Most business roundtables aren’t worth the calendar invite.

I’ve seen it firsthand. I’ve facilitated hundreds of these conversations around the world for tech communities, growth-stage companies, and Fortune 500 enterprises. Too often, what’s labeled a “roundtable” ends up as:

• a glorified networking breakfast,

• a few loud voices dominating the room,

• or a panel discussion masquerading as peer dialogue.

And here’s the kicker: CEOs walk away thinking, “That was fine, but did it really move the needle?”

Here’s the truth: a well-designed CEO roundtable or executive roundtable can transform your decision-making, accelerate growth, and help you avoid costly mistakes. But most don’t get the structure, facilitation, or trust-building right.

This guide is your playbook for building or attending a roundtable that actually works.

Business roundtables have gained popularity as a way for leaders to learn from each other, tackle challenges collaboratively, and grow their companies. This guide answers common questions about business and executive roundtables – what they are, how they work, who they’re for, and how to get the most value from them. We’ll also compare roundtables to other forums (like mastermind groups and panels), discuss logistics like cost and meeting format, and outline best practices for running an effective CEO roundtable.

Whether you’re a CEO considering joining a peer roundtable or an organizer looking to start one, read on for a deep dive into this powerful leadership tool.

What is a Business Roundtable?

Most leaders hear “business roundtable” and picture a coffee club or policy think tank. That misunderstanding costs CEOs the chance to tap into one of the most powerful leadership development tools available.

A true business roundtable is a structured peer advisory forum. It’s 8–12 leaders coming together in a confidential setting to wrestle with real challenges, share hard-earned lessons, and sharpen each other’s thinking.

As Harvard Business Review reported in 2020: “CEOs who regularly engage in peer forums report higher confidence in decision-making and greater resilience during downturns.”

Done right, a roundtable becomes your personal board of advisors with people who have no agenda other than helping you succeed.

A business roundtable is essentially a structured forum where business leaders meet regularly to discuss their challenges, exchange insights, and support each other’s growth.

Unlike a typical conference or networking event, a roundtable is a peer-to-peer discussion group (often composed of CEOs, entrepreneurs, or senior executives) that focuses on in-depth dialogue and problem-solving. Every participant is encouraged to contribute, creating a rich environment of shared learning and trust. As one source describes, executive roundtables are “structured, peer-to-peer forums where business leaders meet regularly to discuss challenges, share experiences, and explore solutions to common problems,” emphasizing collaborative discussion and lasting relationships rather than formal presentations.

In short, a business roundtable acts like a “personal board of directors” for its members, allowing them to tap into the collective wisdom of peers in a confidential setting.

How does a business roundtable work?

If you’ve been to a roundtable that felt like a panel discussion, you’ve seen it done wrong.

Here’s how the best ones actually work:

1. Curated group: 8–12 leaders of similar stage, but no competitors.

2. Facilitated structure: no rambling, no sales pitches, no egos.

3. Problem-driven agendas: real challenges, not surface-level updates.

At Powderkeg, our roundtables follow a rhythm:

• quick check-ins,

• two or three members in the “hot seat” with a pressing issue,

• collective problem-solving (experience-sharing, not advice-giving),

Chief Executive Group found that CEOs in peer groups grew revenue 2.5x faster and had double the profit margins compared to peers. That’s not luck. It’s structure.

Business roundtables often operate as peer advisory groups with regular meetings and a guided format. A group of executives (often from non-competing companies) is brought together, and meetings are usually facilitated by an experienced moderator. The sessions are often held monthly (or at another steady interval) and may last a few hours each.

In each meeting, members candidly discuss real business issues they’re facing – for example, strategizing growth plans, handling personnel challenges, or navigating market changes – and receive feedback or advice from the group. There is a strong norm of confidentiality and openness, so participants can share sensitive issues knowing it “stays in the room.”

A roundtable meeting might include structured segments such as: updates or check-ins from each member, one or more members presenting a pressing challenge (“hot seat” style), group brainstorming to solve those problems, and sharing of best practices or learning resources. According to one state-sponsored CEO roundtable program, these gatherings are “problem-solving sessions” in which peers explore issues important to their businesses in a trusting, collaborative environment.

Meetings are often facilitated by someone (perhaps a former executive or professional facilitator) who keeps the discussion on track and ensures everyone has a chance to speak. Crucially, roundtables rely on peer learning and support. Members both give and receive advice. The structure is meant to be efficient and focused: rather than a casual chat, it’s a dedicated time to work on the business (not just in it) by leveraging collective insight. Between meetings, members may stay in touch or work on agreed action items.

Overall, a business roundtable works by creating a regular, safe forum where executives help each other tackle challenges, test ideas, and make better decisions through shared experience.

How to Get the Most Out of a Business Roundtable

Plenty of executives join a roundtable and walk away disappointed — not because the format doesn’t work, but because they didn’t know how to make it work for them. They treated it like a lecture instead of a conversation.

The truth? The value of a roundtable is directly proportional to what you put in. When you show up prepared, engaged, and willing to both share and learn, you’ll unlock insights you can’t get anywhere else.

A roundtable is an investment of your time (and often money, if it’s part of a conference or membership), so it pays to be intentional about how you engage.

Here are strategies to ensure you get the most out of a roundtable as a participant:

1. Go into your roundtable with clear objectives.

Ask yourself what you want to learn or accomplish by the end of the discussion. Is there a particular challenge you’re hoping to find solutions for? A new perspective you wish to gain? Having a personal goal focuses your listening and contributions. For example, you might think, “I want to discover at least two new marketing tactics I could apply to my business,” or “I’m hoping to understand how others are handling remote team management.” With clear objectives, you can steer your participation toward those aims (such as directing a question to someone who mentioned a relevant experience).

2. Do your homework on the topic(s).

Don’t walk into the roundtable cold. If the topic or theme is known in advance (and it usually is), spend a little time preparing. Review the agenda or description provided by the organizer.

If possible, find out who the other participants are and their backgrounds, so you can tailor questions or insights accordingly. Jot down what you already know about the topic and list a few questions or gaps in your knowledge. Prioritize these questions by relevance to your situation. By preparing in this way, you’ll be ready to contribute meaningfully and won’t waste time during the session trying to recall basic information. Plus, if the conversation stalls, you’ll have thoughtful questions ready to keep it moving.

3. Be an active participant, not a passive observer.

The value of a roundtable comes from engagement. Don’t make the mistake of treating it like a lecture – you’ll miss the opportunity to shape the dialogue and get personalized insight. Speak up early in the discussion with a question or perspective. This helps overcome any initial hesitance you might have and signals to others that you’re engaged.

It can be as simple as, “One challenge we’ve faced with XYZ is ___. Has anyone here found a good solution for that?” Often the sooner you contribute, the more comfortable you’ll feel to continue doing so. Remember, “you paid to be at this event. Get your money’s worth by being an active participant.” Participation also means listening actively when others speak – nodding, taking notes, asking follow-up questions. Active listening will both help you absorb more information and encourage the speaker (people can tell when others are interested).

4. Respect the roundtable group dynamic (share the air).

While you should contribute, also be mindful not to dominate. A good roundtable is a balanced conversation, like a potluck where everyone brings something. Speak up with substance, but keep your comments reasonably concise so others can chime in. Encourage others by building on someone’s point (“I agree with Sarah’s point about supply chain issues – we saw something similar, and in our case…”) or by directly inviting quieter members to share (“I’d love to hear if anyone from a nonprofit has a different take on this”).

When everyone participates, the discussion becomes richer. And if someone else is monopolizing the time, it’s okay to politely interject with a segue or look to the moderator to step in. The moderator is there to ensure everyone’s voice is heard on an equal footing, so you can count on them to manage an overly talkative participant. Your role as a participant is to contribute and create space for others to do the same.

5. Network and build relationships.

One of the biggest benefits of roundtables is the connections you make. Take advantage of the small group setting to network with your peers. In the discussion, you’ll naturally identify who has insights or experiences relevant to you – make a note of those individuals. When the roundtable ends (or during a break, if there is one), exchange contact information or connect via LinkedIn.

Don’t be shy about following up after the event with a thank-you note or a request to continue the conversation one-on-one. For instance, if another participant shared a particularly useful strategy, you might reach out later: “Your comments on hiring remote talent were really helpful – would you be open to a brief call so I can learn more about how you implemented that?” Most people are very receptive to follow-ups, especially after bonding in a roundtable. Also, if the organizer provides a list of participants or a forum for continued discussion, make use of it. Networking through roundtables can lead to ongoing peer support or even business opportunities down the line.

6. Take notes and capture takeaways.

In the heat of a lively discussion, it’s easy to forget specifics later. Jot down key points, resources mentioned, or any ideas that strike you during the conversation. If you prefer not to be heads-down writing during the session, at least write a quick summary for yourself immediately afterward.

Note the 2-3 most valuable insights you gained and any action items you want to pursue. These notes will be gold when you’re back at your office trying to recall “what was that great suggestion John made?” Additionally, consider sharing your takeaways with your team or boss if appropriate. It demonstrates the value of your participation and helps cement the knowledge in your own mind.

By following these approaches (preparing beforehand, engaging fully during, and following up after) you will maximize the benefits of the roundtable. As one conference attendee advised, “Make the most of your time at the event, even during breaks, by taking notes, connecting with folks on the spot… however you prepare, get the most out of your experience.” A roundtable can be an incredibly rich learning experience, but you get out what you put in. So lean in, be curious, share generously, and you’ll find the roundtable pays dividends in new insights, solutions, and professional relationships

Business Roundtable Best Practices for Participating

Here’s the harsh truth: most people think they can wing it. They show up late, check their phone, toss in a vague comment or two, and wonder why they got nothing out of the session. A roundtable only works if participants bring their A-game.

The good news is that with a few simple best practices, you can stand out as a high-value contributor (and earn ten times more value in return).

Participating in a roundtable can be a bit different from other professional meetings. Here are some best practices for participants to ensure the discussion is fruitful and enjoyable for everyone:

• Come Prepared for the Roundtable: Before the roundtable, read any materials or agenda the organizer provided. Research the topic so you understand the basics and recent developments. Jot down a few talking points or questions you’d like to raise. Preparation boosts your confidence and allows you to contribute more effectively.

• Be Punctual and Present: Show up on time (or a few minutes early if it’s virtual, to test your tech). Once the discussion begins, give it your full attention. Put your phone on silent and resist the urge to multitask. Active presence means not only speaking up but also listening closely to others. It’s called a discussion for a reason – engagement is key.

• Introduce Yourself Briefly: When it’s your turn to introduce yourself or speak for the first time, be succinct but clear about who you are and your perspective. For example: “Hi, I’m Jane Smith, CFO of ABC Corp. I’m here because we’re exploring new forecasting methods, and I’m eager to learn what others are doing.” A concise intro provides context for your comments and helps others understand your background.

• Respect Turn-Taking: Wait for appropriate openings to speak. If the moderator has set a structure (like going around the table), follow that. Avoid interrupting others. If you do accidentally overlap (happens in lively conversations), yield and apologize: “Sorry – please continue your point.” Maintain a courteous tone even if you disagree with someone. Disagree with ideas, not personal attacks. Phrases like “I see it a bit differently, because…” or “That hasn’t been my experience, instead I’ve found…” keep the tone respectful.

• Contribute Constructively: Aim to add value whenever you speak. Stay on topic and be concise – make your point clearly and back it up with a quick example or reasoning. It’s fine to bring notes or data if relevant, but don’t turn your speaking turn into a monologue or formal presentation. In a roundtable, conversational contributions work best. Also, ask questions of others to invite their input – open-ended questions (“How have you handled…?”) foster more discussion than yes/no questions.

• Listen Actively: When others speak, listen as intently as you’d like to be heard. Active listening signals include nodding, maintaining eye contact (on video, look at the camera or screen), and giving visual or verbal cues (“That makes sense,” “Good point,” etc.). If something isn’t clear, it’s fine to ask a quick clarifying question. By listening well, you’ll be able to refer back to others’ points (“As Maria mentioned earlier…”) which shows respect and helps build on ideas.

• Mind the Clock: In many roundtables, time is limited. Be aware of how much time remains and adjust your participation accordingly. For instance, if it’s a 60-minute session and half the time is gone, make sure any burning question you have gets asked soon. Conversely, if it’s nearly closing time and you’ve already spoken a lot, consider stepping back to allow others a final word. The moderator will handle timing, but being self-aware helps the whole group.

• Follow the Roundtable Moderator’s Lead: A good moderator might set interaction guidelines, like using hand signals, raising your hand in the video chat, or simply jumping in when there’s a pause. Follow whatever format is set to avoid chaos. If the moderator cuts in to move to the next topic or to let someone else speak, yield gracefully. They have the tough job of keeping things balanced and on schedule.

• Keep an Open Mind: You might hear ideas that challenge your assumptions. That’s a key benefit of roundtables – exposure to new perspectives. Instead of reflexively countering an unfamiliar idea, ask for more info: “That’s interesting – how did that work out for your company?” Even if you ultimately disagree, you’ll learn something by exploring the viewpoint. And who knows – you might change your mind or adapt someone else’s idea to your situation.

• Don’t Hog the Spotlight: Share the time. One trap in roundtables is a participant who gives long-winded speeches or answers every question. Don’t be that person. It can come off as self-important and stifles others. If you notice you’ve spoken far more often or longer than others, make a conscious effort to step back. Encourage someone who hasn’t spoken: “Alex, I know you’ve done a lot with social media – what’s your take on this?” The more inclusive the conversation, the better it is for everyoneblog.polleverywhere.com.

• Offer to Help (and Ask for Help): If someone raises a challenge that you have experience with, offer a quick helpful suggestion or volunteer to chat more later. Vice versa, don’t hesitate to tap the collective wisdom of the group – that’s what it’s for. You might say, “One issue we haven’t solved yet is reducing churn; if anyone has dealt with that successfully, I’d love to hear how.” Chances are, someone will have insights or be willing to share after the session. Roundtables often create a mini community of professionals helping each other.

• After the Roundtable, Reflect and Follow Up: Once the discussion wraps up, thank the moderator and fellow participants if you can (a brief verbal thank-you or a note in the chat for virtual sessions). Soon after, review your notes and distill any action items for yourself. Decide what ideas you’ll implement or explore further. And follow up with contacts you made – whether to continue an interesting discussion, exchange resources, or just stay in touch. This solidifies the value you gained and extends the roundtable’s impact beyond the meeting itself.

By adhering to these best practices, you’ll not only gain more from the roundtable but also contribute to its success. Fellow participants and organizers will appreciate your professionalism and engagement. In short, be prepared, be engaged, be respectful, and be proactive. That’s the recipe for being a stellar roundtable participant.

What are the benefits of joining a business roundtable?

Leading can be lonely. Your board has an agenda. Your team looks to you for answers. Your family doesn’t want to hear about cash flow.

Without peers, you’re making million-dollar calls in a vacuum. And one wrong move could stall growth for years.

A CEO roundtable plugs that gap with perspective, accountability, and community.

Here’s what members consistently report:

• Faster growth: One study found peer group member companies outperformed industry averages with 200%+ faster revenue growth and double profit margins.

• Smarter decisions: Feedback from 10 other CEOs compresses years of trial-and-error into a single conversation.

• Emotional resilience: Leaders realize they’re not alone — and that reduces stress and burnout.

• Accountability: Publicly declaring commitments to peers drives real follow-through.

As one Powderkeg member told me: “This group saved me from a $500k hiring mistake. That alone paid for the year.”

Joining an executive roundtable can yield numerous benefits for a business leader. Many CEOs describe their roundtable as an invaluable source of ideas, accountability, and camaraderie that is hard to get elsewhere. Key benefits include:

• Peer Networking and Support: You’ll build strong relationships with other business leaders in your roundtable. This networking often leads to trusted friendships, partnerships, or mentorship. The sense of community helps combat the “lonely at the top” feeling many CEOs have. By connecting with like-minded peers, you expand your professional network and gain allies who understand your challenges. These connections can even spark future collaborations or opportunities.

• Knowledge Sharing and Learning: A roundtable is a rich learning environment. Members openly exchange experiences, lessons learned, and best practices from their industries. You can learn what has (and hasn’t) worked for others facing similar issues. This peer-to-peer knowledge sharing gives practical insights that you can apply to improve your own business. It’s like having multiple advisors – each meeting can yield new strategies, fresh perspectives, or resources you hadn’t considered.

• Problem Solving and Idea Generation: Roundtables are often focused on tackling real business problems. When you bring a tough issue to the group, you get the brainpower of all the members working on it. Collective brainstorming in a roundtable can produce creative solutions faster than struggling on your own. Participants benefit from diverse viewpoints that help “think outside the box” and challenge assumptions. The result is better decision-making and innovative ideas to drive business growth.

• Personal Development and Leadership Skills: Engaging with a peer group helps sharpen your leadership and communication skills. You’ll practice giving and receiving feedback, presenting your ideas, and listening actively – all in a supportive setting. Many roundtables also incorporate discussions on leadership topics or even bring in expert speakers for development. Members report improved confidence and decision-making from learning with fellow leaders. Essentially, a roundtable functions as a form of ongoing leadership training in real-world context. It can “enhance leadership, communication, and decision-making skills through peer-to-peer learning.”

• Accountability and Motivation: Being part of a close-knit executive group creates accountability. Your peers will naturally hold you to your goals and offer encouragement. Knowing you’ll update the group on progress can be a strong motivator to implement ideas and follow through on plans. This dynamic “pushes each other to be the best version” of themselves, as one peer network described it. It’s easier to stay focused and committed when you have a team of peers rooting for your success (and checking in on your commitments).

• Emotional Support and Confidence: Beyond business tactics, a roundtable provides emotional support. Fellow CEOs understand the stresses and pressures you face. In the confidential setting, you can share doubts or dilemmas openly and get reassurance that you’re not alone. This support system reduces the isolation of leadership and can boost your confidence and resilience. Members often say their roundtable acts as a sounding board for venting frustrations in a healthy way and gaining perspective to handle tough times.

• Business Outcomes and ROI: Ultimately, these benefits often translate into tangible business improvements – faster growth, higher profitability, and better results. In fact, one benchmarking study found that companies whose CEOs participated in peer roundtable networks grew revenues over 3 times faster (5.1% vs 1.6% industry average) and had more than double the profit margins (22.6% vs 10.3%) compared to their peers. While results vary, many executives credit their roundtable for helping them make decisions that improved their business performance (entering a new market, avoiding a costly hiring mistake, etc.). Even when ROI is not measured in numbers, CEOs often say the perspectives gained and mistakes avoided thanks to their roundtable are well worth it.

In short, the benefits of a business roundtable span both the professional and personal: from concrete business strategies to soft skills and emotional well-being. It’s an opportunity to “learn from the experiences of peers, collaborate to overcome challenges, and make informed decisions” in a collegial environment. Many leaders find the investment of time and membership dues pays for itself through better results and personal growth.

Frequently Asked Questions About Business Roundtables (FAQs)

Most executives hesitate before joining a business roundtable, and for good reason…

You don’t want to commit time or money to something that feels vague or doesn’t deliver. The frustration is real: leaders end up with unanswered questions about cost, ROI, structure, and whether these groups actually work.

The solution is clear, practical answers from someone who’s been in the room and facilitated hundreds of business roundtables, CEO roundtables, and executive roundtables. These FAQs cut through the noise so you can decide if a roundtable is right for you and know how to get the most out of it.

Who Should Participate in a Business Roundtable?

The best groups aren’t open to everyone. They’re curated.

Strong roundtables typically include:

• CEOs, founders, and presidents of $1M–$100M companies.

• Non-competing industries (to keep sharing open).

• Leaders committed to showing up and being real.

Louisiana’s statewide CEO Roundtable program targets companies between $600k and $50M revenue with 5–99 employees. Why? Because they’ve outgrown survival mode and are wrestling with scale.

The common denominator: decision-makers who want growth, are humble enough to ask for help, and generous enough to give it.

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How Do You Find a Local CEO Roundtable in Your City?

Three starting points:

1. Local business orgs: Chambers of commerce, regional accelerators, and economic development agencies often host CEO roundtables.

2. Global networks: YPO, EO, Vistage, and The Alternative Board run local chapters worldwide. Vistage alone serves 25,000+ members across 20 countries.

3. Referrals: Ask your investors, advisors, or other CEOs. The best groups often fly under the radar.

Pro tip: sit in on a meeting before you join. Chemistry and trust matter more than brand name.

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What Topics Are Typically Covered in an Executive Roundtable?

Pretty much anything that keeps CEOs up at night:

• Strategy: M&A, market expansion, pricing.

• Finance: fundraising, cash flow, dashboards.

• Sales & Marketing: customer acquisition, retention, brand positioning.

• People: hiring, culture, succession planning.

• Leadership: decision-making, time management, work-life balance.

One Powderkeg roundtable I facilitated started with a conversation about layoffs — and ended with a breakthrough on fundraising strategy. The common thread? Real issues, not theory.

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What’s the Difference Between a Business Roundtable and a Panel Event?

Simple: roundtables have no audience.

In a panel, a few people talk and everyone else listens. In a roundtable, everyone talks and everyone learns.

Panels are great for industry trends. Business roundtables are where leaders actually solve problems.

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How Much Does It Cost to Join a CEO Roundtable?

Costs vary widely:

• Free: Some state-funded programs (like Louisiana’s LED) subsidize CEO roundtables.

• Mid-range ($10k–$20k /year): Vistage and YPO forums. 

• High-end ($20k–$100k+ /year): Highly-specialized and VIP Roundtable Groups

Is it worth it? If a CEO roundtable helps you avoid one bad hire, one poor acquisition, or one missed market opportunity… yes.

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Are Executive Roundtables Effective for Leadership Development?

Absolutely.

Roundtables are essentially live leadership labs. They sharpen:

• Decision-making: By testing your thinking against peers.

• Emotional intelligence: By hearing candid experiences.

• Communication: By practicing how you present challenges and feedback.

And the proof? CEOs in peer forums consistently report higher confidence and lower stress. One benchmark found member companies grew 3x faster than peers.

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How Do Companies Measure ROI from a Business Roundtable?

Here’s how most track it:

• Revenue growth vs. industry peers.

• Profitability increases.

• Cost savings from peer-recommended solutions.

• Opportunities captured through introductions.

• Mistakes avoided through shared lessons.

One Powderkeg member told me: “The group’s feedback stopped us from expanding into a market that looked shiny but would’ve sunk us. That alone saved millions.”

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What Is the Ideal Size for a Business Roundtable?

The sweet spot: 8–12 members.

• Fewer than 6, and you lose diversity.

• More than 12, and people check out.

EO forums run 7–10 members. Vistage caps groups at ~16. The principle is simple: small enough for trust, big enough for perspective.

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How Do You Structure an Executive Roundtable Agenda?

Best practice agenda:

1. Check-in: quick updates (build trust).

2. Deep dive: one or two hot-seat issues.

3. Collective problem-solving: peers share experiences.

4. Leadership tool: facilitator introduces a framework.

5. Commitments: clear next steps, accountability.

Without structure, roundtables drift into chit-chat. With structure, they become engines for clarity and growth.

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What Industries Benefit Most from Business Roundtables?

All of them.

• Cross-industry groups: spark creativity and fresh ideas.

• Industry-specific groups: dive deep into shared regulations or challenges.

In fact, some of the best breakthroughs I’ve seen came from cross-pollination — like a SaaS CEO applying a manufacturing peer’s process discipline to their product team.

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Can a CEO Roundtable Help with Fundraising or Investor Connections?

Indirectly, yes.

• Members often make warm introductions.

• Peers help refine your pitch and strategy.

• The group shares lessons on term sheets, valuations, and negotiations.

But note: the goal isn’t to pitch your peers. It’s to prepare smarter and connect authentically. That’s how the investor doors open.

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How Do Virtual Roundtables Compare to In-Person Ones?

Virtual roundtables win on convenience and global reach. In-person roundtables win on trust and depth.

The best groups blend both: frequent virtual touchpoints, anchored by in-person retreats. That way you get efficiency and intimacy.

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What Are Examples of Successful Business Roundtables?

• Vistage: 25,000+ members globally, running since 1957.

• YPO: 30,000 members in 140+ countries, built on forum groups.

• EO: 18,000+ entrepreneurs worldwide, forums of 7–10.

• TAB (The Alternative Board): peer groups for SMBs across industries.

• Local programs: Louisiana LED CEO Roundtables, chamber-run groups.

The through-line: confidentiality, structure, and trust.

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How Do Facilitators Keep an Executive Roundtable Productive?

Three keys:

1. Protect confidentiality: no sales, no leaks.

2. Manage time: keep discussions focused.

3. Balance voices: ensure everyone contributes.

A skilled facilitator doesn’t dominate. They create space for others. Think orchestra conductor — guiding the flow so every instrument plays.

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How Often Should a Business Roundtable Meet to Stay Effective?

Monthly is ideal.

It’s frequent enough to maintain continuity and accountability, but not so frequent it feels like another standing meeting.

Some groups meet quarterly, but supplement with check-ins. Others do monthly plus an annual retreat. The key is rhythm.

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What Are Best Practices for Running a CEO Roundtable?

• Curate the right members (similar stage, non-competing).

• Sign confidentiality and non-solicitation agreements.

• Keep the group small (8–12, max).

• Meet consistently (monthly).

• Use skilled facilitation and structured agendas.

• Ban selling, promote experience-sharing.

• Measure impact and continuously improve.

I like to tell members: “This isn’t networking. This is peer strategy.” And when it’s run well, that’s exactly what it becomes.