Meet the Team
TeamWeave is guided by practitioners who combine organisational experience with a long-standing commitment to human-centred ways of working.
Stephen Cole
Founder and Coach, TeamWeave
Stephen built his previous business, Integral Consulting Engineers, using the human-centred practices that now form the foundations of TeamWeave. After experiencing their impact firsthand, he created TeamWeave to support more organisations to develop healthier, more connected ways of working.
He brings more than 20 years of experience with check-ins, men’s work and human-centred group facilitation. His work is grounded in a deep appreciation for human potential and the capacities we need to meet the challenges facing modern workplaces.
You can watch Stephen share more about his journey in this short video.
Janine Beck
Coach, TeamWeave
Janine has 25 years of consulting experience across systems and technology development, knowledge management, and training, working with a wide range of organisations. She was an early participant in the Teal Organizations community in Europe and has guided hundreds of individuals through transformational inner work.
Janine is passionate about creating environments that support authentic connection and help organisations evolve toward more conscious and collaborative ways of working.
Where TeamWeave Came From
Hear the founder Stephen Cole share the inspiration behind TeamWeave.
Solid Foundations: Building on Real-World Success
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While TeamWeave is new, its foundations come from lived practice and experience.
Founder Stephen Cole has taken part in more than 600 check-ins over the past 20 years and has led over 180 of them, in both work and personal contexts. These experiences have contributed to a deep understanding of how human-centred practices strengthen trust, communication and team culture.
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Stephen applied these approaches in his previous business, Integral Consulting Engineers.
During the three years that the business was actively growing (2021–2023), it expanded from one person to a team of six, and returned an average net profit of 9.2%of revenue each year, in addition to his professional wage. This was a healthy and sustainable outcome for a small Australian engineering consultancy, especially while learning and implementing a new way of working.
Over the same period, the business also paid a staff profit share averaging 14.7% of base salary each year. While profit sharing is not necessary for developing a check-in culture, it helps to show that this human-centred way of working can also be financially sustainable.
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The check-in process was a central part of the environment at Integral Consulting Engineers.
As outlined in the free guide, check-ins help develop the human skills that underpin effective teamwork, including listening, authentic communication, presence, empathy and leadership. These are early indicators of stronger team capability.
Check-ins also help build the cultural foundations needed for great teamwork, such as trust, psychological safety, connection and belonging.
These skills and cultural qualities support improvements in engagement, collaboration, performance and job satisfaction. As they take root they can flow into broader business outcomes including productivity, client satisfaction, retention and quality of work.
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TeamWeave draws on many years of lived practice with teams and group processes, including extensive experience with team check-ins.
Through this experience, we’ve learned not only what helps build trust, connection and performance, but also what can get in the way. Practices like check-ins can fall flat, feel forced, or even create tension if they’re introduced without care, skill or the right conditions.
TeamWeave builds on these lessons by supporting teams to establish check-ins in a grounded and appropriate way for their context.
From there, teams can choose whether and how they want to extend the skills and cultural qualities that develop through team check-ins into everyday work, leadership and decision-making - at a pace that feels right for them.