Mid-Life Interventionist
CASE STUDIES
Evidence of resolution.
Every Catalyst Day is unique, but the entry point is always the same: a senior professional who recognises they cannot continue in a state of stalemate.
These are real examples of the clarity and decisive action that occur when you move beyond analysis to resolve the internal friction that logic cannot reach.
Shared with permission. Identifying details removed.
01
SE · SENIOR LEADER, MAIN EARNER
From exhaustion to ownership.
SE came to me running on empty. Senior role, two young kids, main earner. Operating on adrenaline and not much else.
Work had become hostile. People she had trusted were now competing with her, and whatever position she took seemed to create friction. Outside work, the job followed her, replaying conversations, checking for mistakes, bracing for the next problem. There was no point at which it stopped.
During her Catalyst Day, we examined what was actually sustaining the pattern rather than its symptoms. She could see how much capacity she had been directing at managing other people's responses, and how little remained for her own judgement. We worked through the values and relational dynamics behind the situation. Once she understood what was driving her reactions, she could choose her response rather than default to it.
After that, things changed in practical terms. She said no when she meant it, switched off properly, and was present at home in a way she had not been in some time. She also recognised that much of the conflict around her was not new, it was a familiar pattern in a different setting. Recognising that took its power away.
The job did not change. She did.
02
MB · FIFTEEN YEARS, THEN REDUNDANCY.
After redundancy, rebuilding judgement.
When MB was made redundant after fifteen years in the same company, he took it personally. He hadn't seen it coming. He had given the job loyalty, long hours and results, and it wasn't reciprocated.
The shock moved quickly to self-doubt. He started questioning his own judgement and track record, and when he reached out to his network he felt exposed rather than supported. He did not know what he wanted next and was not in a state to think clearly about it.
His Catalyst Day gave him the conditions to examine the situation without the shock of recent events distorting his read on it. We separated what had happened from what it meant about him, two things the redundancy had collapsed together. We worked through the assumptions driving the self-doubt and looked at the situation from positions he had not yet considered. That distinction changed how he saw the situation.
From there, we looked at what he actually wanted next. That included his natural working style, what had motivated him historically, and where those pointed. New directions opened up that had not been visible while he was still inside the shock of it.
Redundancy was not the end. It was the point at which he started making his own decisions about what came next.
Redundancy was not the end. It was the point at which he started making his own decisions about what came next.
03
EM · OUTWARDLY FINE.
When numb had become normal.
EM wasn't unhappy. She had a good job, decent money, and people she mostly got on with. But she felt numb, even the wins didn't feel like wins anymore.
Something difficult had happened a few years earlier that she'd never really faced. Instead, she threw herself into work and kept going. Over time, the stress of carrying it began showing up as tension, discomfort and pain.
During her Catalyst Day, we worked with what her body was showing us, using it as a way in to what was still active beneath the surface. As the pressure reduced, she could look at that period differently. The calm that followed wasn't manufactured, it was what was left when the weight of it was addressed.
She didn't need to start over. She just stopped living on alert.
04
AL · FIVE-YEAR COLLEAGUE CONFLICT
When a colleague decides you are the opposition.
AL had worked alongside the same colleague for five years. The relationship had never been easy, demanding, transactional, always weighted in one direction. For five years AL had adapted how she worked to accommodate her, and it was never acknowledged, let alone reciprocated. They had reached a working arrangement, or so AL believed.
When AL was given a new role, that arrangement ended. The colleague moved fast, closing off information, repositioning herself around AL's new responsibilities, attaching her name to significant work she had contributed little to. Work that was visible at CEO level. AL had watched her do the same to people below her. She had not expected to be next.
Management had been told. AL had even given them the most useful read of the situation, that the colleague was acting out of fear, and that explanation had been used to accommodate her rather than address her. They kept talking to the colleague. The colleague kept ignoring them. Their response was to talk to her more. When pushed to act, remove the colleague's management responsibilities, change the reporting line, or make a decision about who stayed, the answer was that the colleague was getting a new junior team member and AL should direct any communication through them instead. Problem solved. AL had no faith left in their ability to act, and doubted they had ever seriously considered that she might leave. They were not passive bystanders. They were culpable.
During her Catalyst Day we looked at the full picture, the pattern the colleague had always run, the signs AL had read and set aside, and what it had cost her to maintain the arrangement. Being fair, accurate and reasonable had not been enough. That took the longest to resolve.
She could have made a case for constructive dismissal. She chose to walk.
She was not leaving because she had lost. She was leaving because she understood what staying would require, and who it would require her to become.
IN THEIR WORDS
"I came to the Catalyst Day after seven months dealing with a very toxic work environment that ultimately forced a transition I hadn't chosen but needed. Confidence badly damaged, anger turned inward, and no clarity on what came next. Rosina's corporate background meant she understood the dynamics immediately, no lengthy explanations required. The day was intensive and emotionally honest. EFT helped me surface and release feelings I'd been suppressing for months, even years. The most significant shift was recognising how my own perceptions and responses were shaping the dynamic, not just what was being done to me. I left with less charge around what happened, clarity on what I want next, and practical tools I've since applied."
JS, MARKETING EXECUTIVE (UK)
"Rosina helped me see patterns, challenges, and blind spots I hadn't been fully aware of. The Human Design report she prepared was thorough, insightful, and personalised in a way I've never experienced before. I left with a much deeper understanding of myself and how I operate, with clarity, direction, and a renewed sense of confidence."
SB, PROJECT MANAGER
"Rosina asked questions that were so intuitive it helped us get to the crux of the issue really quickly. She also uses her skills across a whole host of techniques so it's not a generic coaching session."
EW, EVENTS DIRECTOR