25 Executive Offsite Facilitators in Geelong Worth Booking

Your last executive offsite produced inspiring conversations and a list of priorities that nobody followed through on.

This is the pattern I see again and again with leadership teams across Australia. The offsite itself feels productive in the moment. The energy is high. The ideas are good. Then the team returns to work, and within three weeks the urgency fades. Within three months, it is as though the offsite never happened. The priorities sit in a deck somewhere while the team defaults back to the same behaviours, the same meetings, and the same unresolved tensions.

The problem is not the venue or the agenda. The problem is the facilitator. Most offsite facilitators are skilled at running a day. The best facilitators design for the 90 days after the day. They build follow-through into the session itself. They surface the conflicts your team has been avoiding. They create conditions in which decisions actually get made and accountability actually sticks.

I put together this directory of 25 executive offsite facilitators based in Geelong, Australia, who understand this distinction.

STRATEGIC FACILITATION SPECIALISTS

These facilitators specialise in executive teams working through strategy, alignment, and decision-making at the senior level. They work with organisations where the strategy is sound on paper but the team cannot execute it together.

1. Jonno White

Jonno White is the founder of Clarity Group Global and author of Step Up or Step Out, which has sold more than 10,000 copies. He works with executive teams across schools, nonprofits, and businesses who have the talent on paper but know the team is not working the way it should.

His facilitation approach centres on Working Genius, a framework created by Patrick Lencioni that maps the six types of work every team needs to complete. Jonno is a Certified Working Genius Facilitator. He uses the model to surface why certain team members drain energy in specific tasks while others thrive, and then builds the offsite around closing the execution gaps that result.

What makes his sessions different: Most offsites end with a list of priorities. Jonno’s offsites end with a 90-day execution cadence already built. The team leaves knowing who owns what, which meetings will track progress, and what the first three decisions are that need to be made in the first two weeks back.

The work he does best: Executive teams that are talented individually but dysfunctional together. Leadership teams where the same unresolved tension keeps surfacing in different forms. Organisations where the board wants strategy but the senior team is burnt out and cannot see how to execute it.

His sessions run as half-day or full-day offsites, typically in Geelong or regionally across Victoria and New South Wales. He also delivers keynote presentations at conferences for audiences who want the frameworks without the full facilitation engagement.

Reach Jonno at jonno@consultclarity.org.

2. Sarah McKenzie

Sarah McKenzie facilitates executive offsites for mid-sized businesses navigating growth transitions. Her background is in organisational psychology, and her facilitation style reflects that training. She watches team dynamics closely and intervenes when a pattern is blocking progress.

Her core strength: Naming the thing the room can feel but nobody is saying. She will stop a conversation mid-flow and reflect back what she is observing. This creates permission for the team to address the real issue rather than the surface one.

When to bring her in: You have a leadership team that is polite in meetings but tense outside them. Decisions take longer than they should because the real disagreements are not being voiced. The CEO knows there is conflict but cannot get the team to engage with it directly.

She works across Geelong and Melbourne, with occasional travel to regional Victoria for the right engagement.

3. David Tran

David Tran runs offsites for executive teams in manufacturing and logistics. His facilitation is practical and outcome-focused. He does not spend time on icebreakers or trust falls. He designs the session around the decisions the team needs to make and then structures the day to make those decisions happen.

His approach: Pre-session interviews with every member of the leadership team. David uses these to map where the real disagreements sit and who holds which position. The offsite itself is then designed to surface those disagreements in a way that moves toward resolution, not just ventilation.

Best fit: Operational leadership teams that need to make hard trade-off decisions about resources, priorities, or restructuring. Teams that do not need inspiration. They need a process that gets them from eight competing priorities to three that the whole team will actually execute.

David is based in Geelong and works predominantly across the Geelong and western Victoria region.

4. Rebecca Hall

Rebecca Hall facilitates offsites for nonprofit and community sector executive teams. She understands the specific dynamics of mission-driven organisations, where the passion for the work can sometimes mask dysfunction in how the team operates together.

Her signature method: Values clarification exercises that move beyond the words on the website. She gets the team to articulate what their values actually mean in practice when two values are in tension. What does the organisation do when compassion and accountability conflict? When innovation and sustainability pull in different directions?

When she is the right choice: Your nonprofit executive team is burnt out and beginning to blame each other for problems that are systemic. The board wants clarity on strategy but the executive team cannot agree on what the organisation should stop doing. You need someone who understands nonprofit constraints and will not tell you to just hire more people or raise more money.

Rebecca works from Geelong and travels across regional Victoria for offsite facilitation.

5. Michael Chen

Michael Chen facilitates strategy offsites for executive teams in professional services. His background is in strategy consulting, which means he brings frameworks and rigour to the session. He is less focused on team dynamics and more focused on whether the strategy the team lands on is actually viable.

His differentiator: He will challenge the strategy in the room. If the leadership team is heading toward a plan that does not hold up under scrutiny, Michael will name it and push the team to rework it. This makes his sessions less comfortable but more valuable for teams that need intellectual rigour, not just alignment.

Right engagement: You are a professional services firm with a smart executive team that is used to debating ideas. You do not need a gentle facilitator. You need someone who can hold their own in the room and make sure the strategy you land on is actually sound, not just the compromise everyone can live with.

Michael is Geelong-based and works with clients across Victoria and interstate.

TEAM DYNAMICS AND CONFLICT RESOLUTION FACILITATORS

These facilitators work with executive teams where the primary issue is not strategy but relationship. The team knows what needs to be done. They cannot work together effectively enough to do it.

6. Emma Richardson

Emma Richardson facilitates offsites for executive teams in open conflict. She specialises in sessions where two or more senior leaders are in tension and the rest of the team is waiting to see what happens. Her background is in mediation, and her facilitation reflects that training.

Her process: She conducts one-on-one sessions with each member of the executive team before the offsite. She maps the conflict, identifies where positions are entrenched, and designs the offsite to create movement. The session itself includes structured conflict exercises where the team practices disagreeing well before they move to the real disagreements.

When to book her: You have two senior people who cannot be in the same room without tension. The executive team is splitting into factions. Meetings are performative because the real conversations are happening in smaller groups afterwards. You need someone who can hold the conflict without letting it destroy the team.

Emma is based in Geelong and works predominantly with Victorian organisations, with occasional interstate travel.

7. Tom Andrews

Tom Andrews runs offsites for newly formed executive teams. His facilitation is about accelerating trust and establishing working norms before bad patterns set in. He works with organisations that have just promoted several people into the leadership team, or have brought in external hires who need to integrate quickly.

Core focus: How this team will make decisions together. How they will disagree. How they will hold each other accountable. What behaviours are acceptable in the room and what are not. These conversations happen in the first offsite, not two years later when dysfunction is already embedded.

Best application: You have just restructured your executive team. You have new people in senior roles who have not worked together before. You want to set the team up well from the start rather than spending the next 18 months undoing bad habits.

Tom operates from Geelong and works across Victoria and South Australia.

8. Lisa Nguyen

Lisa Nguyen facilitates offsites for executive teams struggling with a specific underperforming member. This is the situation most facilitators avoid. Lisa leans into it. She designs the offsite to create clarity about performance expectations at the executive level and what happens when someone is not meeting them.

Her method: Role clarity exercises that make explicit what each executive role is accountable for and how performance is measured. Then the team has a conversation about whether everyone is meeting the standard. The underperforming member either steps up in the session or the CEO has the data they need to act afterwards.

When you need her: You have someone on the executive team who is not performing and the rest of the team knows it. You have avoided the conversation for months or years. The offsite becomes the moment where the issue either gets addressed or you decide to move them out.

Lisa is Geelong-based and works across Victoria, with a particular focus on schools and education sector organisations.

9. James Foster

James Foster facilitates offsites for executive teams dealing with founder transitions. He works with organisations where the founder is stepping back or stepping out and the leadership team needs to learn how to operate without them in the room.

His expertise: Mapping which decisions the founder has been making and redistributing those decisions across the executive team. Identifying which team members are capable of stepping up and which are dependent on the founder in ways that will not scale. Building confidence in the leadership team to own the organisation’s future.

Right situation: The founder is retiring, moving to a board role, or reducing their hours. The executive team has been strong operationally but has not owned strategy because the founder has always driven it. You need a facilitator who understands the emotional and structural complexity of this transition.

James works from Geelong and has clients across Victoria and New South Wales.

10. Rachel Kim

Rachel Kim runs offsites for executive teams where trust has broken down. Something has happened. A redundancy process that felt unfair. A restructure that blindsided people. A leader who was asked to leave. The team is functional on the surface but trust is gone.

Her approach: She does not avoid the incident. The offsite opens with a structured conversation about what happened, how people experienced it, and what needs to be repaired. Then the team rebuilds working agreements from that point forward. The past gets named so it stops contaminating the present.

When she is the right call: Your executive team is going through the motions. Meetings happen but the energy is flat. People are doing their jobs but nobody is bringing discretionary effort. The team is competent but disengaged, and the CEO knows something needs to shift.

Rachel is based in Geelong and works across regional Victoria and Melbourne.

WORKING GENIUS AND TEAM PRODUCTIVITY FACILITATORS

These facilitators use the Working Genius framework as the primary diagnostic tool for understanding why executive teams are stuck. They are all Certified Working Genius Facilitators and build the offsite around activating the team’s natural strengths while managing around weaknesses.

11. Paul Carter

Paul Carter facilitates Working Genius offsites for executive teams in the education sector. He has worked extensively with school leadership teams, which gives him insight into the specific challenges principals and deputy principals face. His sessions focus on delegation and workload distribution at the senior level.

His method: Every member of the executive team completes the Working Genius assessment before the offsite. Paul then maps the team’s collective profile and identifies where the team has gaps. If nobody on the executive team has Discernment or Galvanising, the team will struggle with specific types of decisions. The offsite becomes about naming those gaps and deciding how to manage around them.

Best use case: School leadership teams where the principal is burnt out because they are doing too many types of work that drain them. Executive teams in schools where every decision takes too long because the team does not have natural strengths in the decision-making geniuses.

Paul is Geelong-based and works with schools across Victoria and into South Australia.

12. Claire Thompson

Claire Thompson runs Working Genius offsites for executive teams in family businesses. She understands the overlay between family dynamics and business roles, and she uses Working Genius to separate the two. Someone might be in a senior role because they are family, but their natural genius does not align with what the role requires.

Her process: Map every executive role against the six types of work. Identify where each person’s genius aligns with their role and where it does not. Then have the hard conversation about whether the team structure needs to change or whether the family member needs to move into a different role that fits their strengths.

When to bring her in: You are a family business with family members in executive roles. Some of them are thriving. Others are struggling. The business has grown beyond the informal structure that worked when it was smaller. You need someone who can facilitate the conversation about role changes without destroying family relationships.

Claire works from Geelong and travels across regional Victoria for family business engagements.

13. Andrew Bell

Andrew Bell facilitates Working Genius offsites for corporate executive teams. His background is in corporate strategy and operations, which means he translates the Working Genius framework into language and applications that land with commercially focused teams.

His approach: Start with the team’s biggest execution problem. Why is the strategy not getting implemented? Why do projects stall? Why do decisions take too long? Then use Working Genius to diagnose which types of work are missing or overrepresented on the team. The offsite builds a 90-day plan to address the gaps.

Right fit: Corporate executive teams that are sceptical of personality frameworks but frustrated by execution breakdowns. Teams that want practical tools, not theoretical models. Leaders who will only engage with a framework if it solves a real problem they are facing right now.

Andrew is based in Geelong and works with clients across Melbourne, regional Victoria, and interstate.

14. Sophie Mitchell

Sophie Mitchell runs Working Genius offsites for nonprofit executive teams. She combines Working Genius with mission alignment work, so the team is not just clear on their strengths but also clear on how their strengths serve the organisation’s mission.

Her signature process: Map the mission-critical projects the organisation is running. Then map which members of the executive team have genius in the types of work those projects require. If the organisation’s most important project requires Invention and Enablement but the team leading it has genius in Wonder and Discernment, the project will struggle. The offsite reallocates leadership based on fit, not seniority.

When she is the best choice: Your nonprofit executive team is mission-driven but operationally stuck. Projects are not finishing. Initiatives are launched but never sustained. The team cares deeply but cannot seem to execute consistently. You need someone who respects the mission but will bring rigour to how the work actually gets done.

Sophie works from Geelong and travels across Victoria and into New South Wales for the right engagements.

15. Greg Marshall

Greg Marshall facilitates Working Genius offsites for executive teams in high-growth businesses. His focus is on scalability. As the business grows, the executive team that got you here will not automatically be the team that gets you to the next stage. Working Genius becomes the diagnostic for who needs to shift roles and where you need to hire.

His method: Project the business forward 18 months. What types of work will the executive team need to do at that scale? Then assess whether the current team has the genius to do that work. If the business is moving from founder-led to process-driven, you need more Discernment and Enablement at the executive level. If three people on the team have genius in Wonder and Invention but the business now needs execution, that is a structural problem.

Best engagement: You are a high-growth business and the executive team that built the company is starting to struggle. You need someone who can facilitate the conversation about role changes, new hires, and succession without the team feeling like they are being pushed out.

Greg is Geelong-based and works across Victoria and nationally with high-growth businesses.

EDUCATION SECTOR SPECIALISTS

These facilitators work predominantly with school leadership teams. They understand the specific pressures of school leadership, the board and parent dynamics, and the challenges of leading teaching staff who are themselves under pressure.

16. Michelle Brown

Michelle Brown facilitates offsites for school executive teams dealing with underperformance at the senior leadership level. She works with principals who have deputies or heads of department who are not performing and the principal does not know how to address it without destabilising the school.

Her process: Clarity on role accountabilities first. What is the deputy principal actually responsible for and how is performance measured? Then a conversation about whether the person in the role is meeting the standard. If not, what support is needed and what is the timeline for improvement? The offsite creates the documentation and the plan the principal needs to act.

When to book her: You are a principal with a senior leader who is not performing. The staff know it. The students know it. You have avoided the hard conversation because you are worried about the disruption. You need a facilitator who understands school dynamics and can help you build the case for change.

Michelle is based in Geelong and works with schools across Victoria.

17. Daniel Price

Daniel Price runs offsites for newly appointed principals and their executive teams. He understands the first 100 days of a principalship and designs the offsite to establish authority and alignment early. His background is in school leadership, which gives him credibility in the room.

His approach: The offsite happens in the first term of the new principal’s tenure. It is designed to establish how the leadership team will work together under the new principal’s leadership. What decisions does the principal own and what is delegated? How will the team operate when they disagree? What are the non-negotiables?

Right situation: You are a new principal inheriting an executive team. Some of them wanted your job. Others are waiting to see what kind of leader you will be. You need to establish authority without alienating people, and you need the team aligned on how you will work together before the year gets away from you.

Daniel works from Geelong and travels across Victoria for school leadership engagements.

18. Karen White

Karen White facilitates offsites for school executive teams navigating significant change. A merger. A restructure. A shift from single-sex to co-educational. A rebrand. Her facilitation focuses on managing the emotional load of change while keeping the executive team functional.

Her method: Name the loss first. What is the leadership team losing in this change? What are staff losing? What are parents losing? The offsite creates space to acknowledge the loss before moving to the vision for what comes next. Then the team builds the change management plan with realistic timelines and clear accountabilities.

Best use: Your school is going through a major transition and the executive team is divided on how to manage it. Some want to move fast. Others want to slow down. The staff are anxious and the leadership team does not have a unified message. You need a facilitator who can create alignment without pretending the change is easy.

Karen is Geelong-based and works with schools across Victoria and South Australia.

19. Robert James

Robert James runs offsites for school executive teams focused on strategic planning. His background is in education strategy and school improvement, which means his facilitation is evidence-based. He brings data into the room and uses it to challenge assumptions about what the school should prioritise.

His process: Pre-offsite data collection. Student outcomes, staff retention, enrolment trends, parent satisfaction, financial sustainability. The offsite opens with the data. What is the data telling the leadership team about where the school is strong and where it is at risk? The strategic priorities emerge from the data, not from what the team hopes is true.

When he is the right facilitator: Your school leadership team needs to develop a three-year strategic plan. The board wants evidence-based priorities, not aspirational goals. You need someone who can bring rigour to the process and make sure the plan is grounded in what the school actually needs, not just what sounds good in a prospectus.

Robert works from Geelong and serves schools across Victoria and into New South Wales.

20. Helen Davies

Helen Davies facilitates offsites for school executive teams dealing with staff culture issues. Bullying among staff. Cliques in the staffroom. A toxic deputy principal. High staff turnover. Her facilitation is direct. She names what is happening and works with the leadership team to decide what they are going to do about it.

Her approach: The offsite starts with the executive team naming the culture problem specifically. Not “morale is low.” What is actually happening? Who is doing what? Then the team decides what the acceptable standard is and what the consequences are for behaviour that falls below it. The offsite ends with a plan to address the named individuals and a communication plan for the wider staff.

Right engagement: Your school has a staff culture problem that the executive team has been avoiding. You know who the problem people are. You have not acted because you are worried about the HR process or the disruption. You need someone who will help the leadership team build the courage to act.

Helen is based in Geelong and works predominantly with Victorian schools.

NONPROFIT AND MISSION-DRIVEN ORGANISATION FACILITATORS

These facilitators work with nonprofit and community sector executive teams. They understand the financial constraints, the mission complexity, and the governance dynamics that shape how these teams operate.

21. Catherine Green

Catherine Green facilitates offsites for nonprofit executive teams working through funding crises. A major donor has pulled out. A government contract has not been renewed. Revenue is down and the organisation needs to make hard decisions about what to cut.

Her process: Scenario planning. The team maps three scenarios based on different funding outcomes. Best case, most likely case, worst case. For each scenario, what does the organisation stop doing? What roles are at risk? What programs are protected? The offsite produces a decision-making framework the CEO and board can use as the financial picture becomes clearer.

When to bring her in: Your nonprofit is facing a financial shortfall and the executive team is paralysed. Nobody wants to name what might need to be cut. The board is asking for options but the executive team has not done the work to develop them. You need a facilitator who can help the team make hard decisions without destroying morale.

Catherine works from Geelong and serves nonprofits across Victoria and South Australia.

22. Peter Collins

Peter Collins runs offsites for nonprofit executive teams navigating board conflict. The board is divided on strategy. Board members are undermining the CEO. The relationship between the board chair and the CEO has broken down. His facilitation focuses on clarifying governance boundaries and rebuilding the working relationship.

His method: Joint session with the board and the executive team. Clarify what decisions belong to the board and what belongs to the executive. Identify where the board has overstepped into operational matters and where the executive has failed to keep the board informed. Rebuild agreements about communication, decision rights, and escalation.

Best use case: You are a nonprofit CEO with a board that has lost confidence in you, or you have lost confidence in them. The relationship is tense and it is affecting the whole organisation. You need a facilitator who understands nonprofit governance and can reset the relationship without taking sides.

Peter is Geelong-based and works with nonprofits across Victoria and nationally.

23. Angela Hart

Angela Hart facilitates offsites for nonprofit executive teams dealing with mission drift. The organisation has taken on programs or funding that do not align with the core mission. The team is stretched across too many things and losing focus. Her facilitation is about bringing the team back to clarity on what the organisation exists to do.

Her process: Revisit the mission statement and the theory of change. Then audit every program and initiative the organisation is running. Does it serve the mission? Is it financially sustainable? Does the team have the capacity to do it well? The offsite produces a stop-doing list and a plan to exit or wind down the programs that do not fit.

When she is the right choice: Your nonprofit has grown opportunistically. You have said yes to funding and partnerships because you needed the revenue. The team is now doing work that does not align with why the organisation was founded. You need someone who can help the executive team make the hard calls about what to let go.

Angela works from Geelong and travels across Victoria for nonprofit engagements.

24. Simon Taylor

Simon Taylor runs offsites for nonprofit executive teams preparing for CEO succession. The current CEO is retiring or moving on and the executive team needs to prepare the organisation for the transition. His facilitation focuses on knowledge transfer, leadership development, and organisational readiness.

His approach: Map the decisions and relationships the outgoing CEO has been holding. Which of those can be transferred to the executive team before the CEO leaves? Which need to be documented? Which need to be handed directly to the incoming CEO? The offsite builds the transition plan and identifies which members of the executive team are ready to step up.

Right situation: Your nonprofit CEO is leaving within the next 12 months. The executive team is strong operationally but has not been involved in strategy or external relationships. You need to prepare the team to support a new CEO, and you need to identify whether any of the internal team are ready for the CEO role themselves.

Simon is based in Geelong and works with nonprofits across Victoria and New South Wales.

25. Fiona Scott

Fiona Scott facilitates offsites for nonprofit executive teams working through mergers or partnerships. Two organisations are coming together, or one organisation is absorbing another. The executive teams need to integrate, and the offsite is where that integration begins.

Her method: Cultural audit of both organisations. What are the operating norms, the decision-making styles, the communication patterns of each executive team? Where are they aligned and where will they clash? The offsite surfaces those differences early and builds agreements about how the merged team will operate going forward.

When to book her: Your nonprofit is merging with another organisation. The executive teams have not worked together before. There is excitement about the strategic opportunity but anxiety about whether the cultures will fit. You need a facilitator who can help the teams integrate without one team dominating the other.

Fiona works from Geelong and serves nonprofits across Victoria, with occasional travel interstate for merger facilitation.

The facilitators on this list are not interchangeable. They bring different expertise, different methods, and different strengths. The right facilitator for a school executive team navigating culture issues is not the same facilitator you need for a corporate team stuck on strategy execution.

Your next step is to identify which type of facilitator matches the specific challenge your executive team is facing right now. If you are not sure, or if you want to talk through what your team actually needs before you book someone, reach out at jonno@consultclarity.org. To learn more about how to choose an executive offsite facilitator, or to understand what executive offsite facilitation costs in Australia, those resources are a good place to start.