A two-day process for the decisions that actually shape what happens next. Market entry, an acquisition, succession, the calls too big for a hallway conversation.
Book a Free CallThe Problem
Two days, off site, built around whichever of those decisions is live for your team right now.
Most SME leadership teams handle their biggest decisions the same way they handle everything else, in fragments. A hallway conversation here, a rushed board paper there, a decision that technically got made but that nobody in the room actually agreed to out loud.
That works fine for the small stuff. It doesn't work for the decisions that don't come around twice, whether to enter a new market, how to integrate a business you've just bought, who leads next, or what it actually takes to grow the value of the company before you sell it.
What We Help Teams Decide
Entering a new market
Deciding if, when, and how, before you commit budget and reputation to it.
Resetting the strategy
When the plan that got you here stops being the plan that gets you further.
Integrating an acquisition
The deal's done. The hard part, actually making two teams and two ways of working into one, is just starting.
Preparing for succession
Whether that's handing the business to someone internally or getting it ready for a sale, this decision usually gets made later than it should.
Aligning the leadership team
Sometimes the real problem sits one level up. The team making every other decision hasn't actually agreed on much at all.
Growing the company's valuation
The specific, deliberate moves that make the business worth more, made with the exit or the next raise already in mind.
How We Work
The Retreat
Our core format right now is a two day off-site for the leadership team, built around whichever of the six decisions above is live for you. It runs in three stages: a pre-retreat diagnostic call plus a confidential questionnaire for each leader, so the two days are built around your actual situation and not a generic agenda; the two days themselves, off site, phones down, every session ending in a decision or an action rather than just a discussion; and a written plan with named owners and dates, followed by 30 and 90 day check-ins to keep it alive once everyone's back in their inboxes.
Additional formats are in development, a single working session for a narrower decision, or an ongoing advisory arrangement for a longer running situation like an integration. Ask on the call what fits your situation.
Why Gary
Most people offering this kind of process have never actually made a decision like this themselves. Gary has. He's sat in the room with the board on a £50m transformation that was going sideways, and turned it around. That's peer experience, not a facilitation framework picked up from a course.
What You Leave With
A decision that's actually been made, not just discussed, with a written plan behind it naming who owns what and by when. A leadership team that's said the things that needed saying in the room, rather than in the corridor afterwards. And, for the specific situation you came in with, whether that's a market entry, an integration, or a succession plan, a clear, shared answer to what happens next.
Investment
The retreat format is priced as a flat team fee, not per head, agreed upfront before you commit. For teams of 2 to 5, it's £3,333. Beyond 5 delegates, each additional person adds £750. This covers the diagnostic, the two facilitated days, and the 30/60/90 day follow-up. Venue and travel costs are separate.
Ask on the call for a fixed quote for your team size, your situation, and available dates.
Book a Free CallA Few Questions
Is this just a rebranded team building day?
No. This is built around one specific, high stakes decision your leadership team is facing, market entry, an integration, succession, alignment, or valuation growth. Generic trust-building exercises don't come into it.
Do you only do the two day retreat format?
That's the core format today. If your situation needs something shorter or longer running, say so on the call and we'll work out what fits.
What if the team disagrees once we're in the room?
That's usually exactly why the process exists. Most leadership teams already sense where the disagreement is, they just haven't had the structure or the permission to have it out properly and land on a decision everyone can actually own.