Working with Organisations

As individuals realise their potential, organisations gain clarity, alignment, and longevity.

My background is multidisciplinary. I trained initially as an economist, working with systems, incentives, and long-term outcomes, before moving into nutrition and later qualifying as a Doctor of Integrative Medicine. Alongside this, I am a co-founder working within business, and I have spent many years supporting royal families, founders, senior leaders, and high-net-worth individuals.

This means I understand individuals who are in positions of significant responsibility and visibility, and appreciate how their biology, behaviour, judgement, and wellbeing are inseparable from the meaning and pressure they carry.

Therefore, my work with organisations focuses on how individuals function, cognitively, emotionally, physically, and relationally, over time.

At senior levels, issues rarely present as obvious burnout or ill health. More often they show up as:

• Continuing to perform well while quietly feeling drained of energy

• Making decisions with less ease and clarity than before

• Regularly pushing past what the body or emotions are asking for

• Feeling subtly disconnected from work that once felt meaningful

• Recognising familiar patterns that repeat despite insight and experience

How I work

My work is thoughtful, contained, and bespoke.

I typically work with:

• C-suite and senior leadership teams

• founders and principals

• board members and family offices

• individuals and teams navigating high responsibility, transition, or sustained demand

The work may take the form of:

• confidential 1:1 work

• advisory input during periods of change or pressure

• strategic reflection on culture, performance, and sustainability

Seeing performance differently

At this level, performance is not improved by pushing harder.

It improves when:

• the nervous system is no longer constantly braced

• mental and emotional health are genuinely supported, not managed around

• physical health and wellbeing are treated as essential, not optional

• patterns are recognised with awareness rather than judgement

This work does not separate health from performance, or personal wellbeing from organisational outcomes. It recognises that how people live, think, and relate directly shapes how they lead, decide, and perform.

Beginning the conversation

If you’re curious to explore whether this approach may support you, your leadership team, or your organisation, you’re very welcome to get in touch.