A six-phase journey. Most organisations enter at Phase 1 or Phase 4. Pick the phase that sounds most like where you are now.
The Pathway is non-linear-by-need. Most organisations enter at Phase 1 (they sense a gap and want it diagnosed) or Phase 4 (they have an audit and need an embedding partner). Read the phase blocks below; pick the one that sounds most like where you are. We meet you there.
Take the Gap Index first. Twelve questions, three minutes. The output tells you which phase to start at — before you book the call.
A 90-minute C-suite session that surfaces the gap as it sits in your operating model today.
Discovery is where the practice begins. We sit with the COO, the Head of People & Culture, the HSE lead, and one or two executive sponsors. We map the operating model. We ask the questions that produce uncomfortable silences. We leave you with a shared map of where the gap is sitting.
Book Phase 1 (Discovery Call)A two-to-three hour executive workshop that maps invisible risk and agrees what to act on first.
Diagnostic Workshop is where the executive team moves from "we sense a gap" to "we know where it sits, and we have agreed what to do first". We bring the framework. You bring the operating context. The output is a prioritised, evidence-based view of where the gap is widest — and a one-page set of priorities the C-suite has signed off on.
A signed-off scope-of-work the executive team can resource and govern.
Program Design is where the work crystallises. We translate the prioritised view from Phase 2 into a phased program with named workstreams, indicative resourcing, success measures, and commercial terms. The output is a document the C-suite can take to a board, the CFO can budget against, and the P&C function can execute.
Targeted capability-build where the gap is widest. Workshops are how the work lands; embedding is how it stays.
Phase 4 is the most visible phase from the outside, and the most often misunderstood. We run targeted workshops — psychological safety, team cohesion, supervisor capability, leadership-in-change, conflict navigation. But the workshops are wrapped in an embedding scaffold: pre-work, manager briefings, post-workshop coaching cadence, measurement instruments. Without the scaffold, the workshop content evaporates within ninety days.
The most-requested module in Phase 4 is Wellbeing Champion training, built on our SCOPE methodology — a five-step in-the-moment framework (Scan, Check in, Open space, Prompt next step, Escalate) deliberately designed to be remembered under pressure.
A retained advisory relationship — embedded in your executive cadence, not bolted on.
Phase 5 is where IYT moves from a program provider to an embedded strategic partner. A monthly C-suite advisory cadence. Quarterly reviews tied to your operational rhythm. A standing line into the executive team for the situations that don't fit a workshop. This is the tier the work points toward — where psychosocial-risk infrastructure becomes governance infrastructure.
Pre- and post-engagement evidence the Board can see and the regulator will accept.
Phase 6 is annual. We measure psychosocial-risk indicators (utilisation, incident patterns, retention in critical roles, supervisor-reported team health), report against the Phase 3 design, and produce an evidence pack suitable for board reporting and regulator-facing documentation. This is what closes the loop between investment and accountability — and it is the phase that gets wellbeing infrastructure renewed every year instead of audited out.
The diagnostic phases (1–3) typically run across six to eight weeks. Phase 4 sits in a three-to-six-month window. Phase 5 is annual. Most organisations are not buying the full Pathway up front — they are buying the next phase, with optional progression. We design it that way deliberately.
Minimum: a senior accountable executive (COO or equivalent), the Head of People & Culture, the HSE Manager. Optimal: add the CFO and one frontline operational leader. The single biggest predictor of a useful Discovery is whether the financial decision-maker is present.
No. The EAP is necessary infrastructure — we are not in that market. We sit upstream, designed to reduce the volume of psychosocial risk events that ever reach the EAP. Counterintuitively, organisations who run the Pathway often see increased EAP utilisation in the first year, because the upstream capability surfaces issues earlier and routes them more confidently.
Professional indemnity and public liability appropriate to commercial advisory engagements; details supplied on request. Leila's clinical and academic credentials are listed on the About page; AHPRA and professional registrations supplied for procurement-led engagements.
Yes — and many organisations do. A Lunch & Learn or a single Wellbeing Champion training cohort can be commissioned standalone. We will be honest about whether it will hold without the diagnostic context, and we will say so before invoicing.
Phase 1 (Discovery Call) is gifted. Phase 2–3 are fixed-fee, scoped against the engagement. Phase 4 is program-fee, structured against the Phase 3 design. Phase 5 is an annual retainer. Indicative ranges supplied on a Discovery Call once the scope is clear.
Pre/post measurement on agreed psychosocial-risk indicators — defined in Phase 3, tracked through Phase 4, reviewed in Phase 6. Typical indicators include utilisation patterns, supervisor-reported team-health scores, incident-pattern shifts, and retention in critical roles. We agree the indicators with you; we don't impose them.
Yes — supplied for serious engagements, post-Discovery. We anonymise the work on the public-facing site to respect client confidentiality; named references travel privately with a signed scope.
Book a Discovery Call. Thirty minutes. We tell you the relevant phase to start at — and whether it's even us you should be working with.
Book a Discovery Call