Rated "Exceeding" or "Superior" on every dimension in client feedback on capital-project workshops.
Framing, alignment and lessons-learned workshops for owner teams on oil, gas and mining projects in Australia and the USA, including more than ten years of workshops inside Woodside Energy.
SIX WORKSHOPS
Choose the workshop by the problem you have
OPPORTUNITY FRAMING
Decide what the project is for, before capital is committed
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A new opportunity needs a roadmap before more money goes in
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Scope keeps shifting, or projects recycle and surprise you at the gate
You leave with: A Framing Report, a One-Page Frame for Executives, agreed success measures, a list of options and a roadmap to the next gate
In the room: sponsor, project lead, functional leads · 8–25 people
Typical length: 2–3 days, or 3-hour virtual blocks
ALIGNMENT
The right people, the right process, one direction
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A new leadership team, project team or sponsor
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Owner and contractor, or JV partners, before a new phase or execution
You leave with: a clear definition of success, shared priorities, clear decision rights and an agreed way forward
In the room: accountable leader and key counterparts · 6–25 people
Typical length: 1–2 days, or two 3-hour blocks
LESSONS LEARNED
Turn experience into something the next project can use
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At a gate, a major milestone or close-out
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The same problems keep recurring and nobody can say why
You leave with: lessons tied to real causes, and actions with owners
In the room: team, client, contractors · 8–25 people
Typical length: half a day to 2 days
STRATEGIC PLANNING
One direction, clear priorities, a plan the leaders own
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The previous plan no longer describes reality
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Too many initiatives and not enough people to deliver them
You leave with: ranked priorities, sequencing and a plan with owners
In the room: leadership team and next level · 6–25 people
Typical length: 1.5–2 days, or three 3-hour blocks
ORGANIZATIONAL SUMMIT
Bring a large organisation into one conversation
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A new strategy, merger or transformation needs people across the organisation behind it
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A complex, cross-organisation challenge that no single team can solve
You leave with: a shared direction, priorities owned across teams, new ideas, and renewed energy and focus
In the room: leaders and teams across functions and levels · large groups
Typical length: 1–2 days
BOARD RETREAT
Time away from the agenda to look at the whole picture
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An annual strategy review, or a major decision on the horizon
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A new chair, new directors or a change in the board’s role
You leave with: agreed strategic priorities, clarity on what the board decides and what management decides, and next steps with owners
In the room: directors, the CEO and selected executives · 6–15 people
Typical length: 1–2 days, often off-site
HOW EVERY WORKSHOP RUNS
Most of the work happens before anyone enters the room
CLARITY SESSION
One hour with the sponsor. We tell you honestly whether a workshop is the right tool.
BEFORE
Stakeholder interviews or a confidential survey, the key documents, an agenda and a pre-read.
DURING
A structured process that brings the real issues into the room and ends in decisions, recommendations or a way forward .
AFTER
Written report within five working days, a sponsor debrief and an optional 30-day check-in.
“The end result was a team that loved what they were doing.”
Hannes Barnard, Risk Manager
“Iwona provided a style and process that allowed all participants to be involved.”
Jarod Monaghan, Project Manager
“The topic of the workshop required Iwona to navigate a diverse range of views and she did so with confidence and diplomacy.”
Laura Kjellgren, Corporate Affairs Manager
START HERE
Tell us about the decision
Pick a time for a one-hour clarity session with Iwona. Nothing to prepare. We will tell you honestly whether a workshop is the right tool.