Bespoke resilience and leadership programmes for corporate teams. Tailored to your organisation's real problems. Measured with validated instruments. Built by someone who has sat in your chair for 20 years.
30 minutes. No obligation. Confidential.
The busier your leaders get, the less able they are to step back. High workload does not just tire people out. It erodes the capacity to recover, to think clearly, to even notice that something needs to change.
By the time the damage is visible (missed targets, poor decisions, rising attrition), your leaders have already been running depleted for months. And the deeper the exhaustion, the more likely they are to dismiss any help as just another thing on the list.
These are the leaders whose decisions shape strategy, set pace, and define the working conditions of thousands of others. When they cannot think clearly, the whole organisation feels it.
The problem does not start with your people. It starts with the conditions your best people are operating in.
Oxford research across 1,782 companies and ~1 million employee surveys shows the financial returns are significant and measurable.
Companies with higher employee wellbeing have higher valuations, higher return on assets, higher gross profits, greater sales growth, and better stock market performance, even after controlling for industry, firm size, and other characteristics (De Neve, Kaats & Ward, 2024, University of Oxford).
These companies also deliver more frequent earnings surprises, outperforming analyst expectations. The market systematically undervalues employee wellbeing as a predictor of financial success.
Across industries, between companies, and over time: organisations that invest in their people outperform those that don't. The evidence is not anecdotal. It is drawn from the largest dataset of its kind ever assembled.
Every engagement starts with your organisation's real problems, not a pre-packaged curriculum.
Bespoke mindfulness programmes working backwards from your team's actual challenges: burnout, leadership resilience, change fatigue, team cohesion.
Evidence-based programmes grounded in the Oxford MBCT tradition, adapted for the realities of corporate life.
One-to-one coaching for senior leaders. Clarity, presence and resilience under pressure.
From first conversation to sustainable change. We do not assume the answer. The discovery session shapes everything that follows.
From programmes delivered inside a Fortune 100 technology company, measured with validated instruments.
Fortune 100 Technology Company, anonymised for confidentiality
Senior professionals across four countries experiencing cumulative cognitive and emotional fatigue from consecutive reorganisations, system migrations, and policy shifts. The people who most needed the programme could not protect two hours a week to attend. Conservation of resources had eroded the capacity for voluntary engagement.
Baseline assessment using validated instruments (stress, engagement, leadership quality) revealed that the highest-workload teams showed the lowest voluntary participation in existing wellbeing offers. The organisation genuinely invested in people but lacked a structured pathway from individual development to team and organisational capacity.
8-week evidence-based programme (Oxford MBCT-L curriculum) adapted for online delivery across a 7-hour timezone spread. Four recruitment channels including targeted taster sessions addressing each team's specific difficulties. Catch-up sessions for participants with scheduling conflicts. Team rituals (3-minute practices embedded in existing meetings) designed to build collective capacity alongside individual development.
Individual: Leaders developed the capacity to step back, recognise stress patterns, and respond rather than react. Practices became part of daily routines, not isolated exercises.
Team: Short mindfulness rituals in team meetings created shared language and normalised pausing under pressure. Perspective-taking exercises strengthened how teams made decisions together, drawing on the five processes of collective mindfulness (Tobias Mortlock, 2024).
Organisation: Leaders who participated began signalling new norms: opening meetings with a moment of presence, naming stress without stigma, creating conditions for others to do the same.
-14% perceived stress (large effect size) | +11.5% work engagement (medium effect size) | 8.3/10 participant recommendation score | 600+ community members across 6 countries. Pre/post validated psychometric instruments (PSS, UWES-9). Dose-response analysis confirmed stronger effects for participants attending 6+ sessions.
Quarterly wellbeing pulse surveys embedded alongside existing engagement metrics. Team rituals integrated into standing meeting agendas as a governance norm, not an optional add-on. Peer facilitators trained from within the cohort to maintain practice without ongoing external support. Programme outcomes reported to leadership as an operational KPI alongside productivity and attrition data, ensuring visibility and accountability beyond the initial implementation.
"I had no expectation. That allowed me to be very open-minded. I walked away with so many powerful techniques to rewire my mindset on how to navigate through tough situations."
Programme participant, Senior Manager
"It brings me closer to a solution rather than running away from it."
Programme participant
20 years inside Fortune 500 companies. Oxford-trained. Built from zero.
For 20 years I have worked inside Fortune 500 companies: leading global teams, managing $500M portfolios, navigating restructurings. I know what corporate life does to people because I have lived it.
My meditation practice began in 2008 as a personal response to that pressure. When I discovered it was not simply a coping mechanism but a fundamentally different way of relating to experience, I could not un-see the gap between what was available inside organisations and what was actually needed.
In 2022 I started building. Inside a Fortune 100 technology company, with no mandate, no budget and no institutional authority, I designed and facilitated mindfulness programmes, measured their impact, built a community of 600+ practitioners, and proposed an intervention for a 234,000-employee population. My Oxford dissertation studied precisely why such programmes fail at scale, and developed three original frameworks for sustainable implementation.
Everything I have done for the past four years has been a convergence of two professional lives: one earning the corporate credibility to be taken seriously, the other developing the contemplative depth and evidence base to deliver something real.
Why corporate mindfulness programmes fail, and what makes them last.
Systemic barriers to sustained MBI implementation in corporate organisations and multi-level strategies to respond. Developed three original frameworks: Context Diagnostic (Logic 1/2/3), Implementation Matrix (5 dimensions, 3 levels), and Implementer Pathway. University of Oxford, 2026.
EU PXT Summit 2026. How contemplative practice informs responsible use of artificial intelligence in people operations at scale.
Combining burnout, job satisfaction, leadership quality and psychological safety measures into an actionable organisational diagnostic.
"I had no expectation. That allowed me to be very open-minded. I have walked away with so many powerful techniques to rewire my brain, my mindset on how to navigate through tough situations. We all deal with different stress but there is always commonality."Programme participant, Senior Manager, Fortune 100 technology company
"It helps to calm down and to think straight. To come from this scattered mind and actually think: what is the issue, and what can I do about it, and what is out of my control? It brings me closer to a solution rather than running away from it."Programme participant, Fortune 100 technology company
"Your dissertation is not really making an argument for mindfulness programmes at all. You are making an argument about systems. A perfectly good intervention cannot compensate indefinitely for an organisation which continues to reproduce the conditions that are making people unwell."Senior advisor, global mental health policy
30-minute discovery call. We will discuss your team's needs and explore whether a tailored programme is the right fit.
Or email me directly: ZerninVS@gmail.com
Luxembourg (EU Citizen)
Serving Western and Southern Europe
Financial performance data: De Neve, J-E., Kaats, M., Ward, G. (2024). Workplace Wellbeing and Firm Performance. University of Oxford Wellbeing Research Centre Working Paper 2304. 1,782 publicly listed companies, ~1 million employee surveys. Wellbeing measured across happiness, stress, satisfaction, and purpose.
Stock market returns: 2.3%–3.8% higher annual returns for top-rated workplaces (Edmans, 2011, 2012). Glassdoor best-rated companies outperformed the market by 115.6% over five years (Chamberlain, 2015).
Programme ROI: Workplace mental health programmes return €0.81–€13.62 for every €1 invested (Matrix/Lomas et al. meta-analysis). Workplace resources at all levels correlate with both wellbeing and performance (Nielsen et al., 2017; 92 studies, 174,000+ participants).
Case study measurement: Pre/post surveys using Perceived Stress Scale (Cohen, 1983) and Utrecht Work Engagement Scale (Schaufeli, 2006). Effect sizes calculated using Cohen's d. Sample: 18 pre-course, 11 post-course. Dose-response analysis confirmed stronger effects for 6+ sessions attended.
Team mindfulness: Tobias Mortlock, J. et al. (2024). Team Mindfulness Training. Integrating five processes of collective mindfulness with individual practice. Frontiers in Psychology.