How I Learned That Beautiful Designs Mean Nothing
If People Can't Work Together
Or: The Story of Watching My Permaculture Ideals Meet Reality—And What I Did About It

The Beginning: Falling in Love with Permaculture
I found permaculture in 2000, and it was like someone finally gave me a language for everything I'd been puzzling on for years. Here was a design system that said: "Yes, humans can live in a right relationship with the earth. Yes, we can heal instead of harm. Yes, there's a way forward."
I devoured everything I could find. I took my PDC in 2005, and I came home on fire. I was going to design food forests, teach people to work with nature, and help create the regenerative future we desperately needed.
For the first few years, I did exactly that. I designed gardens, homesteads, and small farms. I apprenticed as a permaculture teacher and began teaching PDCs and workshops the same year. I started a permaculture guild. I studied patterns, observed landscapes, and got better at the technical side. Building on a lifetime of gardening, foraging, and immersion in place, my designs were solid.
But I kept watching projects fail.The Pattern I Couldn't Ignore
A family would hire me to design their land for extended family. I'd create something beautiful—careful plant guilds, water flow maximized, zones perfectly laid out. They'd be thrilled. A year later, I would check in and find half of it scrapped. "We couldn't agree on who was responsible for what," they'd say. Or, "We had a conflict; and we might move anyway."
A farm would bring me in for consultation. We'd map out water systems, plan windbreaks, design for maximum diversity. Technically perfect. Two years later I'd hear they'd sold the land. "Burned out," they'd tell me. "The lifestyle wasn't sustainable."
And it wasn't just the people I taught or designed for. When I talked to permaculture teachers and designers everywhere, they shared the same experiences.
I'd teach PDCs where students would light up, see the world differently, understand the patterns. Then they'd go home and... nothing. Or they'd start projects that fizzled. "People didn't get it," they'd say. "I couldn't get buy-in." "I didn't know how to facilitate the conversations we needed."
The permaculture design wasn't the problem. The patterns were real. The technical knowledge was sound. But something was missing.Seeing the Broader Pattern
In 2008, I became involved with Permaculture Activist magazine (which became Permaculture Design magazine). For 12 years, I read hundreds of articles, interviewed practitioners worldwide, and saw what was working and what wasn't.
I also volunteered in local guild and Transition Town efforts and co-created a regional permaculture institute. I worked on permaculture diploma standards where I reviewed work from established permaculture teachers, designers, and site implementations. I attended or helped produce continental convergences and conferences.
The pattern became undeniable:
Successful projects had strong human systems. Clear decision-making. Ways to handle conflict. Leadership that didn't burn out. Governance that allowed for both structure and flexibility.
Failed projects had beautiful designs but couldn't manage the people side. Endless meetings with no decisions. Founder syndrome. Conflicts that festered. Burnout leading to abandonment.
I started searching for better people care. It was not just about design but about organizational development, facilitation, conflict resolution, and governance. Because that's what the movement needed. While I had a solid background in community projects, nonprofits, and small businesses, I still didn't have the right tools to address the issue.Dynamic Governance: Sociocracy as "permaculture for people"

Then in 2016, I joined Sociocracy for All. They practiced sociocracy, also known as dynamic governance—a form of governance based on consent, distributed authority, and regular feedback loops. I wasn't there to study it. I was there to live it.
For seven years, I participated in circles as I learned. I made decisions using consent. I experienced governance as collective care-taking instead of top-down control. I lived through conflicts resolved without winners and losers. I watched founders share authority gracefully as I became the Operational Leader. I felt what it was like when the organizational structure supported people making decisions together.
And there have been a lot of 'a-ha' moments!
The organizational patterns I was experiencing mirrored the ecological patterns I'd been teaching. Decentralized authority (no oak tree runs the forest). Distributed decision-making (ecosystems don't have CEOs). Feedback loops and adaptation (nature is always sensing and adjusting). Care for the whole while honoring the parts.
Sociocracy wasn't some corporate efficiency tool. It was biomimicry applied to human decision-making. And we tested it thoroughly as the organization reinvented itself and continues to evolve.The Integration Became Clear
I started experimenting. What if I taught governance alongside permaculture? What if when I designed land systems, I also helped design organizational systems? What if I trained practitioners not just in design but in facilitation?
Everything changed.
Communities I worked with didn't just have beautiful land plans—they had ways to actually implement them together. Organizations I consulted with didn't just survive—they thrived because they learned to care for themselves and each other the way they cared for the land.
PDC students who learned facilitation skills alongside design principles went home and actually made things happen. Because they could navigate the people conversations, not just draw site plans.
The integration wasn't about adding governance as an afterthought to permaculture. It was about recognizing they were always the same thing: designing for regenerative relationships.
Nature Connection: The Foundation Under Everything
But there was still something deeper.
Around 2010, I started a daily sit spot practice. Just 20 minutes, same place, watching and listening. Then I began studying tracking. I began paying attention to bird movements and language. I deepened my foraging practices to include harvesting and caretaking in new ways. I was learning to read landscapes not from books but from awareness.
These practices changed everything again.
I realized: I'd been mimicking my permaculture teacher and mentor; I hadn't been teaching from my own experience of permaculture as relationship to be lived. I could draw beautiful designs, but was I helping my clients actually pay attention? How could I help my students and clients live in relationship with the places I designed for?
And in organizational work—was I truly present with groups I facilitated? Or was I running techniques?
The nature connection practices taught me presence. They gave me confidence in my observations and to seek them out before acting. They taught me to trust patterns and cycles. They taught me humility—because the more you pay attention to nature, the more you realize how little you actually know.
Now when I teach, we spend time outside in silence and deepening our awareness practices. When I facilitate, I practice the same quality of attention I use when tracking. When I design—for land or organizations—I begin by listening, not planning.
Nature connection isn't a nice add-on. It's the foundation that makes integration actually work.Living and Teaching Integration
Now, 20 years into this work, I finally feel like I'm offering something truly helpful:
- Permaculture design skills refined by two decades of practice
- Organizational development from lived experience, not just training
- Facilitation rooted in presence and nature awareness
- Nature connection practices that ground everything else
- The ability to see how it all connects—because it's always been one pattern
I teach PDCs where students learn to design AND facilitate AND pay attention. I work with nonprofits on governance AND connection to mission AND relationship with place. I take on integrated design projects where we address land AND people AND culture all at once.
This isn't "holistic consulting." This is how thriving systems actually work. In nature, there's no separation between structure and relationship, between the physical and the social. Ecosystems that work integrate everything.
We can too.What Drives Me Today
I'm not trying to save the world anymore. That was my 20s talking.
Now I'm interested in something more subtle and maybe more powerful: helping people and communities remember they're part of nature, not separate from it. And then supporting them to design systems—land systems, organizational systems, cultural systems—that reflect that truth.
When we design from wholeness instead of fragmentation, from relationship instead of extraction, from care-taking instead of control—everything shifts.
Some of the work is with land: farms, homesteads, and communities. Some of the work is with organizations: nonprofits, cooperatives, mission-driven groups. Most of it is with both.
All of it is about the same thing: helping us remember how to belong to the living world and each other.Current Life
When I'm not teaching or consulting, you'll usually find me:
- In my sit spot at dawn, watching the morning unfold
- Tracking animals through the forests and wetlands of southern Indiana
- Tending my own garden (which teaches me constantly about what I don't know)
- Reading, always reading—ecology, anthropology, organizational theory, poetry
- Walking the land near my home, watching the seasons turn
I live in the Ohio River Valley. I work primarily in the Midwest, though I occasionally take projects elsewhere. I keep my practice small and focused because I believe in depth over breadth, in relationship over scale.
Continuing Education
This work never stops evolving. I'm currently studying more on leadership, tracking, basketry, and herbs and food as medicine. I participate in Sociocracy For All's permaculture circle, Tracker School, and have thought provoking conversations with permaculture leaders across North America. I will always be on a path of learning, and sharing.
