Built by leaders who lived it —
for leaders who are living it.
The Regulated Human was founded by two senior leaders who discovered nervous system regulation through their own high-functioning burnout — and spent years translating it into something practical enough to use in a boardroom.
The leadership development industry has spent decades telling people what great leadership looks like. We're focused on training the underlying system that makes it possible.
Not mindset. Not habits. Not more frameworks to remember.
A regulated nervous system — the foundation from which everything else becomes accessible.
I've spent nearly a decade in mid-senior leadership at fast-growing tech companies. I was good at performing under pressure. I'd built a career on it.
In 2020, chronic anxiety and a panic attack made it impossible to keep pretending that performing and being fine were the same thing.
What followed was several years of studying breathwork, nervous system science, stress physiology, and yoga — not to become a teacher or coach, but to understand what had actually happened to me. Why willpower had stopped working. Why the harder I tried to manage myself through thinking, the worse it got.
What I discovered changed how I lead, how I work, and how I live. I've since held three senior leadership roles at high-growth companies — leading with more clarity, more empathy, and more sustained capacity than I ever did in the years I was just grinding through.
I built The Regulated Human to make that insight practical for humans who are still in the place I was — high-functioning on the outside, running on empty underneath.
As the Global Head of Product Marketing, I lead a high-performing team in a fast-growth environment. I know what this pressure feels like from the inside. It's how I bring the unique blend of nervous-system-based performance to senior leadership in fast-paced environments.
I spent the last decade in product management at tech companies — building things, leading teams, operating at pace. I was good at it. And then I wasn't.
A few years ago, burnout and an anxiety crisis forced a reckoning I hadn't seen coming. I'd been running on high-functioning mode for so long that I'd mistaken it for resilience. It wasn't.
The path out took me deep into meditation and breathwork — not as stress management, but as a genuine inquiry into how the mind and body work under pressure. For a while, I wrote about what I was discovering on Twitter. A community of 30,000 people found their way to those ideas — not because I was teaching, but because the observations were true and people recognised themselves in them.
What became clear through that practice and that community: this wasn't esoteric. It wasn't spiritual in any way that required belief. It was practical, evidence-backed, and almost entirely missing from the conversations happening in leadership and performance contexts.
I still work in product. I know what it's like to be in a high-pressure environment, to have back-to-back sprints with no recovery, to sit in a meeting where the energy in the room is driving the decisions more than the data is. That context is part of what I bring to this work.
If any of this resonates — let's talk.
We work with a small number of leadership teams at a time. Not because we're exclusive, but because the work is personal and we want to do it well.
If you're seeing patterns in your team that skills training hasn't fixed, we'd like to hear about it.