Facilitation & workshops
Eighteen years of doing it.
Steve builds a space safe enough that people say the real thing, not the thing they think the boss wants to hear. It's the craft underneath everything else he does. The keynotes, the hosting, all of it comes back to getting what matters out of a room.
Why he's good at this
Anyone can run a slide deck at a group. Facilitating is getting a room to do the work itself, and then leave able to do it again without you. That's the bit Steve trained in, and it's the bit that's hard.
Ideas your people can actually use, without watering them down to the point they're worthless.
Comfortable with silence, and won't let the easy answer land just because it's comfortable. That's usually where the real conversation is hiding.
People say what they think, not what the boss wants to hear. Half the job is building a room where that's possible in the first place.
The room leaves with the muscle, not just the moment. If they need Steve again to do the same thing, he hasn't done it properly.
He's not there to be the smartest person in the room. He's there to get the smart out of everyone in it.
No ego, no performing, no watching the clock. The room is the point.The one that matters most
When a session needs a facilitator at short notice, Steve parachutes in. Someone's sick, the agenda moved, or the internal person can't be the one running it. Sometimes with a day's notice. Sometimes with less.
That's the highest trust signal there is in this work. Nobody hands you a room full of their own people, at short notice, with no time to prep you, unless they already know exactly what they're getting.
If your agenda falls over at 9am, it isn't a problem.
Eighteen years in, there's not much a room can throw at him that he hasn't already had.Three ways to use him
Most facilitators only do the first one. Steve runs a learning design studio as well as a stage career, so all three are on the table.
Steve brings the content and runs the room. Two lists, because he'd rather tell you where the edges are than pretend there aren't any.
His rocks. Eighteen years actually doing it
Good enough to be dangerous. Useful in the room, honest about the edges
Best whenYou want a workshop that already works, run by the person who built it.
You've got the session plan and the content. What you need is someone who can genuinely hold the room while it happens. Send it over and Steve runs it. Your material, his craft.
He'll tell you honestly if a subject isn't his to lead. But holding a room is the skill, and that travels across topics.
Best whenThe content is yours but nobody inside the organisation should be the one facilitating it. Board strategy days, restructures, anything where being neutral is the whole point.
This is the Learn Awesome bit, and it's the one nobody else on a speaker roster can offer. Steve designs the workshop, the materials and the facilitator guide. Then your people deliver it, over and over, without him in the room.
Proper learning design, not a slide pack with notes. Built so someone who isn't Steve can run it and it still lands.
Best whenIt needs to run in twelve locations rather than one, or you're building the capability inside your own team rather than renting it.
The ones he already runs
If you'd rather not brief anything, these are built and running. Steve brings the whole thing. Dates and tickets are handled through Learn Awesome Events, or he'll run any of them privately for your team.
Speaking isn't a talent, it's a muscle, and muscles need reps. A training program for people who have to get up in front of a room and would rather not be terrible at it.
A room, a real problem of yours, and something actually working by the end of it. No slides about the future of AI and no capability matrix. Your people build a thing and leave knowing they can do it again on Monday.
None of these fit? Send the brief. Steve has built nine keynotes and a studio's worth of programs from nothing, and building yours costs the same as taking one off the shelf.
How the shape gets built
Whichever of the three you pick, it starts the same way. Steve won't design anything until these are answered, because everything else is downstream of them.
What does your team need to understand by the end that they don't now?
What should they be able to actually do when they walk out?
How do you need them feeling about it, and about each other?
What clients say
"Steve is one of the best I have seen."
Kyla Campbell · CSIRO[ Testimonial ] Someone on a session that got a difficult conversation unstuck.
Name · Organisation[ Testimonial ] A client whose own facilitators are still running something Steve designed.
Name · OrganisationFormats & investment
Indicative only. Design work is scoped separately because it depends entirely on how much gets built and how many people have to be able to run it.
A session, a team day, or one workshop run.
Strategy days, offsites, and anything that needs room to breathe.
Workshop, materials and facilitator guide for your team to deliver.
Tell Steve what the room needs to walk away with, and which of the three ways suits you.
Talk to Steve