For Businesses
Build a company people actually want to belong to.
People don't belong because you gave them a ping-pong table. Belonging is created by how people are treated, how they relate to one another, how leaders behave and whether people feel that their contribution matters.
Free introductory conversation · Remote worldwide. On-site when it matters.
The real questions
Do people feel seen here?
Do they trust one another?
Do they have real relationships, or only calendar invitations?
Can people contribute as themselves?
Do leaders actually live the values?
Does this place create the conditions for people to perform, connect and grow?
Context
As AI changes the work, the human system matters more.
I am not here to advise you on the technology. I work on the part technology cannot design for you: judgement, trust, creativity, connection, leadership and belonging.
First
I find out what people are actually experiencing.
Then
We decide what needs to change: in leadership, relationships, rituals or the way work is organised.
Then
I stay close enough to help make it real and check whether it worked.
I work with organisations the same way I work with people: by choice, not by default.
That's it. No method with a trademark, no framework in five colours. One person paying complete attention to your actual situation, and telling you the truth about what she sees.
Culture is not a slide. It is what happens between people when nobody is presenting.
What I can do
Strategic thinking, commercial experience, deep human understanding. And the ability to actually make things happen.
I assess, diagnose, interview and facilitate. I coach leaders and managers. I design interventions, build communities, create events people want to attend, rethink rituals and playbooks, support hiring and difficult people decisions, advise C-level, and help translate values into actual behaviour. Then I help implement it and check whether it worked.
Engagements are designed around the organisation, not lifted off a shelf. Broadly: assess, understand, design, implement, learn. How much of that I do depends on what you need.
Belonging
Genuine belonging, or a nice set of perks that nobody mistakes for being valued.
Wellbeing
Whether the conditions of work support people or quietly wear them down.
Connection
Whether people actually know one another, beyond their function.
Community
Meaningful relationships created on purpose rather than hoped for.
Leadership
Clarity, trust, accountability and autonomy, in practice not in the deck.
Human capability
Which human capabilities matter most as machines take over more of the work.
Values
Whether values are visible in decisions, behaviour and how people are managed.
Teams
The right roles, relationships and expectations between the people you already have.
Hiring
Hiring for the humans and capabilities the organisation actually needs.
AI transition
What increasing automation does to the human system around it.
Events and rituals
Gatherings that genuinely connect people instead of filling a calendar.
Where it starts
The Human Capacity Audit
A focused look at your organisation as a human system.
Roughly two to four weeks, depending on scope. Conversations with leaders, managers and employees, a look at how work actually happens, and an honest reading of connection, wellbeing, belonging, leadership and what AI is doing to the human system around it.
The output: the Human Capacity Map
What is genuinely working
Where human capacity is strong
Where connection is breaking down
Where people feel disconnected
Where managers are struggling
Where wellbeing is quietly lost
Which capabilities need strengthening
What should happen next
Evaluate
See what is really happening, not what the survey says.
Design
Decide what needs to change, and what it looks like in practice.
Implement
Work alongside you until it is real, then check whether it worked.
Who this is for
Mostly mid-sized organisations: big enough that complexity is real, small enough that leadership still matters personally and a decision can still change how it feels to work there. Usually founders, owners, CEOs, C-level and people leaders.
There is no published price list and no service menu, because I do not yet know what your organisation needs. It starts with a free conversation about what is actually happening, what leadership is worried about, and what your people are experiencing.
In their words
Names withheld by request.
We thought we had a culture problem. Sanneke helped us realise we actually had a leadership and communication problem. She was not afraid to say what she saw, which was exactly what we needed. She understood the commercial pressure we were under, but never lost sight of the people experiencing it. We changed quite a few things as a result. And the team feels very different now.
We had a very distributed team, but in reality we were still operating as a company with an HQ and a group of people working remotely. Sanneke helped us see that the problem wasn't remote work itself. It was that we had never really designed for belonging.
She challenged us to stop treating the office as the centre of the company and rethink how people connected, communicated and experienced being part of the organisation. We changed the way we onboarded people, created more meaningful moments to come together and became much more intentional about the relationships and rituals that connect people across locations.
What I really valued was that Sanneke didn't come in with a standard remote-work programme. She understood the business, but kept asking a much more important question: what does it actually feel like to work here?
We became a much more connected company because of it. Remote employees stopped feeling like people who worked for the company from somewhere else, and started feeling like they were part of the company itself.
Sanneke can walk into an organisation, see what people are actually experiencing, understand the commercial context, and turn that insight into things the organisation can actually change.