In the first article of our business transformation series, Transformations That Last: Kristina Wright on Building Change One Village at a Time, we explored how lasting change begins with connection, community, and a shared sense of purpose. Kristina reminded us that transformation is not just about systems or structures, but about people working together to make progress real.
In this second instalment, we shift focus from the collective to the individual and to the science that explains why people think, feel, and behave the way they do during times of change. Margaret Jaouadi speaks with David Bovis, founder of Duxinaroe and creator of the BTFA model, to uncover how neuroscience is transforming leadership and business performance.
David brings over 25 years of experience in applying neuroscience to real-world business challenges. He explains why understanding how the brain responds to uncertainty, fear, and connection is now critical for leaders navigating disruption and pressure.
Readers can expect to learn:
- How a working knowledge of neuroscience enables leaders to build trust, empathy, and high-performing cultures.
- How stress, uncertainty, and global instability affect decision-making and productivity.
- The practical power of BTFA, a framework for helping people think, feel, and act differently by understanding how the brain actually functions, translates complex neuroscience into practical, human understanding.
- Why mental health and engagement are now central to business performance.
At a time when change fatigue and burnout are common, this conversation offers something rare: a science-based, deeply human approach to business transformation.
Special thanks go to David Howells, CEO of Pacific International Executive Search, for introducing David Bovis to Margaret Jaouadi.
Margaret Jaouadi
You’ve said many business transformations fail not because of strategy, but because leaders overlook how people actually work. Why do you think neuroscience holds the missing piece?
David Bovis
There are so many ways to come at this, but let me give you one. The brain works closely with language. The words we use are represented all over the brain. In the world of work, we’ve become used to focusing on words connected to processes and systems.
With technology, from ERP to RPA to AI, we have gone deep into the details of processes, data, and analysis. We can get as precise and technical as we like when it comes to materials, pay structures, and systems. But when it comes to people, we don’t hold ourselves to the same level of discipline.
If you want to understand metallurgy, you learn about coefficients of friction, hardening tendencies, and atomic structures. Yet when it comes to understanding how people work, we rely on vague, subjective terms such as empowerment, engagement, collaboration, and culture. None of these has real depth without a scientific foundation.
When you look at these ideas through the lens of neuroscience, you can start to define them properly. For example, engagement is not just a nice word; it is the release of oxytocin in the brain. So the real question becomes: what conditions does the brain need to produce more oxytocin? Because that is what actually creates engagement.
Once you take that perspective, you can reverse engineer the workplace environment. You start asking what chemical state the brain needs to be in, and in which parts of the brain. If we put people in a command-and-control environment or a high-stress environment, they will never achieve that optimal brain state.
Here is one piece of evidence that really stands out for me. When people are stressed, their cortisol levels rise. How each person responds to stress depends on their childhood, imprinting, and psychological predisposition. But if cortisol remains high over time, it kills a substance called brain-derived neurotrophic factor (BDNF). That is essential for neuroplasticity and neurogenesis, in other words, for the brain’s ability to adapt and learn.
So if people are constantly stressed just trying to survive their environment, their capacity to adapt drops dramatically. Yet in business, we often roll out change management programs, strategy deployments, or mergers, all of which create stress, and then expect people to adapt. Without understanding how the brain works, we end up working against ourselves under the banner of best practice.
For me, neuroscience is the missing piece, like switching on a light in a dark room. Until now, we have been working by the glow of process and systems thinking, like two street lamps on at night. Neuroscience is the daylight that reveals what was previously hidden. It allows us to see everything more clearly, understand why people react the way they do, and challenge many of our old assumptions about what best practice really means.
That is why it works, and why we are seeing the results we are.
Margaret Jaouadi
The good news is that I presume we don’t all have to go and get a master’s degree in neuroscience to understand these basic concepts. Can you explain the BTFA model in simple terms and why it matters for leaders driving change?
David Bovis
You’re absolutely right. No one needs to get a neuroscience degree. That’s why I went on to get my master’s in neuroscience. I did the heavy lifting, so no one else has to.
BTFA is a simple model that captures how our brains actually drive belief, thought, emotion, and behaviour, the essence of human function in business. It has become a term people actually use to communicate. They’ll say things like, “We need to BTFA this,” and when they use it as a verb, they mean, “We need to consider the brain function that will be triggered by what we’re about to do or what we’ve just done.”
In organisations that have adopted BTFA more broadly, it has become part of everyday language, which is precisely what we want. The words we use matter because language doesn’t just describe reality; it shapes neural patterns that influence how we perceive and respond. If people don’t have a shared language like BTFA to explain the details of human function, they won’t talk about it.
What we’ve done is give them a simple model that’s grounded in solid science so that they can trust it. Once they start using it, it naturally changes the questions they ask, how they behave, and what they consider when leading change or transformation. They begin thinking about how people’s brains are changing and ask, “How do we facilitate that?”
So you’re right, no one has to become a neuroscientist. But they do need to understand enough of the science to know that BTFA is a robust, evidence-based model that helps them lead more effectively.
Margaret Jaouadi
Maybe you can start by explaining what the letters stand for.
David Bovis
BTFA stands for Believe, Think, Feel, Act.
It means that we all have neurons in our brains, and these form wiring patterns based on our life experiences. When something triggers that wiring, our brain recognises it as good or bad, right or wrong. That becomes a belief, a pattern of wiring that represents what we’ve learned from experience.
But wiring on its own doesn’t do anything until it fires. Thinking is the firing. So we have belief as wiring, and thinking as firing.
Now, because that firing process involves chemistry, neurotransmitters come into play. The vocabulary can confuse things. When those same chemicals move between organs in the body, they are called hormones. When they’re in the brain, they’re called neurotransmitters. Yet they’re the same chemicals, and they affect how we feel. So firing releases chemicals, and those chemicals drive our feelings. That’s the “F” in BTFA.
From there, everything we believe, think, and feel influences how we act. Our brains are constantly checking the world around us, comparing what we sense with what we predict, and asking a simple question: “Am I safe?”
That ongoing process of prediction and protection shapes our actions and reactions. When we sense a threat, we experience emotion, a defensive response. We then process that experience, often during sleep, when the brain reorganises its wiring. That’s how we adapt and update our patterns, staying in tune with our environment as it changes.
Every human being works this way. We all have wiring that fires, releases chemicals, and shapes our emotional experience. We act to protect ourselves, and through that interaction with the world, our brains continue to adapt so we can survive and thrive.
If leaders don’t understand this and come into an organisation stamping around with their own beliefs about what “good” looks like, they can easily trigger threat responses in others. When that happens, people’s brains treat the situation as unsafe, which slows down their capacity to adapt. Change becomes difficult, unsustainable, and it often fails to stick.
That’s why this matters so much for leaders driving change. Without understanding how the brain actually works, we repeat the same mistakes we’ve been making for the last fifty years under the banner of change, lean, and transformation. Neuroscience gives us a golden opportunity to add new science to the mix and finally see where we’ve been getting it wrong and how to get it right.
Margaret Jaouadi
Let’s discuss an example: a CEO comes into a company and says, “An ABC company is acquiring our company, and it’s good for us because we’ll have access to greater resources and more growth opportunities.”
What most people are probably thinking in that moment is, “Oh my God, I’m going to lose my job.”
To help people feel calmer and avoid triggering that fight-or-flight response, that same message could be delivered in a completely different way. Am I understanding that correctly?
David Bovis
You are, yes, although there isn’t really a golden bullet that lets one person understand more about brain function and override the automatic responses in other people’s brains.
For that reason, when we work with organisations, we start small, by helping individual leaders and managers understand how their own brains drive behaviour. We don’t train organisations, we develop people. It becomes obvious very fast that everyone needs to be able to regulate their own emotional responses. Once people understand BTFA and apply it to themselves, they can adjust to change and rationalise their thinking rather than being driven by fear or stress. The focus is on self-regulation first; BTFA isn’t applied to others; it’s applied through our own behaviour.
It’s not something a single leader at the top can fix by waving a magic wand. You can’t override millions of years of evolution in brain function. But leaders can help prepare people before change happens.
Ideally, you get everyone up to speed on BTFA before the change. Even if the change has already happened, it’s still valuable to introduce BTFA afterwards, because it helps people make sense of what they’ve been through. It puts them in a better emotional place and prepares them for the next inevitable change. That’s life and business.
Whether it’s bereavement, marriage, children, redundancies, or mergers, change is constant. The goal is to develop individuals who are more comfortable with change and who can manage their own responses to it.
Now, let’s imagine the leadership team has already been through BTFA training and understands how it works. When the CEO comes in and says, “We’ve been acquired,” they can approach it in a completely different way. They might say, “The market is always shifting, and this is one of those shifts. We’ve all been through BTFA together, so let’s talk about how we feel. What are your emotional reactions? What are your fears? What might undermine our ability to respond positively?”
Because people have that shared understanding, they’re more open about their emotions. They know it’s not them personally that’s the problem; it’s their brain doing what it’s designed to do. That awareness makes it easier to talk honestly.
Someone might say, “Does this mean redundancies? My brain is flashing red alerts because I work in HR, and central functions often get consolidated.” That’s when leaders can help unpack that emotional response.
They might say, “Let’s look at this rationally. If the acquiring company is buying us, it’s because they want to grow. If they’re doubling in size, are they really going to need fewer HR people? Probably not. In fact, they’ll need more capacity to handle the increased workload.”
By using BTFA language and principles, leaders can help people calm their brains, shift from fear-based thinking to rational thinking, and regain perspective.
When that happens, instead of facing three years of resistance to change, you might only face three hours of honest conversation. People start to feel safer and more hopeful about their future. Their brains move into a state where they can think clearly and work collaboratively.
And when that happens, you see better results. The acquiring company notices that the team is working well, engagement improves, and ironically, people become less likely to lose their jobs.
So it’s not a magic wand that leaders can wave over others. It’s about developing individual self-awareness. When everyone learns to manage their own reactions, the whole organisation handles change better and works together more effectively.
Margaret Jaouadi
It really clarified something for me. You don’t deploy the BTFA model only when you are already going through a business transformation. It’s more of a preventative measure or a learning tool because every organisation will face change at some point.
It doesn’t have to be something dramatic, but we live in very unpredictable, uncertain times. Using these techniques feels a bit like promoting awareness around mental health; it’s simply a valuable skill for people to learn at any stage of the company’s growth.
That way, when change does happen, everyone is already prepared. They understand what is happening inside themselves, recognise what’s going on in others, and share a common language to talk about it.
David Bovis
Exactly. You’ve summed that up perfectly.
It’s not just for the big moments of change; it’s just as crucial for business as usual. What you’ve described is preparation, and that’s the point. We talk about BTFA as an enabler of change and transformation because it helps everyone navigate change more comfortably, both individually and collectively.
But it’s not only for curveballs or crises. It’s just as valuable in everyday business. When leaders understand BTFA, they start to ask, “What do we need to do to create the conditions where people’s brains perform at their best every day?” That means you get the best from people all the time, not only during significant change, but also during the smaller, project-based changes that are part of strategy and growth.
BTFA gives people the tools to understand themselves and others, so they can manage change confidently, no matter what comes their way.
Margaret Jaouadi
What are three things leaders could start doing today, based on neuroscience, that would make change efforts more successful?
David Bovis
It’s a good question, but it’s hard to answer fully without first teaching people BTFA. You only really understand what to do differently once you’ve seen how the brain is designed to work.
That said, there are clear principles we help people practise — and the way we design our courses reflects that. One key idea is learning to connect with people emotionally and understanding what that means neurologically. Once you grasp that, you can start practising behaviours that make a real difference.
The first thing we teach is how to regulate your own thinking. We show people what thinking actually is, and therefore what metacognition means: thinking about your thinking, an advanced prefrontal process that gives us the only mechanism we have to regulate emotion consciously.
Alongside that comes reflection. For anyone familiar with lean transformation, there are beautiful connections here with Japanese principles. The art of reflection is called Hansai, and it is built on Hitozukuri, which means “to develop people.” It is about developing a person’s ability to self-regulate and stay balanced.
Fujio Cho, a former President of Toyota Motor Corporation, once said, “We build people before we build cars.” Taiichi Ohno, an engineer and former Toyota executive, also talked about this in the 1973 handbook. He described how he would pause and reflect on his own assumptions before entering the workplace so he could genuinely listen to the people doing the job. Their brains were wired by first-hand experience, so they knew more than he did. If he walked in thinking he already had the answers, he would miss what they were trying to tell him.
That pause before reacting, that willingness to challenge your own assumptions, is precisely what neuroscience shows we need to do. It is also at the heart of Kaizen. In its original form, Kaizen means making a personal commitment to improve yourself, to sacrifice ego, and learn from mistakes for the benefit of others.
So, when you combine Hansai (reflection) with Kaizen (continuous self-improvement), you get a powerful discipline of thinking and behaving that respects humanity – and neuroscience now explains why that works. If you can regulate your own emotions and thinking, you engage more easily with others. You create conditions for their brains to respond positively, leading to genuine collaboration and faster problem-solving.
So if I had to name three things leaders can start doing right now, I would say:
Ask people how they feel. In business, we often ask what people think, but we rarely ask what they feel. Yet feelings drive actions. When people resist change, it usually comes from fear, frustration, or disillusionment. Learning to explore those emotions changes everything.
Pause before you act. Take a moment to regulate your own emotional response before stepping into a situation. Challenge your assumptions, clear your thinking, and be ready to listen.
Practise reflection and self-improvement. Reflect on what went well and what did not, and commit to improving yourself for the benefit of others. That discipline creates better leaders and healthier organisations.
When leaders understand and apply these principles, they start to see that not doing them actually takes them further away from the outcomes they want. BTFA gives them the science behind why these behaviours matter, and once they see it, they can never unsee it.
Margaret Jaouadi
Many change programmes run for months or years, risking employee disengagement. How does neuroscience help leaders keep people motivated?
David Bovis
The brain runs on two key systems: defence and reward. The defence system is fuelled by fear and stress hormones such as cortisol. In contrast, the reward system relies on dopamine, serotonin, and oxytocin, the chemicals that make us feel good, connected, and safe.
Our brains are also prediction machines, constantly scanning for what comes next to ensure safety. When predictions are confirmed, such as a promised pay rise, the reward system fires, and we feel secure. But when promises are broken or progress stalls, trust falls, oxytocin drops, and disengagement sets in.
That is why many long-term change programmes lose momentum. People start enthusiastically, but when results do not match expectations, their brains stop believing the story.
This process aligns with the Four Drive Theory from Harvard’s Lawrence and Nohria: to learn, defend, bond, and acquire. Motivation thrives when all four are in balance. If people feel safe, connected, progressing, and valued, they stay engaged. When safety disappears, the brain switches to survival mode and motivation collapses.
Leaders can counter this by creating visible evidence of progress, such as dashboards, traffic-light boards, or clear feedback loops. Seeing progress triggers dopamine and oxytocin, reinforcing trust and effort.
Ultimately, motivation is less about money and more about biology. The brain needs to feel safe, purposeful, and part of something that is moving forward. Disengagement is not laziness; it is self-protection.
Margaret Jaouadi
That aligns well with what other leaders have said: that in long-term transformations, it is vital to celebrate small wins. Recognising progress, even modest progress, fuels motivation and keeps the brain’s reward system active.
David Bovis
Exactly, and that is why we created the BTFA model. It helps leaders understand not just that celebration matters, but why. Experienced leaders often know this instinctively; neuroscience gives them the confidence and language to do it consistently.
But it must be authentic. You cannot fake a celebration if everyone is anxious about the next deadline. Forced milestone parties feel hollow and can backfire. Real engagement happens when people genuinely feel progress together, when teams are connected, collaborating, and co-creating.
That is what authentic leadership really is. It is not a performance; it is sensing when people need recognition and responding in a way that feels real. Traditional project management focuses on process, but lasting change depends on something much deeper: humanity.
Margaret Jaouadi
Can you share a real example of a leader or team who used the BTFA model and saw a shift in outcomes? It might not have been immediate, but perhaps it created a clear change in direction or results.
David Bovis
Yes, absolutely. In fact, we often do see quick shifts. One of the things we explain to people is that if you define culture as beliefs, neural wiring, brain chemistry, and the language people use, then changing culture doesn’t have to take years.
If you think of words as part of the artefacts that make up a cultural landscape alongside systems, processes, and communication channels, then the moment you start changing the words people use and the way they behave, culture begins to shift. Even one person who starts regulating their own brain differently can influence those around them. That ripple effect spreads, and before long, you have visible change.
For decades, people have believed that changing culture is slow and complex, but that’s only because most organisations try to do it by changing systems and processes. That approach doesn’t alter how people think; it often drives them to defend their current assumptions even more strongly. But when you help people change how they think, culture can begin to shift surprisingly quickly.
We’ve seen this clearly in several organisations. One example is GKN Aerospace. The following is public information because Philip Holt wrote about it in his third book, and a Times article supported by JP Morgan Cazenove mentioned a return on investment of around £410 million. From my conversations with Philip, and based on what he was willing to put in writing for our materials, he credited BTFA as a key factor in that transformation.
GKN trained its global network of around 50 change directors, who supported divisions across different countries. Once trained in BTFA principles, they began approaching transformation differently, taking the brain science into account.
The organisation initially targeted about £350 million in ROI over five or six years, but achieved around £410 million in just four years. That exceeded their financial expectations and accelerated delivery. As a result, the divisional leaders had become capable of leading change themselves. So the company not only performed better but also saved a great deal in overheads, time, and management costs.
Another example goes back to around 2009 or 2010, during the recession. I worked with a company in Mansfield called Eurofilter. The managing director, Paul Lyons, told me they had been losing money for five years and had already been through three rounds of consultants – from the UK, Europe, and the US, including some from the big four. Each time, the consultants left the workforce feeling alienated and disengaged.
Paul told me, “I think we have a culture problem.” So I ran a two-day workshop with the leadership team, introducing them to the BTFA principles. Within months, the company’s results began to turn around.
They saw a 63% improvement in EBITDA, primarily due to increased sales after we identified and removed psychological barriers within the sales team. Within seven months, they went from five years of losses to profitability. They stayed profitable for the next seven years until another group eventually acquired them.
They also began reintroducing the lean and transformation tools they had previously rejected. They understood why it mattered and how it worked. Within three months, their on-time delivery rose from 48% to over 98%.
That’s the kind of shift we see when leaders genuinely embrace BTFA. When they start challenging their own thinking, changing how they interact with people, and consciously creating conditions in which other brains feel safe and engaged, performance, morale, and outcomes change.
In business, we unintentionally keep people on the defensive, anxious, and second-guessing. BTFA flips that dynamic. It creates an environment where people feel calm, confident, and collaborative, and that’s when transformation really sticks.
Margaret Jaouadi
Why is this approach critical now, given all the uncertainty and pressure that businesses and their people are facing?
David Bovis
That’s a big question, but an important one.
Let’s start with mental health. In the past decade, terms like ‘wellbeing’ and ‘burnout’ have become common. Fifteen years ago, we called it high stress; before that, chronic stress. Now we recognise that people’s mental state directly affects performance and profitability. As my colleague Oliver Randall says, “People need to be in a great space to do great things.” If someone isn’t in a good headspace, they can’t give their best.
At the same time, global engagement is at record lows. Surveys from Gallup and Great Place to Work show that almost 80% of employees are disengaged. That costs the global economy hundreds of billions each year in lost productivity. When people feel unsafe or disconnected, their performance drops.
We saw this clearly when working with Toyota Boshoku in Turkey. Even though they already had a strong, high-performance culture, they achieved a 12% increase in engagement scores within a year by applying these neuroscience principles.
Now add the broader context. The world has flipped from stability to turbulence: political conflict, wars, economic uncertainty, and a pandemic have reshaped everything. When uncertainty rises, confidence falls. When confidence drops, investment slows, economies contract, and inflation grows. These are not just market forces; they reflect how human brains respond to fear and threat.
Then there’s the rise of artificial intelligence, which many see as a risk to their jobs. Add in the cost of living crisis, and you have a world where most people are under chronic stress. A single bag of groceries can cost sixty pounds, and many families are asking daily, “Can I pay the bills? Can I feed the kids?”
Under that pressure, the brain goes into protection mode. It constantly scans for danger, and when it can’t predict safety, cortisol rises and oxytocin drops. In this state, people are defensive, cautious, and far less capable of creativity, innovation, or collaboration.
That’s why business performance and human wellbeing can’t be separated. If we want better results, we need healthier, calmer, and more resilient minds across the organisation.
This is where BTFA makes a difference. It helps people recognise and regulate fear-based responses, enabling them to think clearly, connect with others, and perform even under pressure.
And for the first time, neuroscience gives us proof. Since 2009, researchers such as Elizabeth Gould at Princeton have shown that the human brain can grow new neurons throughout life, a process called neurogenesis. That discovery showed that we can adapt and rewire ourselves at any age.
Since then, significant investments from governments, universities, and institutions like the Allen Institute have accelerated our understanding of how the brain learns and changes. We now have the science and language to help people understand their own behaviour and transform it for the better.
We’re living through one of the most uncertain periods in modern history. People are scared, and scared brains cannot perform. That is why this approach matters more than ever. It gives individuals and organisations the tools to stay calm, think clearly, and thrive in the face of uncertainty.
Margaret Jaouadi
If I am responsible for leading transformation, what is the first step I should take to bring neuroscience into my leadership practice, aside from taking your training, of course?
David Bovis
The simple answer is to take the training. But let me explain why.
We have looked at what is out there. Some universities, especially in the United States, are charging tens of thousands of dollars for courses where professors talk at you for forty or fifty hours. It is neither cost-effective nor an effective way to learn.
The truth is that the road to understanding neuroscience is a long one. I have been studying it for twenty-five years, and in the first ten, I made plenty of mistakes. That was mainly because the language is confusing.
That is part of the problem in the market right now. There is a real risk that neuroscience will go the way of every other management trend. People start adding the word neuro to whatever they already do, neuro leadership, neuro marketing, neuro sales, and most of the time, there is very little actual neuroscience behind it. I recently saw a LinkedIn post where someone had done exactly that. They were describing ideas that were already being taught twenty years earlier in psychology, not in neuroscience, which shows how easily valuable psychological insights can be mislabelled as neuroscience if we’re not precise about the underlying biology. I asked, Where is the science in this? If we are going to use the word, we have to use it responsibly.
If we don’t, leaders will hear the term neuroscience and dismiss it. They will think they have heard it all before. That would be a real shame, because neuroscience has the potential to make a significant difference to people and organisations. It can genuinely change the way we understand ourselves and others.
That is why we created BTFA. It is the result of 25 years of learning, testing, and filtering out what actually works. We have condensed all of that into a five-week programme that gives leaders a solid understanding of how the brain works and why that matters for change and performance.
It is evidence-based, practical, and easy to apply. And the learning stays with people. We have gone back to participants a year or two after they completed the course, and they all say the same thing. They say, how could I not think about BTFA? It has changed the way I see everything. It is part of who I am now.
That is what makes it different. Most training fades within a week or two. People go back to work and fall into old habits. With BTFA, leaders tell us they actually change their behaviour. One participant said, “When I was first promoted, I was quite introverted and damaged three key relationships. After BTFA, I understood what I needed to do to rebuild trust, and within eight months I had repaired all three.”
We have also seen leadership teams that were divided for years finally come together. By week four, people were walking into class together, laughing about how long they had been in conflict. They had finally understood how their own brains were driving their behaviour. Once they saw that, they could choose differently.
So what is the first step?
Start by being curious. Pick up a book like Brain Rules by John Medina or Thinking, Fast and Slow by Daniel Kahneman. Read anything that helps you connect human behaviour with how the brain works. Let your understanding build naturally.
Once that curiosity takes hold, and you start to see that improving how people think and feel improves performance and culture, then take the next step and learn BTFA.
Because right now, I honestly do not think there is anything else out there that works quite like it.
Margaret Jaouadi
You mentioned a book, Thinking, Fast and Slow. That book was honestly one of the hardest I’ve ever read because it made me feel stupid. But at the same time, it was also a bit of an Eureka moment.
It made me realise that I am not the only one who feels this way. Everybody feels that way sometimes.
David Bovis
You know what, that is such an important point, and I am glad you said it. That feeling you just described is precisely what BTFA helps people shift.
It helps people realise they are not alone and that these experiences are universal. We all share the same emotional chemistry. Whether it is guilt when your mum says you do not call often enough, or that feeling of imposter syndrome, or moments of self-doubt, all of it comes from the same chemicals in the brain.
But the really crucial part is what comes next. Most of the time, the world teaches us to focus on differences. Male, female, young, old, tall, short, rich, poor, black, white, whatever the category. Even tools like psychometric profiling, useful as they are, still divide people into boxes. They say you are this type, and someone else is that type. Then we all spend time trying to manage those differences instead of seeing what connects us.
The truth is that 95% of the brain is the same for everyone. So why not focus on what makes us alike? Why not use that understanding to build empathy and connection, and to support one another rather than defend ourselves against each other?
That is what BTFA gives people. It offers a shared language that helps us say, we are all human, we all have the same basic brain, and we all feel bad when things go wrong. Once we accept that, we can approach business and leadership in a completely different way.
Margaret Jaouadi
I’ve learnt so much! Thank you for sharing your expertise, David, and for presenting it with such clarity and conviction. In the era of AI, understanding how the human brain works feels more important than ever. Without that, we risk missing the real benefits of the technology designed to improve our lives.
For a confidential chat about how Pacific International can assist you with your Talent Acquisitions and Diversity challenges, please contact David Howells or one of our Heads of sector.