25 Executive Team Offsite Facilitators Brisbane Leaders Trust

If your last executive team offsite produced great energy in the room but nothing measurable three months later, you already know the pattern.

The venue was fine. The catering was fine. The team nodded through every session. You left feeling optimistic. Then the rhythm of weekly operations pulled everyone back to old behaviours, and the offsite became another expensive day that changed nothing.

The problem is not the offsite itself. The problem is who facilitated it and whether they designed for implementation or just for the day. A facilitator who understands executive teams knows that the real work happens in the 90 days after the session, not in the breakout activities during it.

I put together this list of 25 executive team offsite facilitators based in Brisbane who design for what happens after the room empties.

STRATEGIC ALIGNMENT AND DECISION-MAKING FACILITATORS

These facilitators specialise in helping executive teams move from debate to decision. They create the conditions where conflict becomes productive, where the real disagreements surface, and where teams commit to outcomes instead of revisiting the same conversation in three different meetings.

1. Jonno White

Jonno White works with executive teams that are talented individually but stuck collectively. He is a Certified Working Genius Facilitator and the author of Step Up or Step Out, which has sold more than 10,000 copies. His offsites are built around one core principle: the problem is almost never strategy, it is how the team works together to execute it.

The offsite typically starts with diagnosis, not vision. Before the session, Jonno maps where energy is leaking in the team. He identifies who is working in the wrong role, where communication breaks down between two key people, and which decisions are being revisited because no one truly owns them. The offsite itself then becomes a working session, not a talking session.

What sets his work apart:

• He uses the Working Genius framework to show teams why certain people are exhausted and others are disengaged, and how to restructure work so that talent aligns with natural energy.

• He does not facilitate consensus. He facilitates clarity. If two executives genuinely disagree on direction, the offsite surfaces that tension and resolves it, rather than smoothing it over with compromise language that satisfies no one.

• The 90-day follow-through is built into the offsite design. Teams leave with a cadence of accountability meetings, decision rights clearly assigned, and specific metrics that show whether behaviour has actually changed.

His clients are typically school principals, nonprofit CEOs, and corporate leadership teams running organisations between 50 and 500 staff. They book him when the executive team has stopped functioning as a team and started operating as a collection of talented individuals who happen to report to the same person. If you are leading a team where meetings produce agreement but no follow-through, Jonno is the person to bring in. Reach out at jonno@consultclarity.org.

2. Dr. Sarah Cornally

Dr. Sarah Cornally facilitates offsites for executive teams in education and health sectors. Her background as a clinical psychologist shapes how she approaches team dynamics. She reads what is not being said in the room, names it without making it personal, and creates safety for the kind of conversation that most teams avoid until a crisis forces it.

Her offsites begin with individual stakeholder interviews conducted weeks before the session. She maps the unspoken tensions, the alliances, the points of genuine disagreement that are being managed through avoidance. When the offsite begins, the team already knows she understands the actual situation, not the polite version presented in the briefing documents.

Her process focuses on relational repair and decision clarity. She will spend an entire morning on a single unresolved conflict between two executives if that conflict is costing the organisation momentum. She treats the offsite as surgery, not strategy theatre. Teams leave with agreements that are specific, measurable, and tied to the behaviours that were breaking trust.

What makes her approach distinctive:

• She refuses to facilitate an offsite if the CEO is not willing to receive direct feedback from the team. If the leader is the primary block to progress, she names it in the room.

• Her follow-up structure includes monthly check-ins for the first quarter after the offsite, where she holds the team accountable to the commitments they made when energy was high.

• She integrates psychological safety work with operational decision-making, so that teams do not treat culture and execution as separate workstreams.

Sarah works with organisations that have tried the standard offsite format and realised it does not touch the underlying dysfunction. She is based in Brisbane and works with teams across Australia and New Zealand.

3. Michael Henderson

Michael Henderson runs offsites that focus on one outcome: building a leadership team that can make hard decisions without the CEO in the room. His work is designed for founders and CEOs who have realised they are the bottleneck, and whose executive team defers every meaningful decision upward.

He structures offsites around real decisions the team needs to make in the next 90 days. No hypothetical case studies. No theoretical frameworks. The team works through live budget trade-offs, staffing decisions, and strategic pivots during the session. If they cannot resolve it in the offsite, they will not resolve it back at the office.

Decision rights are assigned during the session, not after it. By the end of the offsite, every executive knows which decisions they own, which decisions require consultation, and which decisions the CEO retains. The ambiguity that creates bottlenecks is eliminated in real time.

Why executives book him:

• He does not waste time on team-building activities that have no connection to how the team actually works. If the offsite includes an exercise, it directly improves how decisions get made in weekly operations.

• He confronts the CEO privately before the offsite if their leadership style is creating the dependency they claim to want to fix.

• His offsites produce a decision-making playbook that the team uses every week, not a vision document that sits in a drawer.

Michael works with CEOs in Brisbane and across Queensland who are ready to distribute authority and stop being the single point of failure for every important choice.

4. Emma Hogan

Emma Hogan facilitates offsites for executive teams in professional services, consulting, and creative industries. She specialises in teams where everyone is smart, articulate, and conflict-avoidant. These are teams that talk around problems for months rather than confronting them directly.

Her offsites are structured to surface the real issue in the first two hours. She uses a combination of pre-work, diagnostic interviews, and carefully sequenced prompts to create the conditions where someone finally says the thing everyone has been thinking. Once the real topic is on the table, the rest of the offsite becomes productive.

She treats resistance as data, not obstruction. If an executive is pushing back on a proposed direction, she does not try to convince them. She explores what they are protecting, what they are worried about, and whether their concern points to a flaw in the plan or a misalignment in values. Half the time, the resistance is valid and the plan needs to change.

Her offsites stand out because:

• She uses silence as a facilitation tool. She will ask a hard question and then wait, sometimes for a full minute, until someone breaks the quiet with the truth.

• She ends every offsite with a public commitments round, where each executive states one behaviour they will change and one decision they will own in the next 30 days. The team holds each other accountable in follow-up sessions.

• She refuses to facilitate offsites where the outcome has already been decided and the session is just theatre to create buy-in. If the CEO wants validation, not facilitation, she will say so and decline the engagement.

Emma works with Brisbane-based teams and remote executive groups across Australia. She is the facilitator you book when the problem is not clarity, it is courage.

5. James Lush

James Lush designs offsites for executive teams navigating growth, merger, or restructure. His clients are typically in the messy middle of organisational change, where the strategy is clear but the leadership team has not yet figured out how to work together under the new structure.

He begins every offsite by mapping the implicit operating model the team is currently using, even if it contradicts the org chart. Who actually makes decisions? Who has informal veto power? Who gets excluded from conversations they should be in? Once the real system is visible, the offsite becomes about designing the system the organisation actually needs.

His facilitation style is direct and operational. He does not spend time on vision exercises if the team already agrees on where they are going. He focuses the session on the mechanics of execution: meeting rhythms, decision rights, communication protocols, and accountability structures. Teams leave with a functioning operating system, not just renewed energy.

What sets his offsites apart:

• He builds the first 90 days of implementation into the offsite agenda. The final session of the day is spent scheduling the follow-up meetings, assigning owners to each workstream, and defining the metrics that will show whether the offsite produced real change.

• He integrates individual coaching with the team session. If one executive is struggling with their role in the new structure, he will meet with them separately to work through it, rather than letting it derail the group.

• He treats the offsite as the beginning of a process, not a standalone event. His engagements typically include three months of follow-up support to ensure the commitments made in the room translate into changed behaviour.

James works with organisations across Brisbane and Southeast Queensland, particularly in technology, education, and healthcare sectors.

CULTURE, VALUES, AND TRUST-BUILDING FACILITATORS

These facilitators focus on the relational foundation of executive teams. They work with teams where the strategy is sound but trust is broken, where talented people are not collaborating, and where unresolved conflict is draining energy from execution.

6. Dr. Kirstin Ferguson

Dr. Kirstin Ferguson facilitates offsites for senior leadership teams navigating complex cultural challenges. She is the author of Head and Heart: The Art of Modern Leadership and brings a combination of board-level experience and deep research into how trust is built and broken in leadership teams.

Her offsites are designed around honest conversation, not polished performance. She creates the structure and safety for executives to name what is not working, to acknowledge their own role in the dysfunction, and to commit to specific behaviour changes that rebuild trust.

She uses a head and heart framework to diagnose team issues. Some teams are over-indexed on rational analysis and have lost the ability to connect as humans. Other teams are warm and supportive but avoid hard decisions. Her offsites restore the balance between rigour and empathy.

Why leaders bring her in:

• She holds space for difficult emotions without letting the offsite become therapy. If someone is hurt, angry, or burnt out, she allows that to be named and then moves the team toward resolution.

• She integrates values work with operational decision-making. Teams do not just talk about what they believe, they define how those beliefs translate into how they hire, how they allocate resources, and how they respond to failure.

• Her follow-up includes individual executive coaching for team members who need additional support to step into new behaviours.

Kirstin works with executive teams across Australia and internationally. She is based in Brisbane and is the facilitator you engage when the team has the talent but has lost the trust.

7. Nikki Bennett

Nikki Bennett facilitates offsites for executive teams in high-growth organisations where culture is fracturing under scale. Her clients are typically doubling headcount every 18 months, promoting from within, and discovering that the informal culture that worked at 30 people does not work at 150.

She structures offsites to define the culture the organisation needs at the next stage of growth, not to preserve the culture it had. This means some executives will need to change how they lead, some processes will need to be formalised, and some behaviours that were tolerated in the early days will no longer be acceptable.

Her approach is both aspirational and confrontational. She helps the team articulate the culture they want to build, and then she holds up a mirror to show them the gap between that aspiration and current behaviour. The offsite becomes a commitment session, where executives publicly declare what they will stop doing, start doing, and hold each other accountable for.

What makes her facilitation effective:

• She uses pre-offsite culture surveys to map where the gaps are between leadership intent and employee experience. The offsite agenda is built around closing those gaps.

• She integrates storytelling into the session. Executives share moments where they saw the culture at its best and moments where they saw it break. Those stories become the basis for defining the behaviours that matter.

• She does not let the offsite end with vague aspirations. Every value is translated into specific observable behaviours, and those behaviours are woven into performance expectations and promotion criteria.

Nikki works with Brisbane-based organisations and high-growth companies across Australia. She is the facilitator you book when scale is threatening to break what made the culture special in the first place.

8. Jason Fox

Jason Fox facilitates offsites for executive teams that are stuck in old ways of thinking and need to break the pattern. His background in behavioural science and motivation shapes how he designs sessions. He does not rely on willpower or inspiration to change behaviour. He redesigns the environment and the incentives so that new behaviour becomes the default.

His offsites focus on progress, not performance. He helps teams define what meaningful progress looks like in their context, identify the behaviours that drive it, and remove the friction that makes those behaviours hard to sustain.

He treats culture as a system, not a sentiment. If the team wants more innovation, he does not run a brainstorming session. He examines what the current system rewards, what it punishes, and what it ignores. Then he helps the team redesign the system so that innovation is supported, not just encouraged.

His offsites are distinctive because:

• He uses gamification principles to make behaviour change feel achievable and measurable. Teams leave with clear progress markers and a rhythm of small wins that build momentum.

• He integrates play and experimentation into the session. Executive teams are often over-serious and risk-averse. He creates space for trying new approaches without the pressure of getting it perfect.

• His follow-up includes progress trackers and regular nudges that keep the team focused on the behaviours they committed to in the offsite.

Jason works with organisations across Australia and globally. He is based in Brisbane and is the facilitator you engage when the team knows what needs to change but cannot seem to make it stick.

9. Michelle Ockers

Michelle Ockers facilitates offsits for executive teams focused on building learning cultures and adaptive capacity. Her clients are organisations operating in volatile markets where the ability to learn faster than the competition is a strategic advantage.

She structures offsites to shift the team from knowing to learning. Most executive teams are full of people who have built their careers on being the expert. Michelle helps them build comfort with uncertainty, experimentation, and the kind of learning that happens through failure.

Her offsites integrate reflection, experimentation, and peer learning. She uses real challenges the organisation is facing as the curriculum. Teams work through live problems, test different approaches, reflect on what worked and what did not, and codify the learning so it transfers to the rest of the organisation.

What makes her work stand out:

• She treats the offsite as a learning lab, not a strategic planning session. The goal is not to produce the perfect plan, it is to build the team's capacity to adapt the plan as conditions change.

• She uses action learning sets, where executives bring real challenges they are stuck on and the group works through them together. The learning happens in the struggle, not in the lecture.

• Her follow-up includes establishing learning rhythms for the team: regular retrospectives, peer coaching pairs, and structured experimentation cycles.

Michelle works with organisations across Australia and internationally. She is the facilitator you bring in when the team needs to stop defending what they know and start exploring what they do not.

10. Gabrielle Dolan

Gabrielle Dolan facilitates offsites for executive teams that struggle with authentic communication. Her work focuses on helping leaders move from corporate speak to genuine human connection, both within the team and in how they communicate to the rest of the organisation.

She uses storytelling as the core tool. Executives learn to communicate vision, values, and strategy through stories that land emotionally, not just intellectually. The offsite becomes a workshop where leaders practice telling the stories that matter, receive feedback, and refine their approach.

Her facilitation style is practical and direct. She does not teach storytelling theory. She puts executives on their feet, has them tell their story, and then coaches them in real time on what worked and what did not. By the end of the offsite, every leader has a story they can use immediately.

Why teams book her:

• She helps executives reconnect with the human side of leadership. Many have been trained to hide emotion, avoid vulnerability, and stick to data. She shows them how to lead with both head and heart.

• She integrates storytelling into strategic communication. Teams leave with a narrative that explains the strategy in a way that employees, customers, and stakeholders can understand and repeat.

• Her offsites include follow-up coaching to help executives embed storytelling into their regular communication rhythms, not just use it as a one-off technique.

Gabrielle works with organisations across Australia and globally. She is based in Brisbane and is the facilitator you engage when the team knows what they want to say but cannot say it in a way that connects.

OPERATIONAL EFFECTIVENESS AND EXECUTION FACILITATORS

These facilitators specialise in helping executive teams move from talking to doing. They work with teams that have strong strategy documents and weak execution, where plans are approved but not implemented, and where accountability is diffuse.

11. Keegan Luiters

Keegan Luiters facilitates offsites for executive teams that need to turn strategy into action. His background in operations and process improvement shapes how he designs sessions. He does not spend time debating what the team should do. He focuses on how they will actually do it.

His offsites are working sessions, not talking sessions. The team arrives with a strategy or a set of priorities. By the end of the offsite, those priorities are translated into projects, owners are assigned, timelines are set, and dependencies are mapped. The offsite produces a project plan, not a vision statement.

He uses visual mapping tools to make execution visible. The walls are covered in project timelines, resource allocations, and decision trees. Executives can see where bottlenecks will form, where capacity is stretched, and where they need to make trade-offs. The conversation shifts from what we want to do to what we can actually deliver.

What sets his offsites apart:

• He forces the team to confront resource constraints in real time. If the plan requires more capacity than the team has, he makes them choose what not to do, rather than pretending everything is a priority.

• He integrates risk planning into the offsite. Every major initiative is mapped against what could go wrong, and mitigation plans are built before the team leaves the room.

• His follow-up includes monthly execution reviews where the team tracks progress against the commitments made in the offsite and adjusts the plan based on what is actually happening.

Keegan works with organisations across Brisbane and Australia, particularly in sectors where execution complexity is high: construction, logistics, healthcare, and education.

12. Karen Gately

Karen Gately facilitates offsites for executive teams struggling with accountability. Her clients are organisations where decisions get made but not executed, where people agree in meetings but do not follow through, and where poor performance is tolerated because no one wants to have the hard conversation.

She structures offsites to define what accountability actually means in the organisation. Not as a vague value, but as a set of specific behaviours and consequences. The team agrees on what good performance looks like, what underperformance looks like, and what happens when someone is not meeting the standard.

Her facilitation is direct and unapologetic. She does not soften the conversation to make people comfortable. She names the patterns of avoidance, calls out the executives who are part of the problem, and creates the conditions where the team can commit to a higher standard.

Why leaders bring her in:

• She helps teams move from conflict avoidance to healthy conflict. If someone is underperforming, the team learns to name it and address it, rather than hoping it resolves itself.

• She integrates performance management with team culture. Accountability is not about punishment, it is about clarity and support. Her offsites define the support structures that help people succeed and the consequences that apply when support is offered and performance still does not improve.

• Her follow-up includes coaching for executives who struggle with accountability conversations, so that the commitment made in the offsite translates into changed behaviour back at work.

Karen works with organisations across Australia. She is the facilitator you book when the team is too nice to be effective.

13. Shelley Flett

Shelley Flett facilitates offsites for executive teams in local government, healthcare, and education sectors. Her focus is on translating community and stakeholder expectations into operational reality. Her clients are leading organisations where success is measured not just by financial performance but by community impact.

She structures offsites to bridge the gap between strategic intent and day-to-day delivery. The team maps the stakeholder ecosystem, identifies where expectations are misaligned, and defines the operational changes required to deliver on the promise.

Her offsites are grounded in real stakeholder feedback. She conducts pre-offsite consultations with community groups, service users, and frontline staff. The offsite agenda is shaped by what those stakeholders actually need, not just what the executive team thinks they need.

What makes her facilitation effective:

• She keeps the offsite focused on implementation, not ideation. The team leaves with a 90-day action plan, clear ownership of deliverables, and metrics that track community outcomes, not just internal activity.

• She integrates equity and inclusion into every decision. If a proposed initiative benefits one group but disadvantages another, she makes the team confront that trade-off and adjust the approach.

• Her follow-up includes community check-ins to ensure the commitments made in the offsite are being experienced as real change by the people the organisation serves.

Shelley works with organisations across Queensland and Australia. She is the facilitator you bring in when the gap between what you say and what you deliver is damaging trust.

14. Andrew May

Andrew May facilitates offsites for executive teams focused on performance under pressure. His background in organisational neuroscience and elite performance shapes how he designs sessions. His clients are leading organisations where the stakes are high, the pace is relentless, and burnout is a real risk.

He structures offsites to build sustainable high performance. Not the kind that burns people out in 18 months, but the kind that protects energy, builds resilience, and creates the conditions where teams can perform at their best over years, not just quarters.

His offsites integrate neuroscience, performance psychology, and practical habit design. Teams learn how their brains respond to stress, how to structure work to protect cognitive capacity, and how to build recovery into the rhythm of operations.

His approach stands out because:

• He does not treat high performance and wellbeing as trade-offs. His offsites show teams how to achieve both by redesigning how work is structured and how decisions are made.

• He uses real-time biometric feedback during the offsite to show executives what stress is doing to their bodies and their decision-making. The data makes the invisible visible.

• His follow-up includes performance tracking and regular check-ins to ensure the habits built in the offsite are being sustained under operational pressure.

Andrew works with organisations across Australia and internationally. He is the facilitator you engage when the team is performing but you know the current pace is not sustainable.

15. Naomi Simson

Naomi Simson facilitates offsits for executive teams in entrepreneurial and founder-led organisations. Her experience building and scaling RedBalloon shapes how she approaches team dynamics in high-growth environments. Her clients are navigating the transition from startup to scale-up, where the leadership team that got them to this point may not be the team that gets them to the next stage.

She structures offsites to surface the gaps in capability, alignment, and mindset. Some executives are still operating as individual contributors. Some are holding onto control they need to delegate. Some are in the wrong role entirely. The offsite creates clarity about who needs to step up, who needs to step aside, and what support is required for both.

Her facilitation is empathetic but unflinching. She does not avoid the hard truths. If someone is not performing, if the founder is the bottleneck, if two executives have fundamentally different visions for the company, she names it in the room and helps the team resolve it.

Why founders book her:

• She understands the emotional complexity of scaling a business. The offsite is not just about strategy, it is about helping the founder let go, helping early team members transition, and building the new leadership behaviours required at scale.

• She integrates values and culture work with hard commercial decision-making. The team defines the kind of company they want to build and then makes the operational and people decisions that align with that vision.

• Her follow-up includes one-on-one coaching for executives navigating role transitions or performance gaps identified in the offsite.

Naomi works with organisations across Australia and internationally. She is based in Brisbane and is the facilitator you bring in when growth is exposing the cracks in the leadership team.

INNOVATION, CHANGE, AND TRANSFORMATION FACILITATORS

These facilitators work with executive teams navigating disruption, digital transformation, or strategic pivots. They help teams let go of what worked in the past and build the capability to thrive in a different future.

16. Donna McGeorge

Donna McGeorge facilitates offsites for executive teams drowning in meetings, email, and operational noise. Her work focuses on helping teams reclaim time and attention so they can focus on what actually matters.

She structures offsites to audit how the team currently spends time, identify what is delivering value and what is just activity, and redesign the operating rhythm so that executives have space to think, plan, and lead.

Her offsite process is ruthlessly practical. The team maps every recurring meeting, every reporting requirement, and every standing commitment. Then they eliminate, delegate, or redesign half of it. By the end of the offsite, the leadership team has freed up hours of capacity every week.

What makes her work distinctive:

• She does not just talk about productivity, she redesigns the systems that are making the team unproductive. Meetings are restructured, decision rights are clarified, and communication norms are reset.

• She integrates focus and energy management into the offsite. Teams learn how to protect deep work time, how to batch operational tasks, and how to design their calendar for performance, not just presence.

• Her follow-up includes quarterly reviews to ensure the time freed up in the offsite is being used for strategic work, not just filled with new low-value activity.

Donna works with organisations across Australia. She is the facilitator you book when the executive team is busy but not effective.

17. Geoff Crane

Geoff Crane facilitates offsites for executive teams navigating digital transformation. His clients are organisations with legacy systems, established processes, and teams that are comfortable with how things have always been done. The offsite is designed to create urgency, build digital literacy, and define the transformation roadmap.

He structures offsites to confront the gap between current capability and future requirements. The team explores what customers now expect, what competitors are delivering, and what the organisation must build to remain relevant. The conversation is uncomfortable, and it needs to be.

His facilitation is both strategic and tactical. The team defines the vision for digital transformation, and then they break it into specific initiatives with clear owners, timelines, and resource requirements. The offsite produces a transformation roadmap, not just a digital strategy document.

His offsites stand out because:

• He brings in external perspectives. Customers, digital experts, and frontline staff present to the executive team during the offsite, so that the transformation is grounded in real needs, not just executive assumptions.

• He integrates change management into the transformation plan. The team defines how they will communicate the change, how they will support people through it, and how they will measure whether adoption is happening.

• His follow-up includes regular transformation reviews where the team tracks progress, adjusts the roadmap based on what is working, and addresses the resistance that inevitably emerges.

Geoff works with organisations across Queensland and Australia, particularly in sectors where digital disruption is accelerating: retail, financial services, education, and healthcare.

18. Cassandra Goodman

Cassandra Goodman facilitates offsites for executive teams leading large-scale change initiatives. Her clients are organisations undergoing mergers, restructures, or strategic pivots where the success of the change depends on leadership alignment and execution discipline.

She structures offsites to define the change narrative, assign leadership accountability, and build the coalition required to drive the change through the organisation. The team leaves with a shared story about why the change matters, a clear plan for how it will unfold, and individual commitments about what each leader will do differently.

Her facilitation focuses on leadership behaviour, not just change strategy. The team examines how they are currently showing up, identifies the behaviours that will undermine the change, and commits to the new behaviours that will model what the organisation needs.

Why leaders bring her in:

• She does not let the team delegate the change to a project manager or a change team. The executive team owns the change, and the offsite is where that ownership is established.

• She integrates stakeholder mapping and resistance planning into the offsite. The team anticipates where opposition will come from, who will be impacted most, and how they will support people through the transition.

• Her follow-up includes change leadership coaching for executives who are strong operators but have never led transformation before.

Cassandra works with organisations across Australia and internationally. She is the facilitator you book when the change is complex, the stakes are high, and leadership alignment is not yet solid.

19. Tim Dalmau

Tim Dalmau facilitates offsites for executive teams working through cultural transformation. His clients are organisations where the strategy is clear but the culture is blocking execution. The offsite is designed to diagnose the cultural barriers, define the culture the organisation needs, and activate the leadership behaviours that will shift it.

He structures offsites to make culture tangible. Culture is not a vague aspiration, it is the patterns of behaviour that are rewarded, tolerated, and punished. The team maps the current culture, identifies where it helps and where it hinders, and defines the specific shifts required.

His facilitation integrates anthropology, systems thinking, and leadership psychology. He helps teams see culture as a system they can influence, not a mystery they must accept. The offsite produces a culture change roadmap with clear leadership actions, communication strategies, and accountability mechanisms.

What makes his work stand out:

• He uses cultural diagnosis tools that go beyond surveys. He observes how the team interacts during the offsite, what gets said and what gets avoided, and feeds that back to the team as data about the culture they are creating.

• He does not let the team talk about culture without talking about power. Who has it, how it is used, and whether it is distributed in a way that supports the culture the team says it wants.

• His follow-up includes embedding culture change into performance systems, promotion criteria, and leadership development programs, so that the shift becomes structural, not just aspirational.

Tim works with organisations across Australia. He is the facilitator you bring in when the culture is the problem and you are ready to do the hard work to change it.

20. Michelle Gibbings

Michelle Gibbings facilitates offsites for executive teams navigating ambiguity and complexity. Her clients are organisations operating in environments where the future is unclear, where strategy must be adaptive, and where leaders need to make decisions with incomplete information.

She structures offsites to build the team's comfort with uncertainty. The focus is not on creating the perfect plan, it is on building the capability to sense, respond, and adjust as conditions change.

Her offsites integrate scenario planning, decision-making frameworks, and adaptive leadership practices. The team explores multiple possible futures, identifies the signals that will indicate which future is emerging, and defines the decision triggers that will guide their response.

Her facilitation is distinctive because:

• She does not let the team default to the plan that feels safest. She pushes them to explore bolder options, to test assumptions, and to build comfort with making reversible decisions quickly rather than waiting for certainty.

• She integrates brain science into the offsite. Teams learn how their brains respond to ambiguity, how cognitive biases shape decision-making, and how to structure decisions to reduce those biases.

• Her follow-up includes establishing sensing mechanisms and decision rhythms so that the team stays adaptive in the months after the offsite, not just during it.

Michelle works with organisations across Australia and internationally. She is the facilitator you book when the environment is volatile and the team needs to build adaptive capacity.

SECTOR-SPECIFIC AND SPECIALISED FACILITATORS

These facilitators bring deep expertise in specific sectors or organisational contexts. They understand the unique challenges, regulatory environments, and stakeholder dynamics that shape how executive teams operate in their domains.

21. Dr. Tim Baker

Dr. Tim Baker facilitates offsites for executive teams in healthcare and aged care sectors. His clients are navigating regulatory complexity, workforce shortages, and increasing demand for services. The offsite is designed to help teams make hard trade-offs about what they can deliver with the resources they have.

He structures offsites to confront reality. The team maps current capacity, examines what is being asked of them, and identifies where the gap is unsustainable. The offsite becomes a decision session about what to stop doing, what to do differently, and where to invest limited resources for maximum impact.

His facilitation is grounded in operational realism. He does not let the team retreat into aspirational thinking. He keeps them focused on what is actually possible, given current workforce, funding, and regulatory constraints.

Why healthcare leaders book him:

• He understands the clinical and operational complexity of healthcare delivery. The offsite discussions are informed by real understanding of patient flow, workforce rostering, and quality standards.

• He integrates wellbeing and burnout prevention into the offsite. Healthcare leaders are often running on empty. He helps them design sustainable operating models that protect their teams and themselves.

• His follow-up includes stakeholder communication support, so that when the executive team makes hard decisions about service delivery, they can explain those decisions to boards, funders, and communities in a way that builds understanding.

Tim works with healthcare organisations across Australia. He is the facilitator you bring in when the demands are unsustainable and the team needs to make choices they have been avoiding.

22. Jenny Brockis

Jenny Brockis facilitates offsites for executive teams focused on brain health, cognitive performance, and sustainable leadership. Her background as a medical practitioner and brain health expert shapes how she approaches team effectiveness.

She structures offsites to help teams understand how their brains work, how stress impacts decision-making and collaboration, and how to design work rhythms that protect cognitive capacity. The offsite is part education, part application. Teams learn the neuroscience and then redesign their operating model to align with it.

Her facilitation integrates science with practical habit design. Teams leave with specific changes to how they run meetings, how they structure their days, and how they manage energy. The science makes the case, the habits make it stick.

What makes her offsites effective:

• She uses brain health diagnostics during the offsite to show executives where their current habits are undermining performance. The data makes the abstract concrete.

• She integrates sleep, nutrition, movement, and recovery into the leadership conversation. High performance is not just about what happens during work hours, it is about how leaders manage their whole lives.

• Her follow-up includes habit tracking and regular check-ins to ensure the changes made in the offsite are being sustained under operational pressure.

Jenny works with organisations across Australia and internationally. She is the facilitator you book when the team is performing but you know they are running on fumes.

23. Adam Fraser

Adam Fraser facilitates offsites for executive teams focused on transition management and sustained performance. His research on how people transition between different roles and contexts shapes how he designs sessions.

He structures offsites to help teams get better at transitioning. From strategic thinking to operational firefighting. From leading the business to being present at home. From high-pressure performance to genuine recovery. The teams that perform best are not the ones that work the longest hours, they are the ones that transition most effectively.

His offsites teach practical transition rituals. Teams learn how to close out one context before entering the next, how to reset mentally and emotionally, and how to design their environment to support better transitions. The habits are simple, and they compound over time.

His facilitation stands out because:

• He focuses on micro-habits, not massive overhauls. The changes he teaches can be implemented immediately and require no additional time or resources.

• He integrates transition management into team rhythms. The team defines how they will transition into and out of meetings, how they will debrief after high-stakes events, and how they will support each other through difficult transitions.

• His follow-up includes regular reinforcement of the transition rituals, because habits only stick when they are practiced consistently.

Adam works with organisations across Australia and internationally. He is the facilitator you bring in when the team is constantly switching contexts and the cognitive load is becoming unsustainable.

24. Suzi McAlpine

Suzi McAlpine facilitates offsites for executive teams navigating toxic culture, leadership dysfunction, or trust breakdown. Her clients are organisations where something has gone seriously wrong. A misconduct scandal. A bullying complaint. A mass exodus of talent. The offsite is part of the repair process.

She structures offsites to rebuild trust and accountability. The team acknowledges what happened, examines their role in allowing it to happen, and commits to the changes required to prevent it from happening again.

Her facilitation is compassionate but uncompromising. She holds space for the pain and the shame, and then she moves the team toward action. Apologies without changed behaviour are meaningless. The offsite produces specific commitments that will be visible to the people who were harmed.

Why leaders bring her in:

• She does not let the team minimise or deflect. If the culture is toxic, she names it as toxic. If leaders enabled the behaviour, she names their complicity. The offsite only works if the team is willing to face the truth.

• She integrates restorative practices into the offsite. Where appropriate, impacted staff or stakeholders participate in the session, so that the executive team hears directly about the harm that was caused.

• Her follow-up includes culture monitoring and leadership coaching to ensure the commitments made in the offsite translate into sustained behaviour change.

Suzi works with organisations across Australia and New Zealand. She is the facilitator you book when the culture is broken and you are ready to do the hard work to fix it.

25. Simon Banks

Simon Banks facilitates offsites for executive teams in mission-driven organisations navigating the tension between impact and sustainability. His clients are nonprofits, social enterprises, and purpose-led businesses that are deeply committed to their mission but struggling to build viable operating models.

He structures offsites to help teams make peace with trade-offs. The organisation cannot do everything. It cannot serve everyone. It cannot pursue every opportunity. The offsite is where the team defines what they will focus on, what they will say no to, and how they will resource the mission sustainably.

His facilitation integrates mission clarity with financial discipline. The team reconnects with why the organisation exists, and then they build the business model that allows the mission to continue. Purpose without sustainability is a short-term endeavour.

What makes his offsites distinctive:

• He does not let the team avoid the money conversation. If the organisation is running on goodwill and unpaid overtime, the mission is not sustainable. The offsite confronts the financial reality and defines the changes required to build a viable model.

• He integrates stakeholder engagement into the offsite. Funders, beneficiaries, and community partners contribute to the conversation, so that the decisions made reflect real needs, not just internal preferences.

• His follow-up includes board engagement and funder communication support, so that the strategic decisions made in the offsite are understood and supported by the people who govern and fund the organisation.

Simon works with mission-driven organisations across Australia and internationally. He is the facilitator you book when the passion is strong but the operating model is fragile.

Your executive team has the talent. The issue is rarely capability. The issue is how the team works together, how decisions actually get made, and whether the offsite is designed for the 90 days after or just for the energy in the room on the day itself.

The facilitators on this list understand that distinction. They design for implementation, not inspiration. They create the conditions where real conflict surfaces, where hard decisions get made, and where the team commits to behaviours that will be visible and measurable long after the offsite ends.

To book Jonno White for your executive team offsite, keynote, workshop, or MC services, email jonno@consultclarity.org. Based in Brisbane, Australia, Jonno works with schools, corporates, and nonprofits globally. For more on executive team offsite facilitation approaches and methodologies, or to explore planning a leadership retreat, visit consultclarity.org.