsite produces a written operating agreement that governs how the team will function going forward, with clear escalation paths and decision authorities.

Teams leave with a shared language for how they work and a set of agreements they can hold each other to when the old patterns resurface.

WORKING GENIUS AND TEAM DYNAMICS FACILITATORS

This group of facilitators uses Patrick Lencioni's Working Genius framework and similar team diagnostic tools to help executive teams understand why certain types of work energise some leaders and drain others. They work with teams where effort is high but energy is misaligned, and where talented people are working in areas that do not match their natural strengths. Their offsites focus on redesigning how work is distributed across the team so that people operate more often in their areas of genius and less often in their areas of frustration.

6. Sarah McDonald

Sarah McDonald is a Certified Working Genius Facilitator who runs executive offsites for teams struggling with burnout and misalignment. She works with leadership teams where people are working hard but the wrong people are doing the wrong work, and where frustration is high because no one has named the pattern. Her sessions use the Working Genius model to reveal where energy is being wasted and where it could be redirected.

Burnout in executive teams is often a design problem, not a workload problem. Sarah structures offsites to help leaders see that the issue is not how much work exists but who is doing which parts of it. A leader operating outside their area of genius will struggle with tasks that would energise someone else, and the team pays the price in friction and delay.

The offsite starts with every leader completing the Working Genius assessment. Sarah then facilitates a session where the team maps their collective genius profile against the work that actually needs to happen. The conversation shifts from who is not pulling their weight to how the team can redistribute work so people operate more often in their strengths.

Teams leave with a redesigned operating model. The offsite produces specific changes to who owns what, based on where each person's genius sits. This is not theory. It is a practical reallocation of responsibility that changes how the team functions the following week.

7. James Humphries

James Humphries facilitates Working Genius offsites for executive teams in growth-stage companies where the leadership team that built the business is now struggling to scale it. He works with founders and early hires who are operating in roles that no longer match their strengths, and where the team needs to evolve how work is divided without losing the people who got them here.

The skills that build a company are not always the skills that scale it. James uses Working Genius to help teams have the hard conversation about who should keep doing what as the organisation grows. The offsite creates permission for leaders to step out of roles that are draining them and into roles that energise them, without it feeling like failure.

• He facilitates the conversation about hiring for the gaps in the team's collective genius profile.

• The offsite includes role redesign work where leaders map their current responsibilities against their genius and identify what needs to be handed off.

• Teams leave with a hiring plan and a transition plan, not just insights.

This is about building a team structure that fits the people you have and the business you are becoming, not forcing people into roles that made sense two years ago but do not make sense now.

8. Rebecca Tilley

Rebecca Tilley runs Working Genius offsites for nonprofit leadership teams where passion for the mission is masking poor role design. She works with teams who care deeply about the work but are burning out because people are spending too much time in their areas of frustration and not enough time in their areas of genius. Her sessions bring clarity to how the team should actually be structured.

Mission-driven organisations often assume that caring enough will compensate for poor role fit. Rebecca uses Working Genius to show teams that even deeply committed people will struggle and burn out if they are constantly working outside their genius. The offsite shifts the conversation from who needs to try harder to how the work should be redistributed.

She structures sessions to identify quick wins where small changes in who does what can create immediate relief. Teams leave with practical reallocations of responsibility that reduce frustration and increase energy across the leadership group.

9. Tom Cummings

Tom Cummings facilitates Working Genius sessions for leadership teams in family businesses where roles have evolved organically and are now causing friction. He works with teams where the division of labour made sense when the business was smaller but is now creating bottlenecks, duplication, and resentment. His offsites bring structure to how work is divided.

Family businesses often distribute work based on history rather than strengths. Tom uses Working Genius to help teams see where the current structure is driven by who has always done what, not by who is best suited to do it now. The offsite creates the permission and the framework to redesign roles based on where people's genius actually sits.

• He facilitates the difficult conversations about stepping out of roles that a family member has held for years but that no longer fit their strengths.

• The session includes mapping the business's strategic needs against the team's collective genius to identify where gaps exist.

• Teams leave with a redesigned leadership structure and a plan for how to transition responsibilities without creating conflict.

This work is about honouring the past while building a structure that serves the business now, not ten years ago.

10. Emily Robertson

Emily Robertson runs Working Genius offsites for executive teams in professional services where highly capable people are stuck doing work they are capable of but that drains them. She works with teams where competence has become a trap, and where leaders are doing tasks well but at a personal cost because the work sits outside their genius.

Competence is not the same as genius. Emily structures offsites to help leaders distinguish between work they can do and work that energises them. The session creates permission for capable people to hand off work they are good at but that exhausts them, and to focus on the work where their energy and the business need align.

Teams leave with clarity on which responsibilities to keep, which to delegate, and which to eliminate entirely. The offsite shifts the team from operating on capability alone to operating on a mix of capability and energy, which changes output and retention both.

CONFLICT RESOLUTION AND TRUST-BUILDING FACILITATORS

These facilitators specialise in offsites for executive teams where trust has fractured or where unresolved conflict is preventing the team from operating effectively. They work with teams who are polite in meetings but undermining each other outside them, or where two or three senior people cannot work together and everyone knows it but no one has named it. Their sessions focus on surfacing and resolving the real issues so the team can move forward.

11. Linda Carter

Linda Carter facilitates offsites for leadership teams where trust has broken down between key members. She works with teams where a specific relationship has fractured and the rest of the team is now operating around the conflict rather than addressing it. Her sessions create the structure for the conversation that needs to happen and has been avoided for months or years.

Unresolved conflict at the executive level damages the entire organisation. Linda structures offsites to bring the issue into the room in a way that is direct but not destructive. The session is not about forcing reconciliation. It is about creating enough clarity and honesty that the team can either repair the relationship or make an informed decision about whether the people involved can continue to work together.

• She works with pre-session interviews to understand each person's perspective and what they need to hear or say.

• The offsite includes facilitated dialogue where both parties speak and are heard without interruption or defence.

• Teams leave with either a rebuilt working relationship or the clarity needed to make a leadership change, depending on what the conversation reveals.

This is not mediation. It is diagnostic work that allows the team to stop operating around a problem and to address it directly.

12. Mark Stevens

Mark Stevens runs trust-building offsites for newly formed executive teams or teams that have recently experienced significant change. He works with teams where trust is low not because of conflict but because people do not know each other well enough to take risks together. His sessions focus on building the relational foundation that allows productive conflict and honest feedback.

New teams often mistake politeness for trust. Mark structures offsites to move teams past surface-level professionalism into the kind of trust that allows real debate. The session includes exercises that create vulnerability and disclosure in ways that feel natural rather than forced, and that build the relational safety the team needs to function well.

He avoids generic team-building activities. The work is grounded in the real challenges the team is facing and the real relationships they need to build. Teams leave knowing each other better and willing to have harder conversations because the foundation of trust has been laid.

13. Angela Price

Angela Price facilitates offsites for executive teams recovering from a significant breach of trust. She works with teams where a leader has been dismissed for misconduct, or where a failed initiative has damaged confidence in the team's judgment. Her sessions focus on naming what happened, processing the damage, and rebuilding the trust needed to move forward.

Teams do not automatically recover from trust breaches just because time passes. Angela structures offsites to create space for leaders to voice the doubt, anger, or fear they are carrying so it does not continue to undermine the team's ability to work together. The session is about honest reckoning, not moving on too quickly.

• She facilitates the conversation about what the breach revealed about how the team was operating and what needs to change.

• The offsite includes commitments from each leader about how they will operate differently to rebuild trust.

• Teams leave with a shared understanding of what happened and a clear set of agreements about how they will hold each other accountable going forward.

This work acknowledges that trust is rebuilt through action, not conversation, but that the conversation has to happen first.

14. Paul Jenkins

Paul Jenkins runs conflict resolution offsites for leadership teams where disagreement about strategy or direction has turned personal. He works with teams where the debate about what to do has become a debate about who is competent or who can be trusted. His sessions separate the strategic disagreement from the relational damage and address both.

Strategic conflict becomes personal when it is left unresolved. Paul structures offsites to disentangle the two. The session starts by naming the strategic question the team is actually trying to answer, then works to strip away the personal accusations and resentments that have built up around it. Once the strategic question is clear, the team can debate it without the conversation being a referendum on each other's worth.

He facilitates hard conversations without letting them spiral. Teams leave with a decision on the strategic question and a repaired working relationship between the people who disagreed.

15. Catherine Miles

Catherine Miles facilitates offsites for executive teams where passive-aggressive behaviour has become the norm. She works with teams who are polite in the room but undermine decisions outside it, or who agree in meetings and then do nothing. Her sessions surface the dynamic and create accountability for more direct communication.

Passive-aggressive teams are conflict-avoidant teams with a compliance problem. Catherine structures offsites to make the cost of the current behaviour visible. The session includes exercises where leaders name what they have agreed to publicly but not followed through on privately, and where the team confronts the gap between what they say and what they do.

• She facilitates the conversation about why the team avoids direct conflict and what the cost of that avoidance has been.

• The offsite produces a set of agreements about how the team will disagree and commit, not just agree and ignore.

• Teams leave with a accountability structure that makes passive-aggressive behaviour harder to sustain.

This work is about shifting the team from performing agreement to practising real commitment, which requires honesty the team has been avoiding.

PROCESS AND ACCOUNTABILITY FACILITATORS

The facilitators in this section specialise in offsites that focus on how the executive team operates, not just what it decides. They work with teams where meetings are unproductive, decisions do not stick, and accountability is inconsistent. Their sessions redesign the operating rhythm of the leadership team so that decisions get made faster, commitments get tracked, and the team spends less time in meetings that do not produce results.

16. Richard Holmes

Richard Holmes facilitates process offsites for executive teams drowning in meetings that produce no decisions. He works with teams where the calendar is full but nothing moves forward, and where leaders leave meetings unclear on what was decided or who owns what. His sessions redesign how the team meets, decides, and follows through.

Most executive teams are over-meeting and under-deciding. Richard structures offsites to audit how the team currently spends its time together and to identify where meetings are filling time rather than producing outcomes. The session produces a redesigned meeting rhythm with clear purpose, decision-making authority, and follow-through mechanisms for each type of meeting.

• He facilitates the conversation about which decisions can be made by individuals, which require input, and which require consensus.

• The offsite includes building decision-making protocols so leaders know how to escalate, when to consult, and when to just decide.

• Teams leave with a new operating rhythm and the discipline to protect it from calendar creep.

The work is about creating a meeting culture where time together is valued because it produces clarity and action, not just conversation.

17. Susan Ward

Susan Ward runs accountability offsites for leadership teams where commitments are made and then quietly abandoned. She works with teams who set goals in offsites and then never mention them again, or who agree to actions that no one follows up on. Her sessions build the accountability structures that make follow-through the norm.

Accountability is not about blame. Susan structures offsites to separate the person from the commitment and to create systems that make it easy to see what is on track and what is not. The session produces a rhythm of check-ins and a shared dashboard that tracks the team's commitments in real time.

She facilitates the difficult conversation about what happens when someone does not deliver. Teams leave with clear consequences and clear support mechanisms, so that accountability feels fair rather than punitive.

18. Greg Hamilton

Greg Hamilton facilitates offsites for executive teams where decision-making authority is unclear and decisions get revisited endlessly. He works with teams where the same conversation happens in multiple meetings because no one is sure when a decision has actually been made. His sessions clarify decision rights and create closure.

Teams that revisit decisions endlessly are teams without clear decision-making protocols. Greg structures offsites to map the team's major decision types and to assign clear authority for each. The session produces a decision-making matrix that names who decides, who is consulted, and who is informed for every recurring type of decision the team faces.

• He facilitates the conversation about which decisions the CEO makes alone, which require executive team input, and which require broader consultation.

• The offsite includes live practice on real decisions so the team can test the new protocols before they leave the room.

• Teams leave with a shared understanding of how decisions get made and the confidence to stop relitigating them.

This is about ending the cycle of endless consultation and building a team that can decide and move on.

19. Helen Bradford

Helen Bradford runs process improvement offsites for executive teams in organisations that have grown quickly and where the leadership team's operating rhythm has not kept pace. She works with teams where the processes that worked at 50 staff are breaking down at 200 staff. Her sessions redesign how the team operates for the size the organisation is now.

Leadership teams often outgrow their processes without realising it. Helen structures offsites to identify where the current operating rhythm is creating bottlenecks or where the team is making decisions that should have been delegated months ago. The session produces a redesigned operating model that matches the organisation's current scale.

Teams leave with clarity on which decisions to keep, which to delegate, and how to build the infrastructure needed to support a larger organisation without centralising everything at the executive level.

20. Andrew Mitchell

Andrew Mitchell facilitates offsites for leadership teams transitioning from reactive to proactive leadership. He works with teams who spend all their time firefighting and no time on strategy, and where the urgent has crowded out the important for so long that the team has forgotten what proactive leadership feels like. His sessions rebuild the discipline and the rhythm needed to lead ahead of the crisis.

Reactive teams stay reactive because they have no protected time for strategic work. Andrew structures offsites to redesign the team's calendar and priorities so that strategic thinking is scheduled, not squeezed in. The session produces a rhythm of strategic reviews, a triage process for what gets escalated to the executive team, and a discipline about what the team will stop doing.

• He facilitates the conversation about what the team is currently doing that adds no value and can be eliminated.

• The offsite includes building a 90-day roadmap that balances reactive demands with proactive priorities.

• Teams leave with the structure and the permission to protect strategic time from operational encroachment.

This work is about reclaiming the leadership team's time and attention so they can lead the organisation rather than just manage it.

SECTOR-SPECIFIC FACILITATORS

This group of facilitators specialises in offsites for specific sectors where the challenges, language, and pressures are distinct. They bring deep contextual knowledge of the industries they serve, which allows them to design sessions that speak directly to the realities leaders in those sectors face. Their value is in the specificity of their understanding and the trust that comes from knowing the terrain.

21. Rachel Gordon

Rachel Gordon facilitates offsites for executive teams in independent schools. She works with principals and leadership teams navigating enrolment pressure, parent expectations, board dynamics, and staff culture challenges. Her sessions focus on the specific tensions that school leadership teams face and the decisions that are unique to the education sector.

School leadership teams carry pressures that corporate teams do not. Rachel structures offsites to address the unique accountability environment of schools, where the board, parents, staff, and students all have different and sometimes conflicting expectations. The session creates space for the leadership team to name the trade-offs they are making and to align on which stakeholder voices matter most for which types of decisions.

• She facilitates the conversation about staff retention in a sector where salary competition is limited and culture is everything.

• The offsite includes scenario planning for enrolment fluctuations and how the leadership team will respond without creating panic.

• Teams leave with a shared strategy for managing board expectations while protecting the school's long-term vision.

Rachel's work is grounded in the realities of running a school, not in generic leadership theory that does not account for the sector's constraints.

22. Simon Clarke

Simon Clarke runs offsites for nonprofit leadership retreat teams managing donor relationships, mission drift, and funding uncertainty. He works with teams who are passionate about the mission but struggling with the operational and financial pressures of keeping the organisation sustainable. His sessions balance mission clarity with operational discipline.

Nonprofit teams often avoid hard financial conversations by appealing to mission. Simon structures offsites to separate mission from strategy and to force the team to make the trade-offs that passion alone cannot solve. The session produces clarity on what the organisation will and will not do, based on what is financially sustainable, not just what is mission-aligned.

He facilitates the difficult conversation about whether the organisation is trying to do too much and whether narrowing focus would serve the mission better than spreading resources across too many programmes. Teams leave with a clearer strategy and the courage to say no to opportunities that do not fit.

23. Karen Lloyd

Karen Lloyd facilitates offsites for executive teams in healthcare organisations. She works with leadership teams managing clinical staff, regulatory compliance, funding models, and patient outcomes. Her sessions address the operational complexity and the human cost of healthcare leadership in ways that generic facilitators cannot.

Healthcare leadership teams operate under regulatory and ethical constraints that shape every decision. Karen structures offsites to account for the compliance environment while still creating space for strategic innovation. The session produces decisions that are clinically sound, financially viable, and operationally executable.

• She facilitates the conversation about staff burnout in high-pressure clinical environments and how leadership teams can address culture without ignoring the systemic pressures driving it.

• The offsite includes planning for workforce shortages and how to maintain service quality with fewer people.

• Teams leave with strategies that acknowledge the constraints they operate under and that build resilience rather than just managing decline.

Karen's sessions are grounded in the lived reality of healthcare leadership, where good intentions meet impossible trade-offs daily.

24. Daniel Fisher

Daniel Fisher runs offsites for executive teams in construction and engineering firms. He works with leadership teams managing project delivery, client expectations, subcontractor relationships, and margin pressure. His sessions focus on the operational and cultural challenges specific to project-based industries.

Project-based businesses struggle with leadership continuity when the executive team is spread across sites. Daniel structures offsites to address how geographically dispersed teams stay aligned and how decisions get made when leaders are rarely in the same room. The session produces operating protocols that work for teams who lead on the move.

He facilitates the conversation about risk tolerance, where one bad project can damage the business, and how the leadership team decides which risks to take and which to avoid. Teams leave with clearer decision-making criteria and a shared language for evaluating opportunity against risk.

25. Michelle Patterson

Michelle Patterson facilitates offsites for executive teams in government and public sector organisations. She works with leadership teams operating under political oversight, budget constraints, and public accountability. Her sessions navigate the unique pressures of leading in environments where decisions are scrutinised publicly and where change is slow.

Public sector leadership teams face accountability structures that private sector teams do not. Michelle structures offsites to help teams operate effectively within political and bureaucratic constraints without using those constraints as an excuse for inaction. The session produces strategies that are politically viable and operationally sound.

• She facilitates the conversation about how to lead change in risk-averse cultures where failure is visible and forgiveness is rare.

• The offsite includes planning for stakeholder management across multiple levels of government and competing political interests.

• Teams leave with a roadmap that balances ambition with the realities of the environment they operate in.

Michelle's work is about leading well in the public sector, not about pretending the public sector operates like the private sector.

FINDING THE RIGHT FACILITATOR FOR YOUR TEAM

The 25 facilitators on this list represent different approaches, different specialisations, and different strengths. The common thread is that they all run offsites where real work gets done, where hard conversations happen, and where teams leave different than they arrived.

Your next step is to identify which type of offsite your executive team actually needs. If the issue is strategy, look for a facilitator who specialises in alignment and decision-making. If the issue is trust or unresolved conflict, look for someone who creates the conditions for repair. If the issue is how the team operates day to day, look for a process and accountability specialist. The wrong facilitator for the wrong issue produces an expensive day out and no change. If you are planning a leadership retreat and are not sure where to start, this guide gives you the framework for choosing.

If your team has the talent on paper but is not working the way it should, reach out at jonno@consultclarity.org. The offsite you need is not the one that feels comfortable. It is the one that creates the conditions for the conversations your team has been avoiding.