Executive Growth Circles

EGA members use proven Power of Peers methodology to address real-world challenges, co-create opportunities and scale innovations during Executive Growth Circles.

Through the use of Circles, the world’s most progressive platform uniquely designed for peer learning and collaboration, EGA group members globally can participate globally from home, office, the beach or anywhere.

Prior to each EGC, the catalyst works with one member to prepare the SAC (a Specific Actionable Challenge ie. a challenge or opportunity that a member is facing in the real world which is relevant to the other members). All members receive advance information on the SAC and show up prepared to share their real-world experiences and learnings.

During the two-hour EGC, the Catalyst facilitates the discussion and the solution of the SAC (a real-world issue brought to the circle by a member) and ensures all members leave with a commitment to take action to explore, implement and learn from new approaches prior to the next monthly EGC.

See what they have achieved:
Business Need:  Innovate and build on strong growth in revenue to enhance market position and retailer success through strategic investments and marketing approaches.

Approach: Leverage annual strategic planning process to identify strategic investments and plan new marketing approaches  for the next year.

Obstacles to Success:  

  • Past planning processes led to task list and budget allocation not new ideas
  • Need for creativity and out of the box thinking

Strategic Actionable Challenge:  Apply strategic thinking concepts to gain greater results from the annual strategic planning process.

Gained from EGC: 

  • Proven techniques to approach strategic planning from a new ‘out of the box ways’
  • Insight on power of asking good questions and examples to use
  • Enthusiasm and support for doing things differently


  • Highly successful strategic planning events leading to new ways to approach the market do things differently over the next year.
  • Culture change across organization – asking open ‘big picture’ questions during meetings
  • Organization-wide commitment to innovation through strategic thinking. answer

Building the Team

Business Need:  Hire and develop a sustainable leadership team, allowing founder to drive the business forward through fundraising and strategic leadership.


  • Identified underperformers in current team
  • Defined three key roles for future

Reached out to network for potential candidates

Obstacles to Success: 

  • Time needed to manage out underperformers
  • Limited funding for salaries to attract quality hires
  • Unsure of methods to evaluate candidates

Challenge:  Select and onboard mid/senior level team members to take on daily responsibilities allowing founder to drive company growthgrowth


  • Insight on new ways to address compensation issues
  • Techniques to effectively deal with underperformers
  • Inspiration to step back, consider objectives and plan hires around long term goals.


  • Onboarded operations, supply chain and content editor – highly qualified and skilled team members Managed out underperformers in a win/win manner

Stronger culture through releasing toxic people (underperformers)

Building Global Recovery Plan

Business Need:  Define and prioritize needs and effective ways to implement financial and operational recovery plans for struggling YMCAs.

Approach: Engage local leaders to define unique recovery plan for each area– gaining corporate support.


  • Resistance to change from traditional inside our funding model
  • Selection of YMCA leaders in light of broadscale needs

Specific Actionable Challenge:  How to select regions and prioritize resources while addressing longer term need to change funding model.


  • New perspectives and insights to accelerate mindset change

Proven techniques for selection and prioritization of local need


  • New perspectives and insights to accelerate changing corporate mindset
  • Global leader commitment to definition of new funding model

EGA Delivers Results

Schneider Electric Innovation Leader

 “I leave each Executive Growth Forum with energy, inspiration and action to move forward into the future with confidence and peer support”
Thomas Kohl, LinkMobility
 “By working with real-world cases and sharing our actual learnings (successes and failures) in Executive Growth Circles, we learn ‘real time’ while actively taking initiatives forward.”
Rune Johansen, Technip FMC
 “The EGA is the only place I can really share what doesn’t work with trusted peers – this has been highly instrumental in development as a leader – way more valuable than a course or study group.”
Tara Sticker, ProMed