Conbrio offers deep experience in all aspects of change – from strategy to execution, culture to leadership, process improvement to change management.


For more than two decades, Conbrio has been working with organizations in the private, public and not-for-profit sectors to help the people in those organizations overcome obstacles to change. Through the years, Conbrio has worked with both small and large organizations, with top executives and middle managers, with boards of directors and elected and appointed public officials.


The timeline below shows some of the Conbrio highlights over the years.

  • 2002

    Conbrio is started with a focus on strategic planning.

  • 2003

    First strategic plan using graphic facilitation tools.  Plans were for a financial services company and a not-for-profit school and community center.

  • 2004

    First incorporation of scenario planning tools in creating a strategic plan. The project was for a public housing agency.

  • 2005

    First project combining a café-style discussion with technology to facilitate the discussion.  Project involved more than 70 people sitting three to a table with computers at each table to capture comments in real time.

  • 2006

    Use of scenarios for a strategy discussion on real estate for a company with investment funds in the hundreds of millions of dollars.

  • 2007

    Process improvement projects, including change management elements, completed for both a large suburban city and a large real estate company. Change project started for a large suburban Lutheran Church.

  • 2008

    Teambuilding project delivered bringing together team members from Asia, Europe and the U.S. for a Global Fortune 500 company.

  • 2009

    Organizational assessment, including culture, strategic planning and balanced scorecard, for a large governmental agency. Strategic planning project in Honduras delivered entirely in Spanish.

  • 2010

    Conbrio shifted emphasis to focus on change. Under the umbrella of change it subordinated strategy, culture, teaming, process improvement, executive coaching and other elements critical to individual and organizational change.

  • 2011

    Focus group project for the executive committee of the annual fund at a top-tier private university delivered over five sessions. Change project, including strategy, implementation, teaming, culture assessment and other change elements at a construction company.

  • 2012

    Executive coaching for participants in the leadership development program of a large construction company.

  • 2013

    Comprehensive leadership program designed to precipitate change, including scenario planning, leadership, teaming and business development elements and scenario planning, began at a large law firm.