Our model

Phase one: Discovery

We evidence psychological health as a business necessity by providing an independent lens on how pressure, conflict, and disengagement erode performance and create commercial risk. These risks show up as stalled projects, rising absence, and unnecessary attrition — costs that rarely appear on financial reports but directly undermine revenue.

How: We uncover these risks through confidential consultations that capture staff experience, roundtables that surface avoidance patterns, and culture mapping that highlights disengagement. Because we operate as an independent third party, people speak with candour, and we benchmark findings against recognised standards. This makes risks that usually remain hidden visible, specific, and actionable.

For example:

What you notice How we investigate What you learn
“We’re losing good people and not sure why” In-depth, clinician-led one-to-one interviews create a safe space for staff to share pressure points and exit drivers Evidence of the specific drivers behind attrition, giving clear priorities for targeted intervention
“Absence rates are creeping up and costing us” Facilitated focus groups and confidential discussions explore workload strain, recovery challenges, and unspoken pressures A clear picture of workload strain and pressure points that need structured reset
“Engagement feels low but surveys aren’t telling us much” Culture mapping through therapist-chaired roundtables and staff surveys surfaces trust gaps, silos, and avoidance patterns A candid map of cultural fault-lines that can be directly addressed in team interventions

Phase two: Intervention

We improve psychological health in the workplace by intervening where issues block performance: managers avoiding high-stakes conversations, teams caught in blame cycles, or employees struggling to return after leave.

How: We address these issues directly through psychotherapist-led interventions embedded in daily operations. In leadership labs, managers rehearse difficult conversations with live clinical support; in team resets, we surface unspoken tensions and rebuild trust; in return-to-work pathways, we integrate phased workloads with emotional regulation coaching. Each intervention is structured, facilitated, and applied in real time — ensuring improvements show up immediately into stronger performance and measurable business impact.

For example:

Where you’re stuck How we intervene What changes
Leaders avoiding difficult conversations Leadership labs where managers rehearse with psychotherapist-led feedback Leaders begin tackling performance issues earlier and with more confidence
Teams showing trust gaps and silos Facilitated team resets that surface tensions and rebuild alignment Teams shift from avoidance to open dialogue, restoring collaboration
Staff under workload strain driving absence Clinically designed return-to-work pathways and workload planning Employees return more reliably, with clearer boundaries and realistic pacing

Phase three: Maintenance

What: We ensure psychological health improvements are sustained by embedding habits that become part of daily operations: therapist-facilitated debriefs that stop repeated mistakes, monthly diagnostics that identify burnout before it turns into absence or exit, and quarterly leadership resets that realign strategy after periods of pressure.

How: We maintain these results by building these practices into the business cycle and personally facilitating them so they cannot be skipped, diluted, or sidelined. Every debrief is structured to capture both operational and emotional learning; diagnostics run on a fixed monthly cycle with findings reported directly to leadership; and quarterly resets are independently chaired to guarantee candour and follow-through. This external facilitation ensures the work stays consistent, commercially relevant, and effective under pressure.

For example:

Institutionalised practice How we facilitate it What it secures
Leadership culture of accountability Therapist-facilitated post-project debriefs that integrate operational and emotional lessons Lessons are institutionalised; repeat mistakes avoided under pressure
System-wide candour and alignment Psychotherapist-chaired quarterly resets that hard-wire openness into leadership rhythm Cohesion is maintained; trust doesn’t erode under stress
Proactive protection against burnout Monthly diagnostics run on a fixed cycle with direct escalation to leadership Burnout and attrition risks caught before they destabilise the business