Joy At Large


pitch pitch pitch


Company Purpose.

Joy At Large offers creative and disciplined facilitation to collaborative teams exploring and solving complex problems. 

"You design and facilitate workshops to help people think more creatively and collaboratively."


Putting Thinking Back into Doing for Leaders


An experiment in learning, unlearning and relearning to make as many people as future-resilient as possible.


Pains of the customer (or their customers):

  • Projects are moving slowly. Risks to the business when important projects fail to gain traction because teams (often unknowing) not aligned.
  • Time costs money. Lots of meetings, little action or decisions made. Large events miss chance to maximise collective intelligence of people in the room.
  • Project/decision stalls. difficult to streamline the competing agenda and resources of multiple teams.
  • Team lack coordination and inspiration to create a shared vision or move a strategic decision forward.
  • Failing to understand the problem you are solving. Jumping straight in, failing to hear rounded perspectives, costly mistake to solve the wrong problem.
  • Failing to find the best quality outcome. Failing to get the most out of your team. The voice of a few. Intellect and creativity of the team are not properly harnessed. 
  • Not consensus, but compromise to get things well thought out and done.
  • Quote about thinking differently set you apart from others...
  • No independent agent in the room to manage the process fairly, poorer buy-in from teams

Outline how customer addresses the issue today:

  • Main sponsor of project or decision (executive, or project lead) pushes their agenda without buy-in
  • Run meetings with an agenda that invites little debate and discussion
  • News about the project gets passed around from team to team, and gets lost
  • One working team spends an enormous effort navigating touch points in the organisation over months to get something done
  • Teams are poorly / not the best prepared they could be for project delivery
  • Ignore their need for process and facilitation, and bear the cost of an under-leveraged meeting opportunity


    Demonstrate your co. value proposition to make the customer life better:

    • Creates an accelerated space and process where teams can fully collaborate 
    • Projects / decisions / strategy are robustly thought through
    • Misalignments are surfaced, discussed, and streamlined
    • Teams gain clarity about the project and own responsibility for its success
    • Teams experience a new way of thinking and problem solving they can use after the workshop(s) is over
    • Sponsors have a clear proposition / roadmap they can present / execute with buy-in from project stakeholders
    • Halo effect. Sponsors and teams undergo a powerful experience that carries with them after the workshop because vision and steps are clear and fair. 

    "If you need to come up with a solution where multiple teams need to contrast positions with different backgrounds, Joy will play an important role to streamline the communication and to keep an objective and creative drive within the work among all participants. Most importantly results are achieved in matter of hours instead of days or even weeks."


    Provide use cases (the kind of projects I want to do):

    "If you need to come up with a solution where multiple teams need to contrast positions with different backgrounds, Joy will play an important role to streamline the communication and to keep an objective and creative drive within the work among all participants.
    Most importantly results are achieved in matter of hours instead of days or even weeks."

    Case Study 1. Sewing a Technical Solution

    Situation. A Tier 1 Bank needs to accelerate an architecture solution for open banking, combining technical and business requirements from multiple teams sitting in silos.
    Solutions. Designed and facilitated a full-day workshop for 20 participants spanning cross-functional teams designed to optimise cross-function interaction, structure discussion, and streamline workflow as a collective group. All participants fully own the final output and are ready to engage in making it happen post-workshop.
    Implementation. Together with client, we developed a process of breakout sessions for teams to build user stories, use physical and visual models, facilitated discussions, and debriefs.
    Results. Visual tools were helpful and intuitive. Session dynamics helped to maintain the energy through the day. Facilitated effective communication which opened agreement on viable solutions. Most importantly, we achieved a solution in hours that would have taken days and weeks without facilitation.

    Case Study 2: Paving the Way for Future Talent

    Situation. A Tier 1 Bank wants to engage with multiple departments to future-proof their Talent Programme: how we develop talent for skill we need in the future? Part to educate participants about new and existing options, and part to synthesise the needs of very different business units to find a suitable solution(s).
    Solution & Implementation. Designed and facilitated a series of highly interactive deep dives, one per business unit, each attended by a group diverse in level, responsibilities, and function. The dives helps units to think about forecasting and acting on future requirements in new ways. The end result is a collection of insights from each unit, and a thorough synthesis across businesses to present back to the Executive Committee.
    Results. The ExCo from the synthesised outcomes of the Deep Dives signs off on new talent development programmes that encourage existing and new talent to work with more agility.

    TBC Case Study 3: Financial Inclusion Jakarta

    Situation. A joint venture between Bill & Melinda Gates, Omidyar Network, and FinTechStage hosts a three-day Financial Inclusion summit for global financial services regulators, financial institutions, and FinTech startups. The aim is to strengthen the ecosystem of players for better quality solutions and collaboration to accelerate Financial Inclusion around the world.
    Solutions. Co-designed a series of workshop activity interspersed during presentations and panels: ecosystem mapping, helping players understand the networks of others in the room, pattern-spotting enablers and inhibitors to Financial Inclusion.
    Implementation. Constructed a physical ecosystem map of the event,

    Other use cases:

    • Conferences, Training, Discussions, Meetings, Off-site gatherings, Presentations, Project and Scenario Planning, Strategic Visioning, Team Building, Workshops, Work Retreats.

    why now.

    Set up the historical evolution of your category

    • In the beginning there was traditional consultancy - solutions were too generic and solved by smart people who did not own or understand the problem
    • MG Taylor created a methodology around the same time methodologies were formed in design-led institutions like [Swedish university]. They were the first to combine learning, architecture, thus psychology, environment to help groups through a discovery/decision process
    • Methods are robust and abstract, very detailed and highly conceptual. High barriers to entry, an exclusive club of people and very expensive to use
    • Meanwhile the rest of the world was caught up by the philosophy and fashion of design thinking, so a 20-year old method began to ride the wave
    • Eventually, design consultancies were winning work a traditional consultancy would do
    • Smaller offshoots of MG Taylor trained consultants started their hybrid brand of consultancy+design
    • Barriers to entry are high: understanding the full methodology which can only be gained through experience and working alongside the team which they are very protective about; for clients it costs heaps of money
    • EY and Capgemini bought licenses to the method they call ASE
    • Design consultancies are very product / services focussed not in collaborative strategies, larger facilitation agencies earn from large workshops and events but are not deep in execution (better on the other end of the scale), and traditional consultancies still copy and paste answers collected from an aggregation of advisers twice removed from the on-the-ground problem
    • Leadership / strategic consulting businesses are technical but not facilitative or trained in harnessing intelligence and knowledge that belongs to a team solving problems
    • Coaching-led facilitation practitioners are 'soft', lend more to the psychology of team building than the complexities of creating a solution and designing content/going deep into knowledge

    Define recent trends that make your solution possible

    • Teams need someone who is adept at content design, facilitation design, and not cost a huge some of money
    • They need someone who can interface quickly with their working team, a "design" interface
    • A full service facilitation team usually has a lead facilitator, process facilitator, scribe, documenter, producer on the ground - this is too heavy and expensive for an intensive workshop that needs the same choreography and design to the knowledge and ideas that being exchanged; synthesised in real time so next steps can be made as informed and on the spot
    • Teams making important decisions but can't justify the cost or the nice-to-haves of a full facilitation team need someone who can cover the intensity of creative decision-making while working pointedly to key outcomes
    • Organisations are becoming aware and respecting the power of knowledge within their teams
    • PLUS graphic facilitation is a trending service because it is a powerful tool for meetings and event: drives engagement, conversations, more importantly outcomes 
    • Traditional sectors are looking for new ways of working and solving problems since i) the known ways are less effective and ii) their competitors are trying new things and iii) macro shifts mean that markets and information are changing too fast to rely on conventional wisdom and top-down decision-making

    market size

    Identify/profile the customer you cater to

    • organisations who realised that how they do work/meet/make decisions/solve problems is no longer effective
    • they have caught on that competitors are trying facilitated methods to successful results
    • leaders facing time pressure who want their stakeholders coordinated, onboard and ready to execute 
    • organisations looking to involve their teams in making an important decision / change

    Calculate the TAM (top down), SAM (bottoms up) and SOM

    • TAM... Financial Services: International banks, scaling FinTech companies, membership-/event-platforms, accelerator programmes;
    • TAM...Non-sector specific: Offsites & Team building, ecosystem building/development
    • SAM...Leaders that feel a decision / activity is important enough to pay for designed and facilitated sessions
    • SAM...Leaders that understand the exponential results designed and facilitated sessions will yield
    • SAM...Leaders in organisational structures that want to "glue" silo's together to get stuff done
    • SAM...Networks that are ready to catalyse their participants to action
    • SOM...Service 
    • SOM...


    List competitors

    • Innovation Arts
    • Independent Facilitators
    • Internal teams with strong facilitators
    • Design agencies
    • Consulting businesses (non-facilitating)
    • L&D specialists delivering team content
    • Free non-profit communities that run projects using light facilitation

    List competitive advantages



    Product line-up (form factor, functionality, features, architecture, intellectual property)

    Development Roadmap

    business model

    Revenue model


    Average account size and/or lifetime value

    Sales & distribution model

    Customer / pipeline list


    Founder & Management

    Board of Directors / Board of Advisors


    P&L  / Balance Sheet / Cash flow/ Cap Table / the deal






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