Client Testimonials

Latent Team Value. Unleashed.

Four executives from the same leadership team describe what changed, in their own words, followed by a second leadership team on its way out of a two-day offsite. No case study gloss. Just the people who were in the room on what the work was actually worth.

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One Team, Four Perspectives

The Whole Leadership Team Agreed on What Changed

Most testimonials come from the one person who championed the work. These four sit on the same executive team, and each of them had a different reason to doubt it was worth the time.

The CHRO was watching the team dynamics. The CEO and the COO were watching the business outcomes. The CFO was watching the clock and the budget. Four vantage points, one conclusion.

Listen for what they don't say. Nobody describes a nice offsite. They describe a team that decides, challenges, and delivers differently now.

In Their Own Words

What the Work Was Actually Worth

Each conversation runs for under two minutes. Start anywhere.

Kathy Johnson

CHRO, EDP

From a Dysfunctional Team to a Cohesive One

Kathy explains how a leadership group that struggled to work together became a strong, cohesive team, and what changed in the way they talk, decide, and hold each other to account.

“We are really swimming as a team all in the same direction.”

Tom Knauff

CEO, EDP

Accelerated and Elevated Business Results

Tom shares how the work moved beyond team dynamics and into the numbers, accelerating and elevating the business results the leadership team was accountable for.

“They really helped us define the core problems, root them out, work together better as a team.”

Boyd McGathey

COO, EDP

Business Objectives, Exceeded

Boyd describes how a more aligned and accountable leadership team went on to exceed the business objectives it had set for itself.

“The team has evolved, and we're now much more cohesive. We've exceeded our objectives for the sessions.”

John Casper

CFO, EDP

A Team That Embraced the Work

John talks about how the team came to embrace the sessions, and why the honest conversations they made possible were worth the time invested.

“I've been really excited with the performance and some of the breakthroughs.”

Beyond One Client

More Companies, Same Shifts

Different industries, different triggers, the same three shifts. Each company below is a short story: what brought them in, what they bought, and what their people said on the way out.

Fox Factory

The trigger: A new structure and a five-year plan, with a leadership team that had never sat down together and agreed on one direction.
What they bought: Leadership Team Offsite
The full story: Read the Fox Factory case study

Leadership Team, Fox Factory

The Most Efficient Decision Making

“This was really the most efficient decision-making that I have seen in a long time at this management group level.”

Leadership Team, Fox Factory

Restructuring Without the Emotion

“They put a format in place that broke down barriers, took the emotional and the personal out of the situation, and let us concentrate on the task at hand.”

Leadership Team, Fox Factory

From a Two to a Four or Five

“I came in pretty sceptical, not sure what I was walking into, and I am coming out embracing the opportunity and the tools we have been given.”

Leadership Team, Fox Factory

A Singular Vision, Finally Agreed

“To come away with a unified approach we had never all sat down and agreed on before gives us clarity and gives us focus.”

Leadership Team, Fox Factory

People First, Job Titles Second

“We all connected as people more so than our job titles, and that human connection turned into a commitment from everyone to work together.”

Leadership Team, Fox Factory

The Most Productive Meeting in Five

“Totally different from anything we have done before, and by far the most productive corporate meeting we have had.”

Leadership Team, Fox Factory

Solutions the Whole Team Owns

“We were able to work through and find solutions with the entire team, and it is something we will keep working on for a long time.”

Leadership Team, Fox Factory

Pushing in the Same Direction

“It was really important to connect as a group, figure out how we can work better together, and realise we are all pushing in the same direction.”

Leadership Team, Fox Factory

Ready to Grow the Company

“Had an awesome time, and really looking forward to the things we need to address and to growing the company.”

Leadership Team, Fox Factory

Motivated for the Year Ahead

“Enjoyed meeting everybody here at the event in Santa Cruz, and totally motivated for the year.”

Leadership Team, Fox Factory

Growth in Relationships

“We saw a lot of growth in relationships over the last couple of days, and everyone is pushing forward into the future.”

T-Mobile

The trigger: National organizations run in separate verticals, with a divisional leadership team that rarely got the chance to work a hard problem together.
What they bought: Custom Enterprise Experience
The full story: Read the T-Mobile case study

Dave Bezzant

Vice President, T-Mobile for Government

Hard Topics, Handled as a Team

“Today we took real business issues and hard topics and we candidly and eloquently worked as a team to help solve some of the most critical items.”

Darin Jorgensen

Director of Enterprise Sales, West, T-Mobile for Business

Comfortable With the Uncomfortable

“What we saw was a lot more of people being comfortable with things that would have been uncomfortable before.”

Cheryl Keeler

Accountability and Peer Coaching

“The teams are starting to work together in a way that is superior to any other way they have done before. We are holding each other accountable. I am seeing peer-to-peer coaching.”

Michelle Worley

Real Issues, Discussed With Respect

“We are learning so much more about each other, and are really able to talk about real business issues with candor and with respect and with collaboration.”

John Plotz

Action Items That Come Back

“We walk away with action items and then come back to the table, review, see our progress, not just in what we are doing for our business but what we are doing as a team.”

Roopi Crowley

Everyone Leaves With a Piece

“Each of us has a piece, four takeaways from this week's session, and each has to deliver in the next two to three weeks to help us with our number.”

What They Describe

The Same Three Shifts, Every Time

A divided leadership team at EDP and a restructure at Fox Factory. Different companies, different triggers, and the people involved describe the same three things.

01

Cohesion replaces friction

Leadership teams that were pulling in different directions start working as one.

02

Decisions stay decided

Honest challenge in the room means fewer reopened debates and less drift afterwards.

03

Results move, not just morale

The shift shows up in the business objectives the team is accountable for.

See Where Your Team Stands

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