The neuroscience of building coherence at levels where it actually matters
by Helen Achterberg-Pentz
Pattern spotter, team coherence guide and strategic resourcing partner - restoring coherence in leadership teams from the inside out
Pattern spotter, team coherence guide and strategic resourcing partner - restoring coherence in leadership teams from the inside out
Why do coherence labs include breathwork, silence, and self-reflection? Because without nervous system regulation — coherence at the 'essence' and emergent levels — all your organizational structure and behavioural patterns will collapse under pressure.
Neuroscience explains why relational coherence is as foundational as strategy.
Neuroscience explains why relational coherence is as foundational as strategy.
She questioned my Lab design
An executive asked me directly: "Why do you insist on building in time for breathwork, self-reflection, self-regulation and moments of silence in your team coherence labs? Surely we could use that time more efficiently for diagnosis and action planning."
It was a fair question. The team has legitimate pressures. Deadlines everywhere. Time is scarce. Efficiency matters.
But I knew, in that moment, that she was asking the wrong question... not because the question was invalid, but because she was measuring 'efficiency' by the wrong metrics. She was optimising for what I call "Expression" and "Evidence" (observable behaviour and mechanistic structure and artefacts, in Coherence language) - the very things their performance is judged by.
My response? "We could fill that time with more diagnosis and more action planning, but it's actually counterproductive. Maybe the team comes out of the session with a great plan. They'll work hard to implement it. And in a couple of months, when an inevitable pressure-spike arrives — market shock, more change, an unexpected crisis — the plan is temporarily put aside. They might return to it after the problem is solved, but another spike arrives, same response. And slowly the plan will dissolve. The team slowly reverts to old patterns... and you may blame the plan, or even the team. But the real problem will be that you never gave the system the conditions to integrate the coherence that makes sustainable change possible."
"Huh?" She asked me to explain. This article is that explanation.
It was a fair question. The team has legitimate pressures. Deadlines everywhere. Time is scarce. Efficiency matters.
But I knew, in that moment, that she was asking the wrong question... not because the question was invalid, but because she was measuring 'efficiency' by the wrong metrics. She was optimising for what I call "Expression" and "Evidence" (observable behaviour and mechanistic structure and artefacts, in Coherence language) - the very things their performance is judged by.
My response? "We could fill that time with more diagnosis and more action planning, but it's actually counterproductive. Maybe the team comes out of the session with a great plan. They'll work hard to implement it. And in a couple of months, when an inevitable pressure-spike arrives — market shock, more change, an unexpected crisis — the plan is temporarily put aside. They might return to it after the problem is solved, but another spike arrives, same response. And slowly the plan will dissolve. The team slowly reverts to old patterns... and you may blame the plan, or even the team. But the real problem will be that you never gave the system the conditions to integrate the coherence that makes sustainable change possible."
"Huh?" She asked me to explain. This article is that explanation.
Understanding the Architecture: Why coherence has layers
Before we talk about breathwork and nervous systems, we need to establish why this matters at a fundamental level.
Every organisation is a living system... with four layers of 'coherence'. Some more easily observed or measured than others, but all very real.
- EVIDENCE — Formal/Structural Coherence: Your org chart, policies, documented processes, explicit governance. The formal architecture of how work is supposed to happen. This is visible, measurable, and typically where leaders spend most of their attention.
- EXPRESSION — Expression/Behavioural Coherence: How things actually show up, patterns of interaction. Whether meetings run on time. Whether people follow through on commitments. The observable behaviours and relational dynamics that emerge from the system.
- EMERGENCE — Dynamic/Relational Coherence: The layer where Essence metabolises into Expression. This is where nervous systems synchronise. Where co-regulation (or dysregulation) happens. Where teams' relational fields live. This is where psychological safety and relational trust either emerges or fragments. It's almost invisible — but it determines what we see - and can actually sustain - at the Expression layer.
- ESSENCE — Resonance/Field Coherence: The team's foundational state; its energetic and physiological substrate. Whether the system is in alignment and harmony or fragmentation at the deepest level. This is the layer most leaders can't measure and are uncomfortable discussing — but it's where all coherence actually originates.
Here's the uncomfortable truth: Most organisations spend 90% of their effort optimising Evidence and Expression — structure and behaviour. They redesign elegant org charts, implement optimised processes, they engineer incentive and reward structures and mandate new behaviours. And they're puzzled when nothing sticks.
The reason? Without coherence at the team's Essence and Emergence layers, coherence at the 'upper' layers of Evidence and Expression is fragile. It collapses the moment pressure rises - the well-known 'elastic' effect, the snap back to old patterns once the active driving force behind transformation is removed (usually just after we've congratulated ourselves on successful completion), or when crisis hits.
Think of it as a building. The Evidence Layer is the system's architectural blueprint. The Expression Layer is the construction you can see, in action. But the Emergence and Essence Layers are the foundation and the soil. You can have a beautiful building on a weak foundation, but the first earthquake reveals the truth.
This is why I insist on breathwork, reflection and silence. We're not tweaking design, we're building the foundation.
The reason? Without coherence at the team's Essence and Emergence layers, coherence at the 'upper' layers of Evidence and Expression is fragile. It collapses the moment pressure rises - the well-known 'elastic' effect, the snap back to old patterns once the active driving force behind transformation is removed (usually just after we've congratulated ourselves on successful completion), or when crisis hits.
Think of it as a building. The Evidence Layer is the system's architectural blueprint. The Expression Layer is the construction you can see, in action. But the Emergence and Essence Layers are the foundation and the soil. You can have a beautiful building on a weak foundation, but the first earthquake reveals the truth.
This is why I insist on breathwork, reflection and silence. We're not tweaking design, we're building the foundation.
The neuroscience that informs the practice: three key concepts
1: Understanding Our Stress Response (The Problem)
When your team is under pressure - which they almost always are, in some form — their nervous systems activate a natural stress response. This is not a problem in itself. The stress response is natural, elegantly designed and appropriate.
But here's what's important for coherence: under stress, three critical regions of the brain respond.
Here's the critical insight for team coherence: A team in this state cannot achieve genuine coherence — not at the Emergence (relational, dynamic) level, and certainly not at their Essence. They can fake Expression and Evidentiary coherence, executing their roles, following the plan, hitting targets. But it's performance under duress, not integrated coherence.
And very importantly, it's not sustainable.
This is where most team and transformation interventions fail: they optimise for Expression and Evidence, focusing on changing the system from the outside in, cognitively and behaviourally, and also (from a systems thinking perspective) the point of least real leverage, while the nervous systems of the people inhabiting those roles remain dysregulated, unnoticed. They're asking people to be coherent while their brains are in threat mode.
But here's what's important for coherence: under stress, three critical regions of the brain respond.
- The Amygdala (threat detection) becomes hyperactivated. Your team starts scanning for danger. Systems switch to 'reactive' mode.
- The Hippocampus (learning and memory) becomes impaired. They lose access to precedent, context, and adaptive capacity. They can't learn from what they've just experienced.
- The Prefrontal Cortex (executive function) goes offline. They lose access to empathy, strategic thinking, impulse control, and nuanced reasoning. They lose access to the very capacities necessary for coherence as a team.
Here's the critical insight for team coherence: A team in this state cannot achieve genuine coherence — not at the Emergence (relational, dynamic) level, and certainly not at their Essence. They can fake Expression and Evidentiary coherence, executing their roles, following the plan, hitting targets. But it's performance under duress, not integrated coherence.
And very importantly, it's not sustainable.
This is where most team and transformation interventions fail: they optimise for Expression and Evidence, focusing on changing the system from the outside in, cognitively and behaviourally, and also (from a systems thinking perspective) the point of least real leverage, while the nervous systems of the people inhabiting those roles remain dysregulated, unnoticed. They're asking people to be coherent while their brains are in threat mode.
2: The Window of Tolerance (The Diagnosis)
Now, here's something more nuanced: not all pressure puts people outside their window.
Psychiatrist Daniel Siegel introduced the concept of our Window of Tolerance — a bandwidth within which each person can access their full cognitive, emotional, and relational capacities. Within the window, we can handle complexity, ambiguity, and challenge. We can think clearly, relate with empathy, and stay coordinated with others.
Psychiatrist Daniel Siegel introduced the concept of our Window of Tolerance — a bandwidth within which each person can access their full cognitive, emotional, and relational capacities. Within the window, we can handle complexity, ambiguity, and challenge. We can think clearly, relate with empathy, and stay coordinated with others.
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Beyond the window — through intensity, duration, or accumulated load — nervous systems responds in one of two ways. Be honest, which one describes your team/s?
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Here's the implication for human systems: Your team's window of tolerance is not fixed. It expands or narrows based on conditions.
Most leadership creates conditions that progressively narrow the window: relentless pressure, no transition time between demands, no recovery built into the rhythm of work, no moments where it's safe to be human.
And so your team operates in a progressively narrower band. They look fine on the surface (Evidence and Expression appear intact). But beneath that they're are fragmenting. The relational field is fracturing. Nervous systems are no longer in synchrony.
This is why I incorporate breathwork and silence. We're expanding the window, creating conditions where the team's nervous systems can begin to re-regulate, collectively. And only when that happens does genuine Emergent coherence become possible.
Most leadership creates conditions that progressively narrow the window: relentless pressure, no transition time between demands, no recovery built into the rhythm of work, no moments where it's safe to be human.
And so your team operates in a progressively narrower band. They look fine on the surface (Evidence and Expression appear intact). But beneath that they're are fragmenting. The relational field is fracturing. Nervous systems are no longer in synchrony.
This is why I incorporate breathwork and silence. We're expanding the window, creating conditions where the team's nervous systems can begin to re-regulate, collectively. And only when that happens does genuine Emergent coherence become possible.
3: Nervous System Synchrony (The Integration)
Here's where it gets really important for coherence.
Recent neuroscience has documented something that experienced facilitators have long observed anecdotally: when teams collaborate in genuine coherence, their physiological systems become entrained. Their nervous systems synchronise... and teamwork seems less effortful.
The evidence is striking:
Practically, this means team coherence has a measurable physiological signature. When a team is in genuine coherence — aligned, trusting, psychologically safe, with shared purpose and temporal synchronisation — their nervous systems are quite literally more synchronised.
Recent neuroscience has documented something that experienced facilitators have long observed anecdotally: when teams collaborate in genuine coherence, their physiological systems become entrained. Their nervous systems synchronise... and teamwork seems less effortful.
The evidence is striking:
- Interpersonal heart rate synchrony predicts the probability that groups reach correct consensus (70%+ cross-validation accuracy)
- In field studies with 214 medical teams, ECG synchrony differentiated high and low performing teams in live conditions
- In VR collaboration studies, physiological synchrony levels were comparable to face-to-face interaction
Practically, this means team coherence has a measurable physiological signature. When a team is in genuine coherence — aligned, trusting, psychologically safe, with shared purpose and temporal synchronisation — their nervous systems are quite literally more synchronised.
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Crucially, this synchrony cannot be faked or forced. It either emerges from actual relational coherence at the Emergent level... or it doesn't.
You cannot will your way into nervous system synchrony through more communication, better explanation, or clearer org structure. Those things help at the levels of Expression and Evidence, but actual synchronisation — the nervous system alignment that enables teams to think and act as a coherent unit — emerges from the relational field, from coherence at the Emergent level. And this type of coherence necessitates nervous system regulation as its foundation. |
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Where breathwork and silence actually fit
So this is why every Coherence Lab I facilitate makes time for breathwork, self-reflection, and silence. Not as nice-to-haves or wellness 'add-ons', but as essential infrastructure.
What's happening physiologically?
This is not mystical. It's credible neuroscience. And it's the infrastructure that will allow coherence to emerge.
Once Emergent-level coherence is present — once the nervous systems in the room are better synchronised, once people feel genuinely safe with each other, once the relational field has re-established itself — then your work at the outer layers becomes durable.
In that state, strategic plans stick.
Behavioural agreements hold even under pressure.
And your org structure actually enables the work it was designed to support.
What's happening physiologically?
- When you breathe coherently (5–6 breaths per minute, the natural resonant frequency of the autonomic nervous system), you activate the 'vagal brake' — the physiological mechanism that restores parasympathetic tone, bringing you back into your window of tolerance, where your prefrontal cortex reactivates, giving you better access to clear thinking, empathy and reasoning.
- Time for self-reflection allows your hippocampus (learning and memory functions) to come back online, and cognitive and creative faculties return.
- When you have moments of genuine silence together — not impatient, expectant silence, but the silence of shared presence — something shifts at the deeper levels. The relational field begins to cohere. Nervous systems begin to synchronise not because they're trying to, but because the conditions for synchrony are present.
This is not mystical. It's credible neuroscience. And it's the infrastructure that will allow coherence to emerge.
Once Emergent-level coherence is present — once the nervous systems in the room are better synchronised, once people feel genuinely safe with each other, once the relational field has re-established itself — then your work at the outer layers becomes durable.
In that state, strategic plans stick.
Behavioural agreements hold even under pressure.
And your org structure actually enables the work it was designed to support.
The architecture in practice... why deep-level coherence matters as much as everything else
This often seems counterintuitive to a logically-minded leader. Aren't structure and behaviour foundational? Shouldn't we get those right first, then worry about the "soft stuff"?
No! Not if you want coherence that lasts, and teams that are resilient, adaptable, and collectively intelligent.
No! Not if you want coherence that lasts, and teams that are resilient, adaptable, and collectively intelligent.
Think about Structural Trust — one of the critical dimensions of team coherence. You can have clear decision-making processes (Evidence) and perfectly aligned behaviour around it (Expression). But if the relational foundation (Emergent) is fractured, if people don't feel safe, if the nervous systems in the room are on edge and dysregulated, that structure will be undermined, potentially perceived as political and unfair, no matter how elegantly designed it is.
Similarly, consider Temporal Synchronisation — the rhythm that a team operates in. You can have great calendaring (Evidence) and synchronised schedules (Expression). But if nervous systems aren't synchronised to each other and to the cadence of work, with people operating at different arousal levels, not really coordinated beneath surface appearances, that lack of synchronisation can sabotage performance.
Similarly, consider Temporal Synchronisation — the rhythm that a team operates in. You can have great calendaring (Evidence) and synchronised schedules (Expression). But if nervous systems aren't synchronised to each other and to the cadence of work, with people operating at different arousal levels, not really coordinated beneath surface appearances, that lack of synchronisation can sabotage performance.
Relational foundation - the dimension that lives at the Emergent layer - is not a "nice to have". It's the layer upon which every other dimension of team coherence depends.
This is why your organigram can be elegant, your strategic plan can be brilliant, your team can be technically skilled — and the whole thing can still fragment when pressure hits. Because you optimised Evidence and Expression without tending to Emergent coherence.
The good news? Once you understand this, you can change it. Not by redesigning more, but by creating conditions for nervous systems to settle and re-synchronise.
The good news? Once you understand this, you can change it. Not by redesigning more, but by creating conditions for nervous systems to settle and re-synchronise.
The Practice: What actually shifts things
So what does this look like in a coherence lab?
We might start with a team that looks coherent on the surface. They know their goals. They follow the process. They execute.
But when we get beneath the surface — through the Coherence Blueprint Assessment, through conversation, through what I call "relational diagnostics" — we often find:
So we create time for the nervous systems to re-regulate. Not as a break, but as essential work.
We might begin a session with five minutes of coherent breathing. Not a meditation exercise — a physiological practice. This brings people back into their window.
We might create space for silent reflection on insights gained, or to see with clearer eyes. What's their honest truth about this team? This creates conditions for essence-level alignment to emerge.
We might facilitate a conversation about relational foundation: What do I need to feel genuinely safe with this team? What needs to shift for me to trust, or be trustworthy? This explicitly addresses Emergent coherence.
Only then do we move to strategic planning and behavioural agreements.
This clears space for more integrated plans to emerge, more sustainable agreements to arise. The team walks out more coherent — not just in behaviour and structure, but at the level of their relational foundation and subtle essence.
And crucially, outcomes can last. Because you built it on the right foundation.
We might start with a team that looks coherent on the surface. They know their goals. They follow the process. They execute.
But when we get beneath the surface — through the Coherence Blueprint Assessment, through conversation, through what I call "relational diagnostics" — we often find:
- Nervous systems are dysregulated (people running on adrenaline or shutdown)
- Relational trust is fractured (people may trust the structure but not each other)
- The shared sense of purpose has fractured (people just going through the motions)
- Nervous systems are not synchronised (people are operating at different arousal levels, not actually in coherence)
So we create time for the nervous systems to re-regulate. Not as a break, but as essential work.
We might begin a session with five minutes of coherent breathing. Not a meditation exercise — a physiological practice. This brings people back into their window.
We might create space for silent reflection on insights gained, or to see with clearer eyes. What's their honest truth about this team? This creates conditions for essence-level alignment to emerge.
We might facilitate a conversation about relational foundation: What do I need to feel genuinely safe with this team? What needs to shift for me to trust, or be trustworthy? This explicitly addresses Emergent coherence.
Only then do we move to strategic planning and behavioural agreements.
This clears space for more integrated plans to emerge, more sustainable agreements to arise. The team walks out more coherent — not just in behaviour and structure, but at the level of their relational foundation and subtle essence.
And crucially, outcomes can last. Because you built it on the right foundation.
Why this challenges traditional leadership
I'm very aware this challenges mainstream leadership instinct. The instinct that says: "Focus on delivery. Get to the point. Be quick. Don't waste time on warm 'n fuzzy stuff you can't measure or control."
But here's what's actually happening when you insist on that:
But here's what's actually happening when you insist on that:
- You're optimising for short-term performance at the cost of long-term coherence, resilience... and sustainability.
- You're building structures that look good on paper but fracture under pressure... requiring more effort to maintain through dictate, control and command.
- You're asking people to be coherent when their nervous systems are dysregulated, then blaming them for not delivering... or burning out.
This is not efficient... It's actually the most inefficient, effort-full path available.
The coherence labs I facilitate sometimes take longer than a typical planning session, and I purposely design them to be cognitively light. But the difference in what sticks is more profound. Because we're building on an actual foundation of team coherence, not on the illusion of it, where people are only half-present.
What this means for your team - and for you as a leader
If this resonates, there are two immediate implications...
First: If you're leading a team, the most important thing you can do for their performance is to attend to their nervous systems. That means:
These are not wellness nice-to-haves. They're performance infrastructure.
Second: If you want to know whether your team is actually coherent — not just performing Evidence-level and Expressive alignment, but genuinely coherent in Essence and at the Emergent layer — you need to measure it.
This is what the Coherence Blueprint Assessment is designed to do. It doesn't just measure whether your org structure is sound or your behaviours are aligned. It measures whether your relational foundation is stable as a team, a business unit or an enterprise, whether your nervous systems are synchronised, whether your collective essence is aligned.
Only when you have that diagnosis can you know where to intervene.
And then — through facilitated Coherence Lab work — you can actually shift things at the deeper, foundational levels, not just optimise more at the surface levels.
First: If you're leading a team, the most important thing you can do for their performance is to attend to their nervous systems. That means:
- Creating rhythm in work (that means insisting on time for recovery, not relentless pressure)
- Building in transition time between demands
- Explicitly addressing psychological safety and relational trust at a behavioural and structural level
- Deliberately creating space for genuine presence, not just productivity
- Learning about - and modelling - nervous system regulation in yourself (if you're the leader, be aware that research shows that others' nervous systems typically tend to regulate in the direction of the highest 'status' person in the room)
These are not wellness nice-to-haves. They're performance infrastructure.
Second: If you want to know whether your team is actually coherent — not just performing Evidence-level and Expressive alignment, but genuinely coherent in Essence and at the Emergent layer — you need to measure it.
This is what the Coherence Blueprint Assessment is designed to do. It doesn't just measure whether your org structure is sound or your behaviours are aligned. It measures whether your relational foundation is stable as a team, a business unit or an enterprise, whether your nervous systems are synchronised, whether your collective essence is aligned.
Only when you have that diagnosis can you know where to intervene.
And then — through facilitated Coherence Lab work — you can actually shift things at the deeper, foundational levels, not just optimise more at the surface levels.
The deeper truth
Here's what I've learned:
Organisations don't fail because of bad strategy or bad structure. They fail because the people inhabiting those roles are operating from dysregulated nervous systems, fragmented relational fields, and fractured essence-level alignment.
You can fix the strategy and the structure. But if you don't address foundational issues, you're just rearranging the deck chairs.
Conversely, when a team is coherent at the Essence and Emergent levels — when their nervous systems are synchronised, when relational trust is genuine, when there's authentic alignment at the essence level — they will make good decisions even with mediocre structure. They'll execute even imperfect plans. They'll adapt and navigate uncertainty with grace. And they can do so sustainably.
This is why I insist on breathwork and silence. Not because I'm trying to make people feel better (though that happens). But because I'm tending to the layers where coherence actually originates.
The Essential and Emergent coherence you build in that three-hour lab becomes the foundation that makes everything else work.
Conversely, when a team is coherent at the Essence and Emergent levels — when their nervous systems are synchronised, when relational trust is genuine, when there's authentic alignment at the essence level — they will make good decisions even with mediocre structure. They'll execute even imperfect plans. They'll adapt and navigate uncertainty with grace. And they can do so sustainably.
This is why I insist on breathwork and silence. Not because I'm trying to make people feel better (though that happens). But because I'm tending to the layers where coherence actually originates.
The Essential and Emergent coherence you build in that three-hour lab becomes the foundation that makes everything else work.
The questions to ask yourself
If you're a leader reading this, here are some real diagnostic questions:
If you're uncertain on any of these, that's your diagnostic. That's where the work is.
- Do the people on my team feel safe with each other, and with me? (Emergent / Relational Foundation)
- Is there genuine alignment around purpose, or are people going through the motions? (Essence)
- When pressure rises (or drops too far), does our coordination hold, or do we fragment? (Emergent / Relational coherence under stress)
- Are our nervous systems actually synchronised, or are we just performing synchronisation? (Emergent / Physiological alignment)
- Do people trust the structure, or do they trust each other? (Emergent vs Expression)
If you're uncertain on any of these, that's your diagnostic. That's where the work is.
Going forward
Nervous system regulation. Relational coherence. Essence-level alignment. These aren't soft skills. They're foundational infrastructure.
The teams that outperform under pressure aren't the ones with the perfect strategy or the cleanest org chart. They're the ones where Essential and Emergent coherence are tended as seriously as Expression and Evidence.
If you want to build a team that actually sustains coherence — not just performs it — start there.
The breath. The silence. The explicit attention to relational foundation. The deeper synchronisation.
Everything else follows from that.
The teams that outperform under pressure aren't the ones with the perfect strategy or the cleanest org chart. They're the ones where Essential and Emergent coherence are tended as seriously as Expression and Evidence.
If you want to build a team that actually sustains coherence — not just performs it — start there.
The breath. The silence. The explicit attention to relational foundation. The deeper synchronisation.
Everything else follows from that.
Practical resources and next steps
If you want to diagnose your team's actual coherence (across all four layers, not just structure and behaviour):
- Solfeggio's Coherence Blueprint Assessment measures nervous system state, relational foundation, and essence-level alignment alongside structural and behavioural coherence, across 9 comprehensive dimensions of organisational life. It presents a clear map highlighting exactly where the fractures are at all levels, including the deep Essence and Emergent levels — which is where the real work needs to happen.
- The Coherence Lab is designed for this. It includes breathwork, self-reflection, relational work, facilitated sense-making and conscious reset design — all embedded within diagnostic process. It's not a retreat. It's strategic infrastructure.
References and further reading
Porges, S.W. (2024). Polyvagal Perspectives: Interventions, Practices, and Strategies. W.W. Norton.
Van der Kolk, B. (2014). The Body Keeps the Score. Viking/Penguin.
Siegel, D.J. (2020). The Developing Mind (3rd ed.). Guilford Press.
Damasio, A. (2006). Descartes' Error: Emotion, Reason and the Human Brain. Penguin.
Porges, S.W., & Siegel, D.J. (2020). Working with the Polyvagal Theory: The Vagal Ventral Complex and Treatment of Developmental Trauma. W.W. Norton.
Van der Kolk, B. (2014). The Body Keeps the Score. Viking/Penguin.
Siegel, D.J. (2020). The Developing Mind (3rd ed.). Guilford Press.
Damasio, A. (2006). Descartes' Error: Emotion, Reason and the Human Brain. Penguin.
Porges, S.W., & Siegel, D.J. (2020). Working with the Polyvagal Theory: The Vagal Ventral Complex and Treatment of Developmental Trauma. W.W. Norton.
Helen Achterberg-Pentz is founder of Solfeggio and creator of the Architecture of Coherence — a framework that integrates neuroscience, systems thinking, and relational dynamics across four layers (Essence/Field through Formal/Structural), guiding the mapping, diagnosis and correction of coherence fractures in teams and organisations. Her work complements and enhances traditional team and organisation performance practices, and the framework specifically addressing why coherence at the relational and essential layers are as foundational to organisational performance as structure and behaviour. She facilitates Coherence Lab experiences and Coherence Blueprint Assessments with forward-thinking leadership teams.
All images produced with Google Gemini.