Most burnout conversations focus on the individual — resilience training, wellness days, better sleep habits. I focus on the structure around them. When a company restructures or loses headcount, the work usually doesn't shrink to match. It lands on whoever's left, and they carry it quietly until they can't.
I work with HR executives and business leaders to find where that overload is actually happening — which teams are absorbing work that was never redesigned for fewer people — and to put practical limits and clearer decision-making in place before it turns into resignations. I draw on organisational psychology (the Job Demands-Resources model, in particular) but the conversations are grounded and specific: what's actually on this team's plate, what needs to stop, and who gets to decide.
If you're heading into or coming out of a restructure and you're worried about your senior people quietly burning out, I'd like to hear what's going on. A short conversation is usually enough to tell whether this is a fit.
Core Focus Areas
