By: William Jones
The Sterling Executive Group Inc. is expanding its innovative peer-to-peer model designed to reshape how CEOs and C-suite executives learn from one another. The firm’s virtual, invitation-only network brings together senior leaders to exchange insights, solve problems collaboratively, and strengthen their leadership skills with fewer constraints of geography or traditional hierarchies.
“Peer groups have been around for decades,” says Wayne Cole, CEO and Executive Chair of The Sterling Executive Group. “But the way they are typically structured often limits the depth of conversation and the diversity of thought. We have made a deliberate effort to transform that model.”
Sterling’s groups are entirely virtual. The approach allows executives from across Canada, and potentially beyond, to connect without the significant travel time or logistical challenges.
The virtual format represents a notable shift in both cost and efficiency. While in-person peer groups require significant travel and scheduling commitments, Sterling’s design aims to reduce that time investment substantially, from approximately 120 hours annually, including six workshops, to around 63 hours in total. The difference can reflect the elimination of travel and the more focused, half-day structure that may maintain engagement throughout.
“When you remove the need for travel, you can potentially give members back valuable hours they can reinvest in their own businesses,” Cole explains. “And because the sessions are highly structured, participants can retain more in less time.” The streamlined virtual framework can also lead to a stronger return on investment, not just financially, but in the value members might gain per hour spent learning and collaborating. With the cost of membership often about half that of an in-person model, members can access the same caliber of insights and facilitation while optimizing both time and resources.
Each group is chaired by a seasoned executive, often someone with decades of leadership experience, who facilitates meetings designed to produce genuine value for every participant. “The chair’s job is to guide the discussion, keep it focused, and probe deep enough to uncover the real insights that make these conversations worthwhile,” Cole says.
Meetings are structured into three 55-minute segments, separated by short breaks, a rhythm designed to avoid virtual fatigue. The result, Cole says, is “a setting that may maximize engagement and minimize burnout.”
Beyond the structure, Sterling’s model emphasizes culture. Each group self-governs its membership and dynamic, ensuring trust and accountability remain central. New members can only join by invitation, and acceptance requires unanimous agreement from existing members. “That ownership creates an environment where executives are likely to be deeply invested in the group’s success,” says Cole.
This selective, member-driven format also helps maintain authenticity. When challenges are discussed, members can expect constructive feedback and practical solutions from peers who have faced similar situations. The network’s “push without shove” philosophy encourages candor while maintaining respect.
With 12 executive sessions and up to 12 workshops per year, where members can invite other executives from their company, members also receive one-on-one monthly meetings with their chair to discuss challenges and goals in greater depth.
As the organization expands, it’s exploring opportunities to reach new sectors, including the not-for-profit community. “By changing the model from in-person to virtual, we have opened access to leaders who might not otherwise have the opportunity,” says Cole. “You could be the only executive of your kind in a small community and still have a group of peers across the country who understand your world.”
The Sterling Executive Group offers a practical framework for shared wisdom and growth. Cole says, “The real value of a peer group is in the interchange between members. That’s where transformation can happen.”
