I work with three kinds of people, for related reasons.
Executives
Leaders whose decisions affect teams, budgets and outcomes well beyond their own performance, and who are noticing that sustained pressure is starting to narrow their thinking rather than sharpen it.
Athletes
Competitors whose performance is measured publicly and often, and for whom the mental side of competition — not just the physical — has become the limiting factor.
Traders and high-stakes decision-makers
People making consequential decisions in real time, under incomplete information, where a single distorted judgement compounds quickly. I spent years as a stockbroker and futures trader before retraining in psychology — this is a world I’ve worked in, not just studied.
What unites these three groups isn’t a diagnosis or a shared problem. It’s that all three depend on clear decision-making under sustained pressure, and all three can benefit from understanding the patterns that quietly shape that decision-making.