25 Working Genius Facilitators in Texas Worth Booking

If you have ever wondered why some teams nod through a Working Genius workshop and then go back to the same patterns three weeks later, the problem is usually not the model.

The problem is the facilitator. A Working Genius session without the right facilitator becomes an expensive personality test. You get six letters per person. You get a debrief conversation. You get a report that sits in someone's inbox. What you do not get is the thing you actually need, which is a leadership team that knows how to use the model to change how work gets assigned, how conflicts get resolved, and how decisions actually get made.

I put together this list of 25 Working Genius facilitators across Texas because the state has one of the largest concentrations of certified practitioners in the country, and not all of them work at the same altitude. The people on this list understand that the assessment is not the outcome. The outcome is what happens in the 90 days after the session, when the senior team stops defaulting to the same three people for every problem and starts building work around how people are actually wired.

If you are looking for someone who can come into your organisation and do more than explain the model, this is where you start.

FACILITATORS BASED IN DALLAS-FORT WORTH

The Dallas-Fort Worth region holds the largest cluster of Working Genius practitioners in Texas. These facilitators work across corporate, nonprofit, faith-based, and school leadership contexts. What separates the ones listed here is their ability to move a team from insight to application without the model becoming another framework that gets referenced once and forgotten.

1. Sarah Mitchell

Sarah Mitchell runs leadership development for mid-sized organisations across North Texas and brings Working Genius into executive team offsites where conflict is already present but not yet named. She understands that most teams do not need another icebreaker. They need someone who can watch the room, spot the patterns between what people say they value and where the frustration actually sits, and then rebuild how the team assigns work so that the talented people stop burning out on tasks they were never wired to do.

The setup she uses consistently starts with the individual assessment, moves into a facilitated mapping session where the full senior team sees the distribution of genius across the group, and then shifts into work redesign. That third part is where most facilitators stop. Sarah keeps going. She has teams walk through their current project list and audit who is doing what against who should be doing it based on wiring, not seniority or availability.

Her Dallas-based practice works primarily with nonprofits and family-owned businesses where role clarity has eroded over time and the same people are carrying too much. Reach out at jonno@consultclarity.org if you want an introduction.

2. Marcus Lee

Marcus Lee facilitates Working Genius sessions for school leadership teams across the Dallas area and knows how to translate the model into the specific rhythms of a school year. School leaders do not have the luxury of a three-month rollout. They need something that works by the time the next term starts. Marcus structures his sessions so that principals and their executive teams leave with role adjustments they can implement within two weeks, not theoretical insights they will revisit later.

• He focuses on reducing overlap in the Ideation and Activation phases where most school leadership teams either have too many people trying to invent the strategy or too few people willing to close the gap between decision and execution.

• His post-session follow-up includes a 30-day check-in where he helps the team audit whether the changes stuck or whether old patterns have returned.

• He works with both independent schools and public school districts, though most of his work is with schools between 200 and 800 students.

What makes Marcus effective is that he does not treat Working Genius as a personality assessment. He treats it as a capacity audit. Where is your team over-indexed? Where are you missing critical capability? Who is doing work that drains them because no one else will do it? Those questions produce the insight that changes how a school leadership team actually operates.

3. Jennifer Patel

Jennifer Patel works with corporate executive teams in the Dallas-Fort Worth corridor and specialises in facilitating Working Genius for leadership groups where trust has already fractured. She is not brought in to optimise a high-performing team. She is brought in when two or three senior people cannot work together anymore and the CEO knows that another team-building exercise will make it worse, not better.

Her approach centers on making the implicit conflict explicit without making it personal. She uses Working Genius to name what is happening in terms of work style and cognitive wiring, not in terms of who is difficult or who is the problem. A senior leader who is constantly generating new ideas and never finishing the ones already in motion is not being reckless. They are operating in their Wonder and Invention zone and missing someone with strong Tenacity to convert ideas into completed projects. That reframe changes the conversation from blame to structure.

She works almost exclusively with teams between five and twelve people where the dysfunction is concentrated at the top and radiating downward. Her sessions are longer than most Working Genius workshops because she builds in time for real conflict to surface, get named, and get resolved inside the model. If your leadership team has been avoiding the hard conversation for six months, Jennifer is the facilitator who makes it possible to have it.

Reality check: Her calendar fills three to four months out. If you know you need this kind of session, do not wait until the quarter before your offsite to reach out.

4. David Tran

David Tran runs Working Genius sessions for leadership teams in faith-based organisations across Texas and understands the specific challenges that come with leading in a ministry or denominational context. Church staff teams and nonprofit ministry leadership groups often operate with high mission clarity and low operational clarity. Everyone agrees on the why. No one has named who is responsible for the what or the how. That gap produces burnout, conflict, and quiet resentment that nobody talks about because talking about it feels unspiritual.

David uses Working Genius to give ministry teams permission to name what they are good at and what drains them without framing it as a lack of commitment. A worship pastor who hates administrative follow-up is not being immature. They are wired for Wonder and Invention, not Tenacity and Enablement. The solution is not to shame them into doing admin better. The solution is to pair them with someone who finds energy in closing loops and completing projects.

What separates his facilitation style:

• He builds the session around real ministry projects currently in motion, not hypothetical scenarios. Teams leave knowing who should lead the next building campaign, who should coordinate the volunteer programme, and who should stop doing both because neither aligns with their wiring.

• He includes a post-session structure for role reassignment that accounts for the fact that small ministry teams cannot hire their way out of gaps. If your team is missing Galvanising or Tenacity, David helps you name it, decide whether to recruit for it, or build partnerships that cover the gap externally.

• He does not avoid the tension between calling and wiring. Some ministry leaders believe that if God called them to a role, they should be able to do all parts of it with equal energy. David helps teams separate calling from capacity and build teams where people operate in their zone of genius most of the time, not all of the time.

If your church staff or ministry leadership team is stuck in a pattern where the same three people do everything and everyone else watches, David knows how to break it.

5. Alicia Hernandez

Alicia Hernandez facilitates Working Genius for bilingual leadership teams and cross-cultural organisations based in the Dallas-Fort Worth area. She runs sessions in both English and Spanish and understands that Working Genius insights do not always translate cleanly across cultural contexts. The way a team talks about Discernment in a corporate American setting is not always the way a team talks about it in a Latin American ministry or family business context.

Her sessions are structured to surface how culture shapes the way people interpret their own genius. Someone who scores high in Galvanising may hesitate to step into that role in a context where leadership is expected to be quiet, deferential, or behind-the-scenes. Alicia helps teams separate what the assessment is revealing from what cultural expectations are suppressing, and then helps leaders decide where to honor the culture and where to challenge it.

She works with nonprofits, churches, schools, and family-owned businesses where the leadership team is cross-cultural or serves a bilingual community. If your organisation operates in both English and Spanish and you want a Working Genius facilitator who can navigate both languages and both cultural frameworks, Alicia is one of the few practitioners in Texas who can do it well.

FACILITATORS BASED IN HOUSTON

Houston has a strong base of Working Genius facilitators serving corporate, energy sector, healthcare, and nonprofit leadership teams. The facilitators listed here have built practices around helping teams use the model to solve real operational problems, not just understand themselves better.

6. Robert Kim

Robert Kim works with executive teams in Houston's energy sector and brings Working Genius into leadership contexts where technical expertise is abundant and leadership clarity is not. Energy companies promote their best engineers and geologists into management roles and then wonder why the team struggles with decision-making, delegation, and conflict. The problem is not that the people are unqualified. The problem is that technical skill and leadership wiring are two different things.

Robert uses Working Genius to help newly promoted leaders understand where their genius sits and where they need to build around themselves. A senior engineer who moves into a VP role may be strong in Discernment and Wonder but weak in Enablement and Tenacity. That leader will generate great strategy and spot problems early, but they will struggle to execute and close. The solution is not to make them better at execution. The solution is to pair them with someone whose genius covers the gap.

His sessions are designed for leaders who have never thought about leadership as a wiring question. They have thought about it as a competency question, a training question, or a commitment question. Robert reframes it as a design question. How is your leadership team actually wired, and does your organisational structure align with that wiring or fight against it?

He works primarily with teams between 50 and 300 people where the leadership group is made up of technical experts who were promoted into people leadership without much support. If that describes your organisation, Robert's facilitation will save you from the mistake most companies make, which is assuming that great engineers automatically become great leaders.

7. Emily Nguyen

Emily Nguyen facilitates Working Genius for healthcare leadership teams in the Houston area and understands the specific dynamics that make hospital administration and clinical leadership so difficult to align. Healthcare teams operate with two competing logics. Clinical staff think in terms of patient outcomes and care quality. Administrative staff think in terms of budgets, compliance, and operational efficiency. Those two logics produce constant friction, and most team-building efforts make it worse because they treat the conflict as interpersonal when it is actually structural.

Quick win: Emily uses Working Genius to show healthcare teams that the tension between clinical and administrative priorities is not a personality clash. It is a genius distribution problem. Clinical leaders often operate in Wonder and Discernment. They see what is wrong, they imagine what could be better, and they expect someone to make it happen. Administrative leaders often operate in Tenacity and Enablement. They close projects, manage resources, and keep systems running. The gap between the two is Galvanising and Activation. No one is turning the great idea into a mobilised team with a clear execution plan.

Full build: Her sessions are structured to help healthcare teams identify who should lead which phase of a new initiative based on wiring, not on title or department. The result is fewer projects that stall halfway through implementation and fewer clinical leaders who feel like administration is blocking everything they try to do.

She works with hospital systems, large medical practices, and healthcare nonprofits. If your healthcare leadership team is stuck in a pattern where every new initiative gets announced with excitement and dies quietly three months later, Emily can show you where the breakdown is happening.

8. Carlos Mendoza

Carlos Mendoza runs Working Genius sessions for nonprofit leadership teams across Houston and specialises in helping small organisations figure out how to do more with fewer people. Nonprofits rarely have the luxury of a full executive team with every genius represented. Most are running with three to five leaders trying to cover the work of eight. That creates chronic burnout, role confusion, and quiet resentment when one person ends up doing all the work no one else wants to touch.

Carlos structures his sessions around the work that is actually on the nonprofit's plate right now, not around theoretical team dynamics. He has teams list their current projects, map who is responsible for what, and then overlay Working Genius to see where people are operating inside their zone and where they are drowning outside of it. The audit almost always reveals the same pattern. Two people are doing most of the Activation and Tenacity work because no one else on the team is wired for it, and those two people are six months from quitting.

What most nonprofits miss: You cannot solve a genius gap by asking people to try harder. If your team is missing Galvanising, no amount of encouragement will make your Discernment-heavy leaders suddenly good at rallying people toward action. The solution is to name the gap, stop pretending it does not exist, and either recruit for it or build a partnership that covers it externally.

Carlos helps nonprofit teams make that decision with clarity instead of guilt. If your organisation is small, mission-driven, and running on fumes because three people are doing the work of six, his facilitation will help you stop burning out your best people.

9. Michelle Torres

Michelle Torres facilitates Working Genius for school leadership teams in the Houston area and focuses specifically on helping principals and their executive teams reduce the operational chaos that makes it hard to focus on instructional leadership. School leaders spend most of their time managing crises, putting out fires, and reacting to whatever broke today. What gets lost is the long-term strategic work that actually improves student outcomes.

The pattern she sees repeatedly: School leadership teams are over-indexed in Discernment and Wonder and under-indexed in Activation and Tenacity. Everyone can see what is wrong. Everyone has ideas for how to fix it. No one is turning those ideas into executed projects that finish. The result is a school that announces five new initiatives every year and completes none of them.

Michelle uses Working Genius to help school teams stop launching new things and start finishing the things they already committed to. She has teams audit their current initiatives, identify which ones align with the strengths of the people leading them, and kill the ones that do not. That process is uncomfortable because it requires admitting that some of the things the school said it would do are not going to happen. But it is the only way to stop exhausting the team with half-finished projects.

She works with both independent and public schools, primarily in the 300 to 1,200 student range. If your school leadership team is constantly busy but never seems to finish anything, Michelle's facilitation will show you why.

10. James Robinson

James Robinson works with corporate leadership teams in Houston and brings Working Genius into organisations that have grown quickly and are now struggling with the leadership structure that got them here. Fast-growing companies promote people into leadership based on performance in their previous role, not based on leadership wiring. A great salesperson becomes a sales manager. A great developer becomes an engineering lead. A great project coordinator becomes a director of operations. The promotion makes sense on paper. The disaster comes six months later when the person is miserable and the team is underperforming.

James uses Working Genius to help companies separate role from wiring. A salesperson who is great at Galvanising and Activation will struggle as a manager if the role requires heavy Discernment and Tenacity. The person is not failing. The role is misaligned. The solution is to redesign the role so it plays to their genius or move them into a different leadership position where their wiring fits.

His sessions include a post-workshop audit where he helps companies look at their leadership org chart and ask a hard question for each role: does this person's wiring match what this job actually requires, or are we setting them up to fail slowly? That audit produces clarity most companies avoid because it requires admitting that some of the recent promotions were mistakes.

If your company has grown from 20 people to 100 people in three years and your leadership team is starting to fracture, James can help you figure out whether the problem is the people or the structure.

FACILITATORS BASED IN AUSTIN

Austin's Working Genius facilitator community serves a mix of tech startups, nonprofits, school leadership teams, and creative agencies. The facilitators listed here understand the specific dynamics of Austin's mission-driven and fast-growth organisational culture.

11. Laura Chen

Laura Chen facilitates Working Genius for tech startups in Austin and understands the specific challenges that come with scaling a company from 15 people to 80 people in 18 months. Startups in hyper-growth mode promote their earliest employees into leadership roles because they were there from the beginning, not because they are wired to lead. The result is a leadership team full of people who love the company but hate their jobs.

The question Laura helps startups answer: Is this person struggling because they need more training, or are they struggling because the role they are in does not match their wiring? Most startups default to training. They send people to leadership development programmes, give them coaching, and hope the problem resolves. What they miss is that no amount of training will make someone good at work they are not wired to do.

Laura uses Working Genius to separate skill gaps from wiring gaps. A head of product who is strong in Wonder and Invention but weak in Tenacity and Enablement will generate brilliant ideas and terrible follow-through. Training will not fix that. Pairing them with a strong Tenacity leader will.

She works almost exclusively with startups between 30 and 150 people where the founding team is still in place but the organisational complexity has outgrown the original structure. If your startup is scaling fast and your leadership team is starting to crack, Laura's facilitation will help you figure out who belongs where before the best people quit.

12. Daniel Okafor

Daniel Okafor runs Working Genius sessions for nonprofit leadership teams across Austin and specialises in helping organisations navigate leadership transitions. Nonprofits lose a senior leader and promote from within, or they hire externally and the new person does not fit. Either way, the transition destabilises the team, and six months later everyone is wondering whether they made the right call.

Daniel uses Working Genius during leadership transitions to help boards and executive teams name what wiring the organisation actually needs in the next chapter, not just what credentials look good on paper. A nonprofit moving from founder-led to professionally managed needs different genius than a nonprofit trying to scale programme delivery into new regions. If you hire for credentials without considering wiring, you get a leader who looks perfect in the interview and struggles in the role.

His process includes:

• A Working Genius audit of the current leadership team to identify where the gaps are and what kind of wiring the organisation is missing.

• A genius profile for the open role that names which phases of work the new leader will actually spend most of their time in, not just what the job description says.

• A post-hire onboarding session where the new leader and the existing team map their combined genius distribution and decide how to divide work so everyone operates in their zone most of the time.

If your nonprofit is in the middle of a leadership transition and you want to avoid the mistake of hiring someone who looks great but does not fit, Daniel's facilitation will save you from a bad hire that costs you two years and a lot of donor trust.

13. Rachel Gomez

Rachel Gomez facilitates Working Genius for creative agencies and mission-driven businesses in Austin that operate with small, highly collaborative teams. Creative work requires a specific genius distribution, and most agencies do not have it. They have too much Wonder and Invention and not enough Discernment and Tenacity. The result is a constant stream of brilliant ideas that never get finished, clients who love the creative but hate the missed deadlines, and team members who burn out trying to do work they were never wired to do.

Rachel structures her sessions around real client projects currently in motion. She has teams map who is responsible for each phase of the project, overlay Working Genius, and identify where the breakdowns are happening. The breakdown is almost always the same. The people who came up with the idea are the same people trying to execute it, and they are drowning.

What separates her approach: She does not just help teams understand their genius. She helps them redesign their project workflow so that Wonder and Invention people stay in the early phases, Discernment and Galvanising people shape and mobilise the idea, and Activation and Tenacity people close the project. That redesign requires hiring differently, structuring teams differently, and letting go of the idea that everyone on a creative team should be able to do everything.

If your agency is constantly behind on deadlines, constantly over-budget, and constantly losing great people who are exhausted, Rachel can show you where the workflow is misaligned with the wiring.

14. Steven Park

Steven Park works with school leadership teams in the Austin area and focuses specifically on helping schools reduce the administrative burden on teachers so they can focus on instruction. Teachers leave the profession because they are drowning in work that has nothing to do with teaching. Compliance paperwork, parent communication, scheduling, data entry, meeting attendance. The workload is unsustainable, and most schools respond by telling teachers to manage their time better. The problem is not time management. The problem is role design.

Steven uses Working Genius to help school leadership teams separate the work that requires a teacher's expertise from the work that does not. A teacher who is strong in Wonder and Discernment should be spending most of their time designing lessons and identifying student learning gaps, not filling out forms and attending meetings about scheduling. The solution is to redesign the teacher role so that administrative work gets handled by someone wired for it, and teaching work stays with the people wired to teach.

The audit he runs consistently reveals this: Schools are asking teachers to operate in all six phases of work, and no one can do that sustainably. The teachers who survive are the ones who are naturally strong in Tenacity and Enablement. The teachers who leave are the ones who are strong in Wonder and Invention but terrible at administrative follow-through. The school loses its most creative teachers because it designed a role that punishes creativity.

If your school is losing good teachers and you keep hearing that the workload is unsustainable, Steven's facilitation will show you how to redesign the role before you lose more people.

15. Angela Martinez

Angela Martinez facilitates Working Genius for faith-based organisations and church leadership teams in the Austin area and understands the specific dynamics that make ministry leadership so difficult to sustain. Church staff teams operate with high relational expectations and low structural clarity. Everyone is supposed to care about everyone, which sounds beautiful until someone asks who is actually responsible for following up with the 47 people who visited last month. The lack of role clarity produces burnout, conflict, and a quiet belief that if you were more committed, you would figure it out.

Angela uses Working Genius to give ministry teams permission to build structure without feeling like they are being unspiritual. A pastor who is strong in Wonder and Discernment should not be doing administrative follow-up. That work drains them, they do it poorly, and they feel guilty about it. The solution is not to make them better at administration. The solution is to pair them with someone whose genius is Enablement and Tenacity, and let that person own the follow-up work with pride instead of resentment.

Her sessions are built around real ministry challenges currently frustrating the team. Who is responsible for volunteer coordination? Who is responsible for closing the loop on pastoral care? Who is responsible for turning the great idea from last week's staff meeting into something that actually happens? Those questions produce clarity most ministry teams avoid because they are afraid that naming responsibility sounds too corporate.

If your church staff team is exhausted, your volunteers are disorganised, and your best ideas never seem to get executed, Angela can help you build the structure that makes ministry sustainable.

FACILITATORS BASED IN SAN ANTONIO

San Antonio has a growing base of Working Genius facilitators serving nonprofit, healthcare, education, and military-adjacent leadership teams. The facilitators listed here bring the model into contexts where hierarchy, mission clarity, and operational complexity create unique team dynamics.

16. Michael Sullivan

Michael Sullivan works with nonprofit leadership teams in San Antonio and specialises in helping organisations that serve military families, veterans, and underserved communities. These nonprofits operate with small budgets, high mission urgency, and leadership teams that are stretched across too many roles. The executive director is also the fundraiser, the programme director, and the volunteer coordinator. The programme manager is also doing marketing, data entry, and facilities coordination. No one is operating in their genius because everyone is doing whatever needs to be done.

Michael uses Working Genius to help these teams stop surviving and start thriving. He structures his sessions around a role audit where the leadership team lists every responsibility currently sitting on someone's plate, maps it against Working Genius, and identifies where people are operating outside their wiring more than 50 percent of the time. That audit produces two insights. First, most people on the team are doing work they hate. Second, most of the work they hate is work someone else on the team would love if they were allowed to own it.

The restructure he facilitates consistently involves:

• Consolidating scattered responsibilities so that one person owns all the Activation and Tenacity work instead of five people each doing a little bit of it poorly.

• Naming the genius gaps the organisation cannot fill internally and building volunteer partnerships or outsourcing relationships to cover them.

• Giving people permission to stop doing work they are bad at without framing it as a failure of commitment or work ethic.

If your nonprofit is running on mission and adrenaline but your team is burning out, Michael's facilitation will help you redesign roles so people can operate in their genius most of the time.

17. Patricia Valdez

Patricia Valdez facilitates Working Genius for healthcare leadership teams in San Antonio and works primarily with community health organisations, federally qualified health centers, and hospital systems serving underserved populations. Healthcare teams in these contexts operate under constant resource constraints, high patient demand, and regulatory complexity. The leadership team is managing competing priorities every day, and most team-building efforts feel like a waste of time because they do not address the real problem, which is that the team is structurally overwhelmed.

Patricia uses Working Genius to help healthcare leaders separate the things they can control from the things they cannot. You cannot control patient volume. You cannot control insurance reimbursement rates. You cannot control staffing shortages. What you can control is how your leadership team divides the work so that people are operating in their genius instead of drowning in work that drains them.

The pattern she sees consistently: Healthcare leadership teams are over-indexed in Discernment and Wonder and under-indexed in Activation and Tenacity. Everyone can see what is wrong. Everyone has ideas for what the organisation should do differently. No one is turning those ideas into executed projects, so the team is stuck in a loop of strategic conversations that never produce operational change.

Her sessions are designed to break that loop. She has teams identify three initiatives currently stalled in the idea phase and work backward to figure out what genius is missing. Usually the missing piece is Galvanising or Activation. The team has not mobilised around the idea, or they mobilised but no one took ownership of the execution. Patricia helps teams assign ownership based on wiring, not based on who has time or who brought up the idea.

If your healthcare organisation is full of smart people who cannot seem to finish anything, Patricia's facilitation will show you where the execution gap is and how to close it.

18. Jonathan Reed

Jonathan Reed runs Working Genius sessions for school leadership teams across San Antonio and focuses on helping schools navigate the transition from founder-led to institutionally led. Schools started by a visionary leader often struggle when that leader steps back or leaves. The founder operated in Wonder and Invention. They generated the vision, attracted the families, and built the culture. The new leader operates in Discernment and Enablement. They see what is broken and they are good at keeping systems running. The shift in genius changes the feel of the school, and parents, staff, and board members start wondering whether the school has lost its way.

Jonathan uses Working Genius to help schools name what is happening and decide what to do about it. A school moving from founder-led to institutionally led needs to add Discernment, Galvanising, and Tenacity without losing the Wonder and Invention that made the school special in the first place. The solution is not to make the new leader more like the founder. The solution is to build a leadership team where Wonder and Invention still have a home, but they are paired with the genius required to sustain and scale what the founder started.

His sessions include:

• A genius audit of the current leadership team to see where the gaps are and what the school is missing now that the founder has stepped back.

• A roadmap for filling the gaps through hiring, role redesign, or board involvement.

• A communication strategy for helping parents and staff understand that the school is not losing its identity. It is maturing.

If your school is in the middle of a leadership transition and people are worried that the school is changing for the worse, Jonathan's facilitation will help you manage the transition with clarity instead of anxiety.

19. Lisa Chen

Lisa Chen facilitates Working Genius for corporate leadership teams in San Antonio and works primarily with family-owned businesses navigating generational transitions. Family businesses operate with two competing logics. The founding generation built the business through hustle, instinct, and personal relationships. The next generation wants systems, structure, and professional management. The tension between the two produces conflict that nobody knows how to name because it feels personal, but it is actually a genius mismatch.

Lisa uses Working Genius to depersonalise the conflict. The founding generation often operates in Wonder and Galvanising. They saw the opportunity, built the relationships, and mobilised people around a vision. The next generation often operates in Discernment and Tenacity. They see what is broken, they want to fix it, and they expect systems to work without requiring constant personal intervention. Neither generation is wrong. They are wired differently, and the business needs both.

Her sessions are structured to help family business leadership teams:

• Name the genius that built the business and honor it without making it the only genius that matters going forward.

• Identify the genius gaps that are keeping the business from scaling or professionalising.

• Redesign roles so that the founding generation can stay involved in the work they love without blocking the work they are not wired to do.

If your family business is stuck in a pattern where the founders feel disrespected and the next generation feels blocked, Lisa's facilitation will help you separate wiring from values and build a structure where both generations can thrive.

20. Marcus Williams

Marcus Williams works with nonprofit and ministry leadership teams in San Antonio and specialises in helping organisations that operate with volunteer-heavy models. Nonprofits and churches that rely on volunteers to deliver most of their programming face a specific Working Genius challenge. Volunteers are not employees. You cannot restructure their roles or reassign their responsibilities the way you can with paid staff. If a volunteer is operating outside their genius, they do not push through. They quietly stop showing up.

Marcus uses Working Genius to help organisations design volunteer roles that align with how people are wired instead of designing roles based on what the organisation needs and hoping someone volunteers for it. The traditional approach is to list the work that needs to be done and recruit people to fill the gaps. The Working Genius approach is to assess the volunteers you already have, identify their genius, and design roles that let them operate in their zone.

The shift he facilitates consistently produces two outcomes. First, volunteer retention goes up because people are doing work they actually enjoy. Second, the organisation stops losing volunteers who were great at one phase of a project but got asked to do all six phases because no one else was available.

His sessions include a volunteer role redesign process where the leadership team maps every volunteer role currently in the organisation, overlays Working Genius, and identifies where roles are asking people to operate outside their wiring. The redesign usually means breaking one volunteer role into two or three smaller roles, each focused on a specific phase of work.

If your nonprofit or church is constantly recruiting volunteers and constantly losing them six months later, Marcus can show you how to redesign roles so that people stay engaged.

FACILITATORS BASED IN OTHER TEXAS REGIONS

Beyond the major metro areas, Texas has certified Working Genius facilitators serving leadership teams across smaller cities, rural regions, and industry-specific contexts. The facilitators listed here bring the model into less common settings where the work is just as critical but the access to experienced practitioners is more limited.

21. Rebecca Stone

Rebecca Stone facilitates Working Genius for agricultural and rural business leadership teams across West Texas and understands the specific dynamics of family-run operations where the same people have worked together for decades. These businesses operate with deep relational trust and almost no formal structure. Roles are defined by who has always done the work, not by who is wired to do it. That works until the business needs to scale, professionalise, or navigate a leadership transition. Then the lack of structure becomes the thing that breaks the team.

Rebecca uses Working Genius to help agricultural businesses build structure without losing the relational culture that makes them strong. She helps families name who is actually wired to lead operations, who is wired to manage people, and who is wired to handle strategy, and then she helps them separate legacy roles from current capability. Just because someone has always managed the finances does not mean they should keep doing it if they are terrible at Tenacity and Enablement.

Her sessions are longer than most because trust-building in rural family business contexts takes time. She does not push teams toward decisions they are not ready to make. She surfaces the patterns, names the options, and lets the family decide when and how to act.

If your family business is growing and the old way of dividing work is not working anymore, Rebecca's facilitation will help you build the structure you need without breaking the relationships that matter.

22. Kevin Tran

Kevin Tran works with leadership teams in the oil and gas industry across the Permian Basin and brings Working Genius into contexts where technical expertise dominates and leadership development is an afterthought. Energy companies promote their best field engineers, geologists, and operations managers into senior leadership and then wonder why the team cannot make decisions, cannot resolve conflict, and cannot execute strategy. The problem is not that the people are unqualified. The problem is that technical competence and leadership wiring are not the same thing.

Kevin uses Working Genius to help newly promoted leaders understand where their genius sits and where they need support. A field operations manager who is strong in Activation and Tenacity will execute brilliantly but struggle with strategy and long-term planning. A geologist who is strong in Discernment and Wonder will see risks early and generate great ideas but struggle with team coordination and project follow-through. The solution is not to make them better at everything. The solution is to build leadership teams where different people cover different phases of work based on wiring.

His sessions focus on helping technical experts transition into leadership without expecting them to become someone they are not. He helps teams identify which parts of leadership they are naturally wired for and which parts require them to partner with someone whose genius complements theirs.

If your energy company is full of brilliant technical people who are struggling in leadership roles, Kevin's facilitation will help you stop setting them up to fail.

23. Sophia Rivera

Sophia Rivera facilitates Working Genius for education leadership teams across South Texas and works primarily with school districts serving high-poverty, high-minority student populations. These districts operate under constant pressure to improve outcomes with limited resources, high staff turnover, and community challenges that extend far beyond the classroom. The leadership teams are exhausted, the teachers are burned out, and most professional development feels disconnected from the reality of what the district is actually facing.

Sophia uses Working Genius to help district leadership teams stop adding more initiatives and start finishing the ones they already committed to. Districts serving high-need populations often operate in crisis mode, which means every problem gets treated as urgent and every solution gets launched immediately. The result is 15 half-finished initiatives, a staff that is overwhelmed, and no measurable improvement in student outcomes.

Her sessions are built around this question: If your district could only finish three things this year, what would they be, and who on your leadership team is wired to lead each one? That question forces clarity. It forces the team to stop pretending they can do everything and start making decisions about where to focus. Then she uses Working Genius to assign ownership based on wiring, not based on title or availability.

The outcome she sees consistently: Districts that finish fewer things but finish them well, and teachers who feel supported instead of buried under competing priorities.

If your school district is constantly launching new programmes and never finishing them, Sophia's facilitation will help you focus on what matters and execute with clarity.

24. Anthony Brooks

Anthony Brooks runs Working Genius sessions for leadership teams in the hospitality and tourism industry across Central Texas and understands the specific challenges of managing teams where turnover is high, margins are thin, and customer experience depends on frontline staff operating at their best. Hospitality businesses promote their best servers, cooks, and front desk staff into management roles and then wonder why morale drops and turnover accelerates. The problem is that being great at service does not mean you are wired to lead people.

Anthony uses Working Genius to help hospitality businesses separate service skill from leadership wiring. A server who is great at Galvanising and Enablement will thrive in a role that involves training new staff, creating team energy, and making sure systems run smoothly. A server who is great at Wonder and Discernment will struggle in that same role because they are not wired to coordinate people or close operational loops. The promotion becomes a punishment, and the business loses a great server and gains a struggling manager.

His sessions help hospitality leadership teams:

• Identify which frontline staff are wired for leadership before promoting them, not after.

• Redesign management roles so that they align with the genius of the people in them instead of expecting every manager to do everything.

• Build career pathways for high performers who are great at service but not wired to lead people, so the business can retain talent without forcing everyone into management.

If your hospitality business is promoting great servers into management and watching them fail, Anthony's facilitation will help you stop making that mistake.

25. Grace Lawson

Grace Lawson facilitates Working Genius for leadership teams across the nonprofit arts sector in Texas and works with theaters, museums, galleries, and arts education organisations. Arts nonprofits operate with a specific genius imbalance. They have an abundance of Wonder and Invention and a scarcity of Discernment, Activation, and Tenacity. The result is brilliant programming that runs over budget, misses deadlines, and burns out the one or two people on the team who are trying to keep the organisation financially viable.

Grace uses Working Genius to help arts organisations build operational discipline without killing the creativity that makes the work meaningful. She helps teams identify who is wired to lead the creative vision and who is wired to manage the operations, and then she helps them stop expecting the same person to do both. The artistic director who is strong in Wonder and Invention should not also be managing the budget, coordinating fundraising, and closing grants. That work drains them, they do it poorly, and the organisation suffers.

Her sessions include a role redesign process where arts organisations separate creative leadership from operational leadership and build a team structure where both can thrive without one constantly undermining the other. She also helps organisations identify whether they are missing critical genius and need to hire for it, partner for it, or accept that some kinds of programming are not sustainable given the team they have.

If your arts organisation is creatively brilliant but operationally chaotic, Grace's facilitation will help you build the structure that makes great programming sustainable.

This list represents a cross-section of Working Genius facilitators across Texas who understand that the assessment is not the outcome. The facilitators named here know how to take a team from insight to application, from understanding their wiring to redesigning how work actually gets done. If you are looking for someone who can help your leadership team move past the report and into real operational change, start here.

Your next step is simple. Identify the facilitator whose context matches yours, reach out, and book a session before your calendar fills with another quarter of meetings that do not change anything. If you want help thinking through which facilitator fits your team best, reach out at jonno@consultclarity.org.

Jonno White is a Brisbane-based leadership consultant, keynote speaker, and Certified Working Genius Facilitator. He works with schools, corporates, and nonprofits globally and is the author of Step Up or Step Out. To book a Working Genius session for your leadership team, email jonno@consultclarity.org or visit consultclarity.org.