When a group needs a meeting that actually lands.
Board retreats, stakeholder engagement, coalition convenings, team alignment sessions, conflict management, and implementation support for plans that have stalled — designed so the meeting reaches its aim and the work continues afterward.
Talk about your meeting →When something specific needs to happen in a meeting.
Not a full strategic plan — that's a different engagement. This is the work for the moment when you need a single meeting, a focused offsite, or a working session to reach a defined aim. The board needs to make a decision. The team needs to align. The coalition needs to agree on something specific. The plan that's been drifting needs to come back into focus.
These are the meetings where the cost of getting it wrong is high — reputational, financial, relational — and the cost of doing it without a designed process is even higher. I design the process to fit the aim, and I lead the meeting so the aim actually gets reached.
Six kinds of specific meetings.
All built on ToP® methods. All designed around the aim — not pulled from a default kit.
Board retreats
Annual board offsites, governance check-ins, succession planning, mission refreshes, board-staff alignment. Designed so the board leaves with decisions, not more agenda items.
CHIP / CHA convenings
Community Health Improvement Plans and Community Health Assessments. Multi-stakeholder processes with built-in equity considerations and follow-through structures.
Stakeholder engagement
Designed conversations with groups that have a stake in the outcome — community members, partners, funders, employees. Real listening, structured so the input can actually be acted on.
Coalition convenings
Cross-organizational groups working toward a shared aim. Designed so the coalition reaches agreement in the meeting — and the agreement holds the morning after.
Team alignment
For teams that know something is off but can't name what. A designed process to surface what's actually happening, find the structural issue, and rebuild shared agreement on how the team works together.
Conflict management
When the tension in a group is in the way of the work. Structured conversation that names what's happening, holds it safely, and produces movement — not papered-over avoidance.
Implementation support
For plans that are drifting. A working session (or short series) to review what's working, name what's blocking progress, and re-commit to the parts of the plan that still serve the group.
From a conversation to a meeting that lands.
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1
Start with a conversation
Tell me what your group is trying to do, what's getting in the way, and what you need this meeting to produce. If what I do doesn't fit the work, I'll say so — and point you to who might.
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2
Design the process
Every meeting has a named aim before anyone walks in. The methods are chosen to fit the outcome — ORID for the conversations that need shared awareness, Consensus Workshop for the moments that need agreement, scanning for the situations that need shared context.
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3
Lead the meeting
I design the agenda, manage the meeting and group dynamics, and hold the structure so your team can be present to the work instead of trying to run the room.
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4
Hand off the work
Named owners, real timelines, and a written summary of what the group decided — in their own words. The meeting ends; the work continues.
Because the path forward is co-created — not declared — by the people walking it.
If you have a meeting coming up that has to land — or a meeting you've been postponing because you don't know how to run it — the first step is a short conversation about what's at stake.