Organizations — stage · teaching · tailored programs
Never a dependency. Because a leader isn’t supposed to need anything — right?
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A full webinar cycle at a major energy group · a session at Hôpital Bichat AP-HP · talks at top schools · brand campaigns
The after-work drinks. The screens that never turn off. Performance-enhancing substances. The exhaustion people compensate for — sometimes with the work itself.
Your environments organize part of this dysregulation. The guilt, though, stays individual. That’s the asymmetry I work with.
Most addictive behaviors don’t look like an “addiction.” Many function very well. Some are even rewarded — and your performance systems reward them without knowing it.
I started working with organizations because the people I work with in my practice come from those very organizations: profiles that look highly autonomous, under intense internal pressure. The subject doesn’t stop at the office door — it walks in every morning.
Thinking about addiction today means learning to read what works too well.
A reading carried from the inside — worked through every week in my practice.
“It’s rare for me to find an echo of these subjects, of these reflections, in my own environment. Thank you so much.”
A workforce — and what no one is looking at
The link no one wants to look at: your top performers are often the most exposed. “High functioning” profiles, compensation, the functional double life — signals that don’t look like anything you were taught to spot.
Hypergrowth, constant urgency, rewarding excess — some organizations produce the very behaviors they’re later surprised to discover. Reading your own culture is the first intervention.
For organizations whose product, audience, or business model touches on urge-driven mechanics — media, apps, gaming, alcohol, food, creative industries. Seeing what your organization can’t see from the inside.
Modernizing how we approach addiction — so we stop lagging behind society. It’s this perspective that took me from Hôpital Bichat AP-HP to top schools, and it’s what gives teams a reading that’s ahead of the curve, in prevention as much as in CSR.
“I loved your webinar last night.
I don’t have an addiction, but I love the subject, and how complex it is to put words to something everyone thinks they know: addiction. […]”
Designing complete programs — therapeutic, coaching, transformational experiences. I architected a proprietary method all the way to a digital product, with a multidisciplinary team of therapists. That expertise now serves your own programs.
Every engagement is built for your organization — quoted after a conversation about your context, your risk areas, what goes unsaid.
01/06
Keynotes and talks, in person or remote. A voice that doesn’t sound like any “awareness session” your teams have already sat through — never moralizing, never alarmist, and one that speaks to intelligent adults.
02/06
Training programs, from a half-day to a full cycle — managers, HR, high-risk teams, healthcare professionals. Learning to read the signals, the ambivalence, the conversation that helps instead of putting people on the defensive.
03/06
Is your audience acting on urges your product can’t contain? Designing complete programs under your brand — content, pathways, guardrails — built from a method proven from the inside.
04/06
With clinics and institutions: building what comes after — the period where everything is at stake again, and almost nothing exists yet. A bridge between care and real life.
05/06
A recurring presence inside your walls — a confidential space where anyone can come and set down what’s spilling over, before compensation becomes the way your teams live.
06/06
Seminars, large-scale events, co-created formats — designing transformational experiences is my original craft. The format is invented with you; it isn’t picked off a shelf.
“Thank you so much for your talk yesterday. […]
All the situations you shared reminded me that I could have an impact on how the people on my team live with this subject day to day.
I processed what you shared, and this morning I took the chance to go back and find something obvious I had lost sight of, and finally bring value to my team.”
No engagement is standard — every organization has its own culture, its own risk areas, what goes unsaid. Several dimensions move at once: performance, people, product, image, legal. I work with this complexity as a whole, never as a checklist.
My areas of expertise are clearly defined: addictive and urge-driven behaviors, what they do to people and to systems, and the design of programs that work with them. When something falls outside that scope, I say so — and I know who to refer you to.
The first step is a conversation: your context, your challenges, what brings you here. The detailed breakdown of formats and references is shared after this first conversation.