Co/Lab · 2026

You're who everyone else brings their problems to.

Which is a good thing to be — right up until you need somewhere to bring your own. The job got bigger, and so did the number of people who need something particular from you in every conversation. Co/Lab is six to eight leaders in the same position. One room, once a month, issues that haven't been resolved yet.

Book a 20-minute call with Carrie →No pitch, no follow-up pressure.

The problem

The higher you go, the fewer rooms there are where nothing rides on what you say.

Nobody warns you about this part. It shows up within 18 months of a transition, and it comes out almost word for word the same every time.

Being right isn't the same as getting it done. You used to be able to try something and see what happened. Now a decision lands in someone's org chart, someone's budget, someone's year — and it only moves if a lot of people move with it. That takes months, and for most of them you won't know whether you called it right.

Everyone inside has a stake in your answer. Not because anyone is playing games. Your boss has to evaluate you. Your team needs to see that you know where you're going. Your peers may be your next boss or your next report. Everyone is doing their job — and the effect is that you manage every conversation a little, including the ones you'd rather just think in.

The person who backed you has a stake too. Whoever put you in this seat wants it to work — that's part of why they put you there. They'd probably take the call tonight. It's just that saying you're a year in and still unsure costs something, and you feel the cost before you've finished the sentence.

The people who'd understand are somewhere else. Doing the same job, inside their own organizations, just as careful about who they say it to. You're unlikely to meet them at a conference, and there's no natural reason you'd ever end up in a room together.

In the room

What a peer question sounds like.

There's no checklist. The room does the work. These are the questions that land after someone stops presenting and starts talking, and they're almost never about the strategy.

"What are you hoping nobody asks you about this?"

You've presented this four times. There's a question you've been glad nobody asked.

"What would it cost to be wrong about this?"

The analysis is finished. Somehow the risk came out sounding manageable.

"What would your team say you're getting wrong?"

Two or three of them could answer that in a sentence. None of them is going to volunteer it.

"Who has to change what they're doing for this to work — and have you asked them?"

It's a good plan. It also lands on people who didn't choose it.

"Who do you have to be certain for?"

You've been sure in every room this week. None of them was a room where you could be unsure.

"If you left in a year, what would fall over?"

The honest answer is a short list, and your name is on most of it.

"What is this job asking of you that you never agreed to?"

You've adapted to a lot in eighteen months. Some of it you chose.

How it works

What actually happens in a session.

The structure is old and it works. It comes from the forum model EO and YPO have run for decades — more than twenty thousand founders and CEOs — and Carrie adapted it for leaders inside organizations rather than at the top of them.

01 · Surface

You put a live decision on the table.

Something you haven't decided yet. Not a case study, not a post-mortem. The stakes are current and the outcome is still open, which is the only reason the conversation is worth having.

02 · Examine

The room won't let you off easily.

Expect hard questions: what you're assuming, what you're avoiding, what would have to be true for this to work. People will say what they've lived through and push on the parts you moved past quickly. Nobody tells you what to do. The pressure is toward being honest with yourself, not toward anyone else's answer.

03 · Clarify

You leave with a decision you can defend, an approach you can act on.

Sometimes that means conviction. Sometimes it means you now know exactly what you don't know. You name a 30-day commitment before you go, and the room picks it up next month.

It isn't coaching and it isn't a class. No curriculum, no speaker. A standing room of peers, and a facilitator who keeps it honest.

The room

Who's in the room.

6–8leaders per cohort, chosen for comparable scope and complexity.

1Leader per organization. Nobody in the room competes with you or reports anywhere near you.

12Months of monthly sessions. Long enough that people start calling each other in between.

Fit is about the scope you carry, not the title on your badge.

What it actually asks is that you'll say the unflattering version out loud, in front of peers, before you've worked out how it sounds. Some very good leaders don't want that. This won't work for them.

Leaders on working with Carrie

Better you hear it from them.

“Carrie has a way of connecting with people on a deep level that makes it possible for her to help unstick you when you're in a situation you don't really want to be in.”

Ryan FuchsCOO · Thrivable

“Carrie creates a room where you can put a real decision on the table—not the tidy version—and walk out with a clearer path and the conviction to act on it.”

Mandy MillerBusiness Leader, Level20 · Progressive Insurance

“In our peer forum of founders and business owners, Carrie quickly created trust and guided even the strongest personalities toward clarity and decisive forward progress. She leads with empathy and quiet authority.”

Amanda MayanCEO · MAN Holdings