MMG's methodology transfers across sectors because the underlying problem structure is the same: multiple constraint owners, a coordination gap, and a persistent distance between strategy and field execution.
Eisai Canada
How do you build MRI capacity for a new Alzheimer's therapy when a pharma company has no authority over hospitals, radiologists, or provincial funding policy? Leqembi requires serial MRI monitoring, but Canada's MRI system was already at capacity before the drug arrived. Twenty-eight radiologists, technologists, neurologists, administrators and policy actors worked it through together and produced 19 prioritized recommendations — every survey respondent backed them, and the call to act on them.
Read → GovernmentNOAA — NESDIS
How do you transform a 700-person federal agency when four rounds of strategy documents, McKinsey, and directives from the top have all failed to move anything? NESDIS had been trying to transform itself since 2016 with nothing to show for it. The 24 people MMG convened were deliberately not the senior leaders — and the 18-recommendation strategy they built went straight into the agency's Fall Strategy Meeting, a five-day gathering of 50 senior leaders.
Read → GovernmentNOAA — NESDIS Fire Program
How do you build an integrated national wildfire intelligence system when the agency has $120 million in new funding but no coordinated team and a siloed culture that has repeatedly agreed on priorities and failed to act? MMG convened 26 participants to build the system strategy together. Ninety per cent of National Weather Service forecast offices subscribed to the resulting Next Generation Fire System within months of its release.
Read → GovernmentNOAA — NESDIS Coastal Resilience
How does a federal satellite agency fix the way it serves its own colleagues when it has no authority over any of them — and some have already gone to commercial and European data instead? NESDIS ran three separate prioritization schemes and its partners could not find the coastal priority list at all. Twenty-seven people from four NOAA line offices co-authored and ranked 18 recommendations in three days — starting with collapsing three competing prioritization schemes into one.
Read → Not-for-ProfitHead Injury Rehabilitation Ontario (HIRO)
How does a nonprofit rehabilitation organization step back from sustained crisis mode long enough to build a plan everyone can own — when the crisis is still active? HIRO had quietly drifted from rehabilitation toward custodial care without ever making that trade-off explicitly. Twenty-two staff, from CEO to frontline workers, named the drift out loud and committed to ten prioritized moves — including steering the organization's future before the government did it for them.
Read → Life SciencesBiogen Canada
How does a pharma company move a fragmented, underprepared healthcare system toward readiness for a new therapy when it has no authority to mandate any of it? The neurologists, patient advocates, health administrators, and provincial policy actors who each held a piece of the problem had never been in the same room. Twenty-seven of them worked the problem together for three days and prioritized 18 consensus recommendations — leaving Biogen with an aligned coalition rather than a roster of separately briefed contacts.
Read → GovernmentNOAA Fisheries — OST & OCIO
How do you close the gap between two federal offices designed to function as an integrated engine when bilateral meetings, working groups and direct conversations have not been enough? Scientists across the regional centers had started building their own solutions rather than routing requests through either office. Three days later the room had built and ranked 18 recommendations — and its top three all pointed the same way: shared infrastructure both offices run together.
Read → eCommerceCymax Group
How does a leadership team with four siloed business units, no shared identity, and a $500 million revenue target finally make the hard strategic choices that a 50-person off-site failed to produce? The hard choices kept getting deferred — not because the leadership team lacked intelligence or ambition, but because they were running too fast to step back. In two and a half days the team resolved what Cymax Group actually is, named the growth bets that follow from it, and put an owner on each — the choices the 50-person off-site had deferred.
Read →Mind Meeting Group's direct clients include Biogen Canada, Eisai Canada, NOAA, HIRO, Cymax Group, and Freight Club. The broader portfolio below reflects engagements led or facilitated by Mark McCarvill as a senior facilitator under contract to Syntegrity Group — comparable methodology, standards, and outcomes.
Biogen Canada
Life Sciences
Eisai Canada
Life Sciences
Pfizer Canada
Life Sciences
AstraZeneca Canada
Life Sciences
Novartis
Life Sciences
Amgen
Life Sciences
Bristol-Myers Squibb
Life Sciences
Bank of Montreal
Commercial
NOAA
Government
Alberta Health
Government
Saskatchewan Health
Government
HIRO
Not-for-Profit
Canadian Partnership Against Cancer
Not-for-Profit
Cymax Group
eCommerce
Freight Club
eCommerce
Loblaw Companies
Commercial
If your challenge resembles the engagements above, the next step is a direct conversation.