
What It Takes to Run a Great Virtual Meeting
Under the best of circumstances, virtual meetings tend to be less productive than in-person, or than they should be. Read our guidance for best practices to lead engaging and productive virtual meetings.
We are a highly specialized firm whose expertise lies at the intersection of strategy consulting, process and organizational design, and offsite facilitation.
Justin joined Strategic Offsites in July 2017 and has helped with the management and design of projects across multiple industries, including retail, financial services, and fiber/telecommunications. Sample recent work includes:
Before joining Strategic Offsites Justin interned with Stone Pier Capital, a boutique M&A firm located in Pittsburgh. Experience focused on developing detailed research reports on prospective clients and industry trends, mostly in the Energy sector. In 2010 he founded JNB Parts, a small business that resells OEM agriculture and trucking parts. The business generated enough annual revenue to cover the cost of college, and still operates today in Cincinnati.
Justin graduated from Vanderbilt University with a BA in Political Science and a Minor in Corporate Strategy. While there, he spent a year as the Teaching Assistant for the Corporate Strategy course. In addition to typical Teaching Assistant responsibilities, he had the opportunity to teach classes covering specific strategy frameworks and facilitate group exercises.
Under the best of circumstances, virtual meetings tend to be less productive than in-person, or than they should be. Read our guidance for best practices to lead engaging and productive virtual meetings.
Social distancing and travel restrictions have made it difficult, if not impossible, for organizations convene in person. Some controversial conversations need to be had now more than ever, so we need to learn how to do them virtually.
Doing business on Zoom, WebEx, Teams and the like presents many challenges, but what’s been overlooked is that these virtual platforms also give managers an extraordinary set of “superpowers”: the ability to do things in meetings that were either unthinkable or enormously challenging in the old days of conference tables and flip charts.