You have many ideas, but you cannot agree on what to do next.
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Journey Consulting:
When a team needs
01 02 03 04 05 
What Journey
Make decisions
What changed at
Rethinking the
A shorter journey:
How a journey
Discover: agree on
Design: shape the
Mobilize: make room for
Complete: prepare the team
Begin where your team
01 / FIND CLARITYUnderstand
02 / ALIGN DIRECTIONFind shared
03 / KEEP MOVINGSupport change
Strategic planning facilitation,
01 02 03 04 Why bring in an
What a journey
01 / DISCOVERY 02 / RETREATS 03 / LABS 04 / WORKSHOPS 05 / KEYNOTE What is your team
JOURNEY CONSULTING
Journey Consulting:
organizational change,
designed with you
Listen deeply, uncover what is getting in the way, and design a path forward together.
Discovery, strategy, retreats and practical experiments connect shared direction with implementation and learning.
Good for: A turning point, unclear priorities, or change that has stalled.
Discuss your team’s challenge Explore the case studiesA FAMILIAR MOMENT
When a team needs
more than another meeting
Most organizations do not lack ideas. What they lack is a shared direction that people actually own. You may recognize your situation in one of these:
Your team agrees with the strategy, but people are not taking ownership.
A service or program needs redesign, and priorities are unclear.
A change has started and then stalled, and nobody is quite sure why.
Important conversations keep getting postponed, and the same challenges return.
Journey Consulting is how I help a group move from that point to decisions it can carry forward.
JOURNEY CONSULTING
What Journey
Consulting is
Journey Consulting is my consulting process for custom organizational change journeys: discovery, facilitated decisions, alignment, and support for implementation.
It begins with understanding your needs, context, and resources, then designs a process with you. I pay attention to people’s inner experience alongside organizational culture, structure, and implementation. A plan that ignores how people feel about the change, or how they relate to one another, is unlikely to be carried out.
Before we design the agenda, I want to understand who is coming into the room and what they are carrying. We create space for people to arrive fully and hear one another. From there, we can understand the challenge more clearly and shape a way forward together.
THE HUMAN SIDE OF CHANGE
Make decisions
people understand
and can act on.
When concerns stay unspoken, a team can leave a meeting with apparent agreement and very different understandings of what happens next.
I create the conditions for people to listen, speak honestly, and work through differences. We use what emerges to make decisions about priorities, responsibilities, and how the team will work together.
The purpose is practical: bring people’s knowledge and concerns into the decisions, build a direction they understand, and clarify the commitments they will carry into their work.
CASE STUDIES
What changed at
Launch Club
See how discovery and facilitation helped Launch Club rethink its member experience and Vodafone Albania’s leaders practice honest feedback.
LAUNCH CLUB · PROGRAM REDESIGN
Rethinking the
member experience.
Launch Club needed to rethink how its program served members. Together, we developed a more flexible member experience: self-paced milestones, supported by recurring sessions around members’ most important needs.
These were overarching concepts developed together. Launch Club’s team worked out the detailed content, schedule, and delivery.
| Measure | Before | Target | Reported outcome |
|---|---|---|---|
| Member retention duration | 1.2 years | 1.5 years | 1.7 years |
| Net Promoter Score | 65 | 68 | 69 |
| Member satisfaction | 77% | 82% | 86% |
Outcomes reported by Mentor Dida following implementation.
Read the Launch Club case studyHis 8-week facilitation created space for honest conversations and clarity that led to one of our most important organizational pivots.
Jeff WalkerFounder & CEO, Product Launch Formula
you helped influence so much of the change we’re currently moving through!
Ash PorterChief of Staff, Internet Alchemy
VODAFONE ALBANIA
PEOPLE LEADER’S LAB
A shorter journey:
feedback at Vodafone Albania
Not every journey takes months. After a 90-minute leadership keynote in Tirana, Vodafone invited me to support a specific leadership challenge.
Discovery with Vodafone’s team was focused because they brought clear goals and a strong understanding of the organization, and the real challenge emerged there: leaders cared about their relationships, yet that care could make direct feedback feel risky.
Together, we designed the People Leader’s Lab for 103 people leaders: senior leaders on the first day and other people leaders on the second, each group with a full day. It was built around one principle: help people experience honesty as an expression of care.
In follow-up, Vodafone’s team reported that, for the first time, all feedback was submitted before the deadline.
Read the Vodafone Albania case study103people leadersHelp people experience honesty
as an expression of care.
as an expression of care.
THE JOURNEY CONSULTING METHODOLOGY
How a journey
unfolds
What each phase looks like in practice
Every organization brings its own strengths, tensions, and possibilities. These four phases give the work structure while leaving room to respond to what we learn.
The examples below come from my work with Launch Club, Jeff Walker’s program for entrepreneurs, where I guided the team through a redesign of the member experience.
01 / DISCOVER
Discover: agree on
what success means
Discovery is where I listen most. At Launch Club it began with the COO, then conversations with her team. Staff surveys explored challenges, desired outcomes, and opportunities for improvement. Customer surveys asked where the program met, exceeded, or fell short of expectations. Delivery metrics and coach insights added other perspectives.
We translated the findings into measurable “guiding stars.” Ideas now had a shared test: would this help us achieve what we had agreed mattered?
DISCOVER
Understand the need, culture, decision-making, and resources. Hear different perspectives.
The question I kept returning to at Launch Club: what would success look like at the end of this work?02 / DESIGN
Design: shape the
journey together
In Design we decide who takes part, what is in scope, and how the work will run. At Launch Club we formed a change team of around 12 people and identified customers and advisers who could add perspective at key moments. I designed a sequence of team sessions, leadership check-ins, and time to digest what was emerging.
We also made the scope explicit, including what sat outside it. For a team with many ideas, these boundaries helped us stay focused while giving other possibilities a place to wait.
DESIGN
Co-create the journey with stakeholders. Agree on outcomes, milestones, responsibilities, and the resources it needs.
The question for this phase: what are we deliberately choosing not to change?03 / MOBILIZE
Mobilize: make room for
honest conversations
Mobilize is the facilitated work itself: sessions, retreats and practical experiments. Before jumping into ideas, the Launch Club team created community agreements: listen, be authentic, respect different perspectives, and allow time to process. These gave us something to return to when conversations became difficult.
We shaped the emerging insights into four “How might we” questions, refined them with staff and customer input, and generated ideas individually before working in smaller teams. One team explored measurement, delivery, and enrollment. Another explored how the program itself could work. Bringing these perspectives together produced the breakthrough.
After every session, we asked what went well, what could improve, and whom we wanted to appreciate. Leadership check-ins helped us adapt the next session. This is what Digestion and Iteration means in practice: the plan stays responsive to the people doing the work.
MOBILIZE
Facilitate the work. Make time for Digestion and Iteration: reflect with the change team and adapt as we learn.
04 / COMPLETE
Complete: prepare the team
to carry it forward
In Complete we review what happened and what the evidence shows. At Launch Club we mapped the proposed experience, explored affected roles and potential challenges, and planned the transition. That made the remaining questions visible: what needed more evidence, which decisions remained, and how to respond when implementation differed from the plan.
We closed by recognizing each person’s contribution and making commitments to the next chapter.
COMPLETE
Review the experience and evidence. Capture learning, check the direction, and acknowledge people’s contributions.
The question for this phase: who will carry each decision forward, and what do they need to begin?People, structures, and culture are part of the journey. Activities follow the agreed need and scope.
WAYS TO WORK TOGETHER
Begin where your team
needs support.
You may need to understand a problem, agree on a direction, or work through obstacles as change unfolds. We begin with the outcome your team needs and agree on the people, sessions, and support that will help you work toward it.
Understand
the challenge.
A focused discovery process when the need is unclear or people see the situation differently.
Conversations, surveys, and relevant evidence help us identify what needs attention and agree on the next step.
WHAT WE WORK TOWARD
A shared understanding of the challenge, where to focus your effort, and what meaningful progress would look like.
Find shared
direction.
A strategy, team, or program-design journey when people need to work through a pivotal decision.
Strategic planning facilitation helps your team weigh priorities, make choices, and establish responsibility for moving them forward.
WHAT WE WORK TOWARD
Agreed priorities, clear decisions about what to pursue or set aside, and practical next steps with people responsible for carrying them forward.
Support change
as it unfolds.
An ongoing partnership when the work needs time to take shape.
Facilitated check-ins, reflection, and practical experiments help the team address obstacles and adapt during implementation.
WHAT WE WORK TOWARD
Visible progress, obstacles addressed early, and a team better able to adjust its plans and keep the work moving.
STRATEGIC PLANNING FACILITATION
Strategic planning facilitation,
as part of a journey
Strategy work can be where a journey starts. A leadership team may need to agree on priorities, make a strategic choice, or turn a strategy everyone agrees with into something people actually own.
Strategic planning facilitation is how I support that work within Journey Consulting, through facilitated decisions, alignment, and support for implementation. It can include:
discovery: understanding the need, culture, decision-making, and resources, and hearing different perspectives;
facilitated sessions or a strategy retreat where the group weighs priorities and makes decisions;
designing the journey with stakeholders: agreeing outcomes, milestones, responsibilities, and the resources it needs;
support for implementation, with time to reflect with the change team and adapt as we learn.
I do not bring pre-packaged solutions. My facilitation helps people bring their perspectives into shared priorities and decisions, and we document the agreed priorities, next steps, and owners.
AN OUTSIDE FACILITATOR
Why bring in an
outside facilitator
When a leader runs the process, the leader’s view tends to shape the conversation, and the leader cannot fully take part.
My role is to hold the process so that everyone, including the leaders, can contribute, disagree honestly, and decide together. The direction comes from the people who will carry it.
FROM THE EXPERIENCE MENU
What a journey
can include
A journey draws on whatever the need calls for, from The Experience Menu:
Discovery conversations and surveys
Leadership and strategy retreats
Collective Intelligence Labs
for challenges that need many perspectives
Workshops on feedback, communication or storytelling
A keynote
to open the conversation with a wider group
What does a facilitator do in a change journey?
A facilitator designs and holds the process a group uses to think and decide together, so the people in the room can focus on the substance. In Journey Consulting, that means listening in discovery, designing the journey with your stakeholders, facilitating the sessions, and helping the team review what it learned. I bring the process. Your team brings its knowledge of the work and owns the decisions. At Launch Club, the team then developed the detailed program and brought it to life.
How is this different from a workshop or retreat?
A workshop or retreat can be part of the journey. Journey Consulting connects that experience with discovery beforehand and agreed next steps afterward. The format follows the need.
What is the role of a facilitator in strategic planning?
Strategy is one part of a journey, alongside discovery, retreats and practical experiments. My role is to help people bring their perspectives into shared priorities and decisions, and to make sure those decisions have owners and a plan for what still needs more evidence. The strategy itself belongs to your team, because your team is the one that will carry it.
How do you get a team to take ownership of a change?
By involving people in shaping the direction they will carry. A journey hears different perspectives in Discover, creates the journey with stakeholders in Design, and in Complete reviews the experience and evidence and checks the direction together. At Launch Club, a change team of around 12 people shaped the new member experience.
How much does a strategic planning facilitator cost?
There is no standard price, because scope varies so much: a one-week sprint and a six-month partnership are very different pieces of work. I propose each journey on its own scope. What shapes it is the length of the work, how many sessions and people are involved, how much discovery is needed, the support needed between sessions, and whether sessions run in person or online. Tell me your timing and budget context and I will propose an option.
How long does a journey take?
From a focused sprint to an ongoing partnership, depending on the scope we agree. Cadence and participant time are agreed together, so the work fits around the people doing it.
What if we are not sure what we need yet?
That is where we begin. We can explore what is happening, what you have already tried, and what you hope will change. You do not need a finished brief to start a conversation.
Can the work happen online?
Yes. Journeys can run in person, online or hybrid. From November 2026 through April 2027 I am not travelling, and online delivery is available throughout that period.
What happens after the journey ends?
Complete reviews the experience and evidence, captures learning, checks the direction, and acknowledges people’s contributions. The Experience Menu runs from a focused sprint to an ongoing partnership, so the work can continue if that helps.
LET’S FIND THE NEXT STEP
What is your team
working through?
Tell me where things stand and what you hope could be different. Let’s design the right experience.
We’ll explore what support would be useful and whether working together makes sense.