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.

Paradigm Shifted: How Global Leaders Thrive Through Change

When transformation become a necessity, 85 corporate executives committed to success through working in Executive Growth Circles to learn, co-create and implement culture shift, agile leadership, new business models, digitalization and innovative solutions.

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:

  • Reshaping to meet the needs of the future
  • Reorganizing to ensure serving new stakeholders
  • Developing ways to ensure the organization has the right people, skills and structure for innovative working

Obstacles to Success:  

  • Keeping people motivated to step up, understand where they are and what they need
  • Continuing to engage with positive company culture while cultivating digital practices within the organization
  • Overcoming the impact of Covid-19 on employees and their abilities to perform


How can leadership encourage and engage its employees so they feel valued as the business transitions into the digital space?


  • Scheduling one-on-one meetings to understand individual employee needs
  • Gaining perspective on balancing the demand for in-person office experiences versus working remotely


  • Resolving the digital challenges and making organizational changes to achieve future growth.

Business Need: Gain mid-management commitment to achieve transformation and revenue goals defined by corporate leadership.

Obstacles to Success:

  • Disconnected employees – lacking interest and involvement
  • Separation between strategic planning and day-to-day operations

Challenge: Engaging mid-level managers and employees to gain commitment to new business model.


  • Confidence to move
  • Insights of tools that have assisted other leaders in gaining commitment to change
  • Perspective – to ask more questions, engage team members and empower for long term transformation


  • Greater understanding of the need to change within the team. Increased empowerment of mid-level managers to achieve long term objectives for growth.

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

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


  • Identified under-performers in current team
  • Defined three key roles for future

Reached out to network for potential candidates

Obstacles to Success: 

  • Time needed to manage out under-performers
  • 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’s growth


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


  • On-boarded operations, supply chain and content editor – highly qualified and skilled team members
  • Managed out under-performers in a win/win manner
  • Stronger culture through releasing toxic people (under-performers)

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 broad-scale 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

Kristian Saraundsen BCW

“Insight and perspective of peers who bring diverse perspectives is critical when faced with complex innovation challenges.” 
Siddi Wouters, RaboBank
“EGA membership is more important than ever to get out ‘the box’; gain insight and perspective. This is a highly unique way to understand how others in different countries are dealing with change and innovation.”
Dan Robinson, Hill Medical
“My success in rebuilding the team and increasing revenue and reputation for BCW is due in large part to the insights and support I have gained through my EGA membership.”
Kristian Sarastuen, BCW Nordic
 “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