Mitch Majeski
I started Lapis Partners to do the work I care about most: helping leaders, teams, and boards take real responsibility for the organizations they lead.
My path here wasn't a straight line. I trained as a civil engineer — a master's from Colorado State University, with work in mining and water resources. As a graduate student I taught extensively at CSU, and that's where I discovered the thing I've been chasing ever since: the moment the light bulb goes on. I loved the engineering. I loved helping people see even more.
That discovery led to a second career — nearly twenty years as a pastor. People sometimes ask what that has to do with boardrooms. More than you'd think. I spent two decades sitting with people in their hardest and best moments, learning to listen underneath the words, and learning to tell the truth kindly. I have yet to meet an executive team that needed anything different.
The third career brought both together and took the work into organizations: cooperatives large and small, technology, manufacturing, mining, food, and engineering — publicly traded, private, and cooperative. It has taken me across the US and to Chile, Brazil, Germany, Poland, and China. The engineering still earns its keep: technical leaders don't have to translate for me. Different industries, different languages, same fundamentals: trust, honesty, ownership, and decisions that hold.
Most of my work isn't teaching principles from the front of the room. It happens in the work itself, alongside the team — with an executive team that's stuck, a board sorting out what belongs to it, or a leader growing into more than they've carried before. I try to be useful, to name what's hard without making it heavier than it needs to be, and to help people leave with a clearer sense of what's theirs to carry.
When that happens, something changes. Energy replaces frustration, and drift becomes momentum. That's why Lapis Partners exists.
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