Activities are not the objective. The team is the brief.
Tell us what needs to be different between the people afterwards. We work backwards into the format, the programme, the facilitation and the day itself.
What needs to be different afterwards? See how →
What needs to be different afterwards?
Trusted with the briefs that matter.
A team day happens once, in front of everyone who works there. These are the staff team experiences we have produced — the photographs are the whole claim.
Pick a name. We’ll show you what happened.
A staff team experience run as a produced day rather than a set of games.
This is Red Giant.
Not moodboards. Not stock photos. The actual work.
Nobody wants compulsory fun.
Two companies can both ask for team building and need completely different days. The useful question is not which activity to book — it is what should be different when everyone goes back to work. Answer that and the format, the venue, the physical level and the facilitation all follow from it. Get it the other way round and you get a day that was fun and changed nothing.
The activity is only the excuse. The conversation is the point.
What needs to be different afterwards?
I already know what we want+
What we would bias towardA programme direction, not a fixed catalogue. We propose specific formats once we know the team, the venue and the day.
A good day still needs a plan.
The point is not to force everybody to enjoy the same thing. It is to understand the team well enough to create several ways into the experience — thinking, creating, solving, observing, leading, organising, talking and moving. Not everyone contributes at volume, and nobody should have to sit team building out. Where the format allows, challenges are designed to need more than one kind of strength, so more of the room gets to matter.
What about the people who hate team building?+
Start by not making them perform a dance in front of Accounting. We avoid experiences that rely on public embarrassment, forced intimacy, unsafe physical contact, singling people out without consent, or disclosure that does not belong at work.
We plan around the room you actually have, and offer alternatives rather than exemptions. For bigger days we can run parallel routes — active, creative, strategy — that reunite later.
Challenge people. Do not humiliate them.
Before we recommend anything we check group size against space, duration, facilitator ratio, format, turnover, equipment, audibility, movement and safety. We do not recommend activities on theme alone. And more activities is not better team building — sometimes a team needs time to talk, time to eat and time to do nothing structured at all. A programme with air in it usually beats one that fills every minute.
How much facilitation do we need?+
Three broad territories, and the honest answer is usually decided by what needs to be different afterwards rather than by budget.
Hosting only — mostly social, with short framing so the day has a shape. Full facilitation — activities tied to the objective, with guided reflection between them. Development-led — more structured facilitation and team discussion sitting alongside the experience.
The activity matters. The facilitator changes what happens inside it. And if there is a lesson, we would rather not kill it with a lecture.
You do not need everyone to become best friends. But if people leave knowing each other a little better, laughing about the same thing and seeing colleagues differently, that can be a very good day. The debrief, the photographs and the shared reference points are what carry it back into the office — which is why they get planned rather than left to the end of the afternoon.
Everything underneath the day+
Eleven categories — objective and programme, participation and inclusivity, activities at scale, facilitation and debrief, venue, food and hospitality, transport, equipment and setup, safety and weather, timing and combined days, and procurement. The full system, open when you want it.
Objective & programme
If the brief deserves something particular, we can develop the experience around your theme, culture, brand or objective rather than force the team into an existing format.
Real customisation reaches further than a logo: the objective itself, how teams are composed, your company language and values, your industry, the internal challenges you’re actually working on, content, scoring, storyline, location, difficulty and physical level.
Some teams don’t need a whistle. They need a breath.
After a hard year or a heavy delivery cycle, a reset can be more useful than a tournament: nature, slower experiences, good food, unhurried conversation, reflection and light activity. Wellness means whatever suits the team — it doesn’t automatically mean yoga.
Sometimes teams need time to talk, time to eat, time to laugh and time to do nothing structured at all. A programme with air in it usually beats one that fills every minute.
Honestly: we can design experiences that give teams a low-risk environment to practise, observe and discuss behaviours like trust, communication, collaboration, leadership, problem-solving, adaptability and cross-functional working.
We won’t claim one event permanently improves them, and a shared day is not a replacement for good leadership or communication. What it can do is create space people don’t otherwise get.
Participation & inclusivity
We plan around the room you actually have, and offer alternatives rather than exemptions.
Where the format allows, challenges are designed to need more than one kind of strength — thinking, planning, communication, creativity, speed, coordination, memory, leadership and observation. That way more of the room gets to matter.
For bigger days we can also run parallel routes — active, creative, strategy — then bring everyone back together for the finish.
Balanced teams, transparent scoring, mixed abilities and more than one way to win: best teamwork, best strategy, most creative, best comeback, best energy — not only first, second and third.
If leadership stands at the side watching, the team notices.
We can design roles and formats that let leaders participate appropriately — without turning the day into another hierarchy exercise.
Random mix, cross-department, departments kept intact, mixed seniority, your call, or designed around the objective.
It matters more than it sounds: if the goal is cross-company connection, letting everyone stay with their closest colleagues defeats the point. If the goal is strengthening an existing functional team, keeping them together may be exactly right.
For remote and hybrid teams the useful options are an in-person reunion, regional hubs, multi-location events on the same day, or a hybrid format. Specialist virtual products are coordinated with specialist partners where appropriate.
For companies with branches: one central event, regional events, or roadshow-style team experiences. We’ll confirm honestly what’s operationally possible for your dates rather than promise blanket simultaneous delivery.
Restructure, rapid growth, a merger, new leadership, new departments, new ways of working. Sometimes a shared day can create space for people to reconnect. It is not a replacement for good leadership or communication, and we won’t pretend otherwise.
Activities at scale
For suitable large groups, one experience where the whole company participates simultaneously gives you the shared memory, the photograph and the energy that rotations alone never produce. Smaller rotations can follow it.
Not every event needs one — but when it works, it’s the moment people describe afterwards.
An activity that is beautiful for twenty can quietly fail at eight hundred: people can’t hear, can’t see, wait too long, or never actually get a turn. Before we recommend anything we check group size against space, duration, facilitator ratio, format, turnover, equipment, audibility, movement and safety.
We don’t recommend activities on theme alone.
Facilitation & debrief
Three different jobs, often confused:
We match facilitation style to group size, seniority, culture, objective, energy and language. A leadership group of twelve should not get the same delivery as six hundred staff on a fun day. We don’t call someone a trainer because they can energise a crowd.
Where you want learning, a short debrief does more than a long one. What happened? What helped? Where did communication break? Who stepped forward? What changed under pressure? What would this look like at work?
For a pure-fun day, we don’t force a debrief. Not every team day needs a flipchart conclusion.
Venue
Food & hospitality
Breakfast, tea, lunch, snacks, dietary requirements, crew and staff meals, dinner where the day runs long — plus water stations, activity pauses and shade on active days. Unglamorous, and the first thing people complain about when it’s wrong.
Transport
Transport is optional, but it changes the day more than people expect: pickup points, buses, arrival waves, traffic timing, parking, management vehicles, the return journey, late departures and accessible transport.
Equipment & setup
Where suitable, we can build around existing Red Giant-owned event assets and customise the visible experience, rather than paying to create every physical element from zero. That can free budget for the venue, transport, food, facilitators, entertainment or gifts — or simply reduce the number.
It’s a question we ask, not a discount we assume.
Safety, weather & contingency
Activity planning considers participant suitability, terrain, weather, first aid, equipment condition, facilitator briefing, transport and emergency procedure. Where activities are specialist or regulated, they run with qualified specialist providers rather than by us pretending otherwise.
A rain plan is not “everyone waits in a meeting room.” It’s substituted activities that still work, covered space, flooring, shade and heat management, and a programme that can shift without the day collapsing.
Timing & combined days
Sometimes the team does not need another whole day. It needs the right hour inside the day you already have.
A retreat shape depends entirely on the brief: typically arrival and a working session, a team experience and dinner on day one; activities, reflection, leisure and departure on day two. We build it around your agenda rather than a template.
Where accommodation is needed we coordinate rooming, check-in, single and shared allocation, meal plans, late arrivals and early departures through the venue.
A very common December shape: an experience during the day, a reset window, then recognition, dinner and the party. The hard part isn’t the activities — it’s the transitions between them.
Worth separating two different things: fun activity awards from the day itself, and formal employee recognition. Mixing them casually tends to cheapen the second one. Both can live in the same evening if the programme respects the difference.
Procurement & scope
For procurement: facilitation, equipment, venue, transport, food, production, staffing, deliverables, commercial breakdown, applicable taxes and change control — written down before anyone books a bus.
Get an instant team building estimate.
Answer a few quick questions to see a very tentative planning cost, built from published Kenyan venue day-package, activity, catering, bus-hire, accommodation and branding rates. Every line shows its basis. Anything without a defensible source stays to be confirmed and is excluded from the total.
Tell us the number and we will show you what we would protect, what we could simplify, and what still needs a conversation.
Not a formal quotation. Ask for a formal quote →
The part we could say ourselves, but it’s better coming from clients.
“They blend creativity and precision flawlessly. Our event was an unforgettable masterpiece, thanks to their innovative touch.”
Philip Barasa
“Their attention to detail and creativity in every aspect, from décor to audiovisuals, was flawless. What sets them apart is their ability to truly understand your vision.”
Anne Kibunya
“From start to finish, they flawlessly manage every detail. Highly recommend them for any event management needs.”
Collins Nyachoti
These are public Google reviews of Red Giant as a company. They are reproduced word for word and are not attributed to any specific team experience on this page.
Send the brief. Add the Kenya ground team.
Venue sourcing and coordination, hotel and airport transfers, local suppliers, activities, facilitation, production, transport, food and running the day itself. One named lead, timezone-aware updates, and escalation that reaches a person.
Headcount, the date window, the budget you are working to, what needs to be different about the team, and anything the company has done before that worked or did not.
Where a genuinely local experience suits the group we can build it in properly — food, music, a destination, nature or responsible cultural experiences with specialist partners — rather than using culture as decoration.
If you are an agency running this for a client, the client relationship stays yours. Local venue, facilitation, production and execution run underneath it.
Before the brief.
It depends on group size, duration, venue, activity format and whether food and transport are included. A half-day session at your own offices sits in a very different territory to a full day at a Naivasha venue with buses, lunch and full production. The estimator above builds a tentative range from published Kenyan venue day-package, activity, catering, bus-hire and accommodation rates, shows every line and its basis, and marks anything without a defensible source — facilitation among them — as to be confirmed rather than guessing it.
Start with five things: what you want to be different afterwards, how many people are coming, how much time you have, how physical it should be, and what energy suits the culture. Those five answers eliminate most options quickly. We would rather narrow it properly than send you a list of ninety games.
At 250+ the design question changes from “what activity” to “what architecture”: zones, rotations, staggered starts, multiple facilitators, a central MC, sound that reaches everyone, scoreboards, team identifiers, food throughput and movement between stations. Formats that work beautifully for twenty often fail quietly at eight hundred because people cannot hear, cannot see or never get a turn.
Plenty. Creative sessions, culinary challenges, problem-solving and escape-style formats, strategy games, storytelling, quizzes and construction challenges all reward thinking rather than fitness. We ask about physical level early precisely so nobody discovers at 9am that the day requires athletic ability — and where the group is mixed, we run parallel routes that reunite later.
Yes — that is the difference between a facilitation supplier and an event company. Venue sourcing, buses and pickup points, catering, production and sound, branding and team kit, photography, awards, entertainment, accommodation and the party afterwards can all sit under one accountable lead, so you are not coordinating six suppliers on the morning.
It depends on what the venue has to do. Within Nairobi there are forest and nature settings, open racecourse-style spaces, hotel grounds and urban leisure venues; within an easy drive you reach Limuru and Tigoni tea country, Machakos and Athi River; a little further sits Naivasha with lake-side resorts and lodges. We shortlist against travel time, usable space, rain backup, noise limits, food, power and accessibility — not photographs.
We already have the team day so far.
Who should we send the formal next step to? If you already have an HR brief, objectives, an attendee list or a venue shortlist, send that instead.
Tell us about it.
No finished plan required.
No finished plan required
Got it. Your scope is with us — a Red Giant lead will come back to you on it.
Send the messy version. hey@redgiant.co.ke →
Whatever exists already — a deck, a floor plan, a spec, a date, or half the idea. Send what you have.
Build the scope first.
The estimator carries straight into this form. Start there →
- 1We receive your scope exactly as you built it.
- 2Red Giant reviews the commercial and operational requirements.
- 3We come back to confirm anything missing.
- 4You receive a formal quotation against that scope.
Ready to give them a good day?
Send the brief, or just the headcount, the date window and what needs to be different about the team. We will come back with a shape for the day and a real number.