We create thoughtful spaces for complex work.
We design inclusive, participatory facilitation, retreats, and engagement strategies for environmental organizations. We help teams and communities navigate complexity, rekindle purpose, build stronger relationships, and work more collaboratively towards lasting impact.
Because environmental challenges are rarely just environmental.
Complex challenges are shaped by relationships, histories, institutions, power, assumptions, and the ways we understand our place within larger systems. Our facilitation helps groups slow down and see these connections. Moving beyond immediate symptoms to explore root causes, understand how people may experience the same system differently, and identify where meaningful change is possible.
As an equity-centered practice, we create participatory, context-specific processes rooted in care, accountability, and possibility. We make space for lived experience, cultural difference, multiple ways of knowing, and perspectives historically overlooked or excluded. All while paying attention to who holds power, who participates, and whose knowledge shapes decisions.
The result is a process that helps people listen more deeply, see the system from different vantage points, strengthen relationships, and move toward shared action.
Because the people most impacted hold essential insight into what needs to change.
Ways we can work together
Strategic Facilitation
Meetings, workshops, and multi-session processes that help groups analyze issues, generate ideas, navigate different perspectives, and turn collective insight into decisions and action.
Team Retreats
Purposeful retreats that give teams space to reconnect to purpose, reflect, and align around values and a shared vision.
Community Engagement
Relationship-centered processes that bring communities and partners together to listen, learn, and co-create—making space for those most impacted by injustice.
Systems Change
Facilitated processes that help groups move beyond symptoms to understand root causes, relationships, power, and mental models and identify a path towards change.
Collective Learning
Interactive learning journeys rooted in the belief that anyone can lead. Participants strengthen skills, relationships, and confidence to lead, collaborate, and weave networks.
Your work supports ours, too.
Erekani is building toward a social enterprise model where a portion of our facilitation and consulting work helps sustain accessible, community-centered gatherings that deepen relationships with people and place.
For those who want to geek out on the theory, here’s some of what sits beneath the surface.
Erekani’s practice is informed by systems thinking and systems change, Theory U, Liberatory Design, emergent strategy, decolonial thought, and Conservation Leadership research from the University of Cambridge. Rather than following any one methodology by the book, we draw from these ideas to shape a practice responsive to the people, place, and challenge in front of us.
From systems thinking, we look for patterns, relationships, and leverage points rather than treating challenges in isolation. Theory U brings attention to deep listening, reflection, and the inner conditions from which we lead. Liberatory Design asks us to notice power, challenge assumptions, and design alongside people most impacted by environmental injustices. And emergent strategy, particularly the work of adrienne maree brown, reminds us that relationships, adaptation, experimentation, and how we practice change at small scales matter.
The writings of Robin Wall Kimmerer further inspire an understanding of relationship to place grounded in reciprocity, responsibility, and care. Alongside this, decolonial perspectives invite continued examination of whose knowledge is valued, how power is held, and how histories of colonization continue to shape conservation and environmental work. For Erekani, this is not a box to check or a destination to claim, but an ongoing practice of learning, accountability, and working differently.
Our grounding in Conservation Leadership at Cambridge adds another layer: thinking about leadership across self, others, and systems, while exploring how belonging, place, culture, and context shape relationships with one another and the natural world.
We bring these concepts together with deep curiosity and humility to uncover ways we can connect, care, and contribute while tackling complex challenges.