Corporate workshops

For: Boards of Directors (Private & Non-Profit), Founders, and Executive Committees.

Duration: 2 Hours (Also available as a Half-Day Retreat).

The Reality: A board at war with itself—or with its CEO—cannot govern effectively. "You can’t steer the ship if you’re fighting over the wheel."

Conflicts at the board level arise from lack of alignment. Difficult topics are avoided or ignored; strategic debates can devolve into power struggles; or the board composition itself may not, as a structural matter, align with the current direction of the business.

When these problems arise, decision-making stalls, confidence erodes, and the company becomes vulnerable.

The Solution: This is not a "training" session; it is a strategic intervention. We provide a neutral, confidential environment to reset the rules of engagement.

As a third-party neutral, we facilitate the conversations that are too risky to have without a safety net, moving the board from personal grievance to professional governance.

In the 2 hour session, the first hour is dedicated to listening at the board level, with the second hour focused on discussing concrete proposal to move forward.

In the half day session (approximately 5 hours), we meet with each board member individually and confidentially before structuring a concrete proposal to move forward.

Outcome: A "re-contracted" relationship between the Board with a clear framework for decision-making and a unified strategic voice.

Conflict Competence for Diverse Teams

For: HR Directors, Team Leads, and People Managers.

Duration: 2 Hours.

Formats: Available as a small group intensive or large group masterclass.

The Reality: Diverse workforces require specific organizational tools to manage and resolve conflict. Managers must have the tools needed to identify and manage team conflicts before they spiral out of control, or end up in company lawsuits. Corporate policies need to have clear mechanisms for addressing conflict. Finally, employees themselves must feel empowered to raise difficult issues with supervisors without fear of possible company retaliation.

Choose Your Format:

• Option A: Small Group (Up to 20 Participants)

  • Best for: HR Directors, Team Leads, and People Managers

  • Deliverable: A 2-hour training dedicated to conflict resolution best practice with instructions for implementing appropriate company policies

• Option B: Large Group (Up to 100 Participants)

  • Best for: Department-wide training, Town Halls, or Company Off-sites.

  • Style: Lecture-based learning. Focuses on high-level frameworks, audience Q&A, and establishing a company-wide "Conflict Culture."

What We Cover:

• 1. Conflict Resolution for Managers. Roles and responsibilities for managers in addressing internal conflicts and disputes

• 2. Appropriate Policies: Practical examples of essential company policies that can ensure that disputes are directed towards the right procedures so that they can subject to internal dispute resolution.

• 3. Employee Empowerment: Roles and responsibilities of employees themselves in addressing conflicts in the workplace. Providing safe working environments so that employees can raise difficult issues without fear of retaliation.

Outcome: A workforce that spends less time on drama and more time on delivery.

For: VPs of Operations, Corporate Officers, In-House Counsel.

Duration: 2 Hours

The Reality: Agreements between business partners in different countries can aggravate traditional breach of contract claims, particularly with respect to vague terms or unclear deliverables.

When communication gaps widen, contracts fail, and costly arbitration follows.

What We Cover:

• 1. Conflict resolution clauses: How to draft conflict resolution clauses that will be largely agreeable in an international business context, and considerations on choice of law.

• 2. When mediation or ENE makes sense over arbitration: Resolving a dispute through informal procedures is quite possible in many circumstances. We discuss the factors when mediation or ENE could help avoid costly arbitration or litigation.

• 3. What arbitrators want to hear: if arbitration is inevitable, we discuss what arguments are convincing to arbitrators, what they typically want to see in the record, and how to navigate an unknown jurisdiction.

Outcome: Your team will gain a toolkit for managing cross-border friction, resulting in more resilient vendor relationships and a significant reduction in external legal spend.

For: Founders, C-Suite Executives, and In-House Legal Counsel of non-US companies

Duration: 2 Hours

The Reality: Doing business with US partners offers immense scale, but it comes with a specific risk: the US American legal system.

For non-US companies, the threat of US litigation—with its aggressive discovery processes, jury trials, and exorbitant costs—can be paralyzing.

What We Cover:

• 1. Litigation in the US. A basic overview of the US legal system, litigation finance, and how US companies (particularly large companies) utilize US legal processes to their advantage.

• 2. US Discovery Understanding the scope of US-style discovery in litigation, one of the chief causes of litigation expense, including the use of expert witnesses in discovery.

• 3. Decoding a US legal demand letter. How to distinguish between "posturing" and baseless threats (which are common) and a genuine legal threat.

• 4. Alternative Paths. How to steer US partners toward mediation or early neutral evaluation (ENE) effectively, keeping the dispute private and relatively manageable.

Outcome: Your team will leave with a "Crisis Playbook" for US disputes.