Hi. I'm David.
I've spent 25 years designing learning programmes and asking why they don't always land. It turns out the answer is usually the same: stressed people can't learn, and they can't work productively either. Wellbeing Solved is what I built once I understood that.
I work with HR directors and people leads, helping them build wellbeing strategies that are coherent, measurable and honest about what they are trying to achieve.
I am a British chap based in Berlin. I work with organisations anywhere. Modern consultancy does not require me to commute. It requires a good camera, a reliable internet connection, and the ability to explain an absence cost calculation without losing someone in the maths.
Why this exists
The question I should have asked much earlier
I spent 25 years designing and delivering learning programmes. Instructional design, programme delivery, behaviour change at scale. Work I was good at and believed in.
But something nagged at me. Well-designed content was not always landing. Programmes that should have worked were not producing the behaviour change we had built them for. I spent a long time assuming the problem was the design. It was not.
When I started investigating my own wellbeing, the answer became obvious.
The UK workforce has been under sustained stress since the financial crash of 2008. Employees have worried about their roles. Salaries have not kept pace with the cost of living. Mass redundancies have become routine. COVID compounded it for almost every business and every person in them. The result is a workforce carrying a level of chronic stress and anxiety that most organisations have never formally acknowledged, let alone addressed.
And stressed people do not learn well. They do not work productively. They do not bring their full capability to the room. This is not a motivation problem or a management problem. It is a physiology problem. When the nervous system is in a state of threat, higher-order thinking, creativity, and collaboration are the first things to go.
When I started running wellbeing sessions alongside the L&D work, I saw the difference immediately. Motivation improved. Engagement improved. The learning started landing. The connection was not complicated once you looked for it: when people feel well, they work well.
What I could not find was an organisation treating that insight with the rigour it deserved. Wellbeing provision existed everywhere I looked, but strategy was almost nowhere. No diagnosis. No measurement. No way to connect the spend to the outcome. Just a growing list of things the organisation was doing, and a growing inability to say whether any of it was working.
Wellbeing Solved exists to change that. Not with another workshop. With a proper strategy, a measurement framework, and the tools to show your board what the investment is actually achieving.
The Clarity Day
One day. On purpose.
The Clarity Day format was not the obvious choice. A multi-month engagement would have been easier to sell, harder to walk away from, and more profitable. I built a one-day format instead, for three reasons that I think matter.
The first is that time is the thing HR directors have least of. A commitment to a six-month programme requires a business case, stakeholder alignment, and a budget holder who will not change their mind. A commitment to one day requires a diary and a decision. The lower the barrier, the sooner the work starts.
The second is that most wellbeing challenges do not need six months of consultancy. They need a clear diagnosis and a plan. Once you have both, you are capable of running the programme yourself. That is the point. The Clarity Day builds your capability, not your dependency.
The third is accountability. When everything is delivered by 5pm on a fixed day, there is no ambiguity about what you are getting. No drip-fed recommendations. No scope creep. No invoice for a follow-up that was not in the original brief.
Built for time-poor people
One day in the diary. Five deliverables by 5pm. No multi-month commitment before the work begins.
Builds capability, not dependency
The goal is for you to run the programme yourself. Everything is designed to be handed over, not held back.
Fixed price, fixed scope
One price. Everything included. No follow-up invoice for work that should have been in the original brief.
The approach
Strategy, not theatre
Here is what the difference looks like in practice.
| The usual approach | The Wellbeing Solved approach |
|---|---|
| Commission a workshop. Collect positive feedback. Book the same workshop next year. | Diagnose the root cause first. Then design interventions with a logic behind each one. |
| Measure inputs (how many sessions, how many attendees, what the NPS score was). | Measure outcomes (did absence move, did the pulse score improve, what does the trend show). |
| Produce a report full of recommendations and leave the client to figure out implementation. | Deliver a 90-day roadmap, a board presentation, and a measurement framework in one day. Then hand everything over so the client can run it themselves. |
Background
Instructional design. A long time wondering why it wasn't enough.
My background is instructional design and programme delivery. 25 years of building learning content, facilitating programmes, and measuring whether behaviour actually changed as a result.
That background gave me a specific way of thinking: not 'did people enjoy this?' but 'did this actually work?' It also gave me a front-row seat to a pattern I could not explain for a long time. Well-designed programmes were underperforming. People were engaged in the room and then reverting to old habits the moment they left it. The content was not the problem.
When I investigated my own wellbeing and started running wellbeing sessions alongside the L&D work, the pattern made sense. A workforce under chronic stress does not have the cognitive and emotional capacity to absorb learning, change behaviour, or work at full capability. Wellbeing is not a soft add-on to organisational performance. It is a precondition of it. I trained and certified as a mindfulness practitioner and a yoga teacher with YogaRenew to make sure the practices I was recommending came from personal experience, not just research.
25 years
In instructional design and programme delivery, across multiple sectors and organisations
Certified mindfulness practitioner
Certified by YogaRenew, with a personal practice behind the professional method
Certified yoga teacher
200-hour training with YogaRenew, bringing movement and breathwork into workplace wellbeing
Built for desk-based teams
Designed for office, hybrid and remote organisations of 50 to 500 people
Working together
You get me. Not a team you never meet.
Wellbeing Solved is a solo consultancy. I want to be clear about that, because I think it matters. When you book a Clarity Day, you work with me from the first conversation to the 5pm handover. The person who understands your organisation is the same person who builds your strategy and delivers your board presentation.
I do not have a junior consultant who will do most of the work while I attend the kick-off. I do not have an account manager who will relay your questions to someone else. I have a direct line, a clear method and 25 years of experience in learning, behaviour change and wellbeing.
| What you might worry about | What is actually true |
|---|---|
| What if something goes wrong on the day? | Full refund up to 48 hours before, 50% within 48 hours. Free rescheduling with 24 hours' notice. |
| What if I need ongoing support after the day? | Every Clarity Day includes a one-hour follow-up call after 30 days. The platform also includes a quarterly strategy call on Platform + Strategy, or a monthly call on Premium. |
| Is one person enough for an organisation of our size? | The Clarity Day is designed for organisations of 50 to 500 people. The format is built around that scale. It is not a limitation. |
Ongoing support
A fractional Chief Wellbeing Officer for your organisation
Wellbeing Solved also offers a Fractional Chief Wellbeing Officer service for organisations that want ongoing support on a retainer, without the cost of a permanent senior hire. The scope depends on your organisation and on availability, so it is always agreed individually.
The standard I work to
Make it make sense
A strategy should be understandable to leadership, managers, and employees.
Make it measurable
If you cannot answer whether it is working, you have wellbeing spend, not a strategy.
Make it usable
Recommendations only matter when people know what to do next and have the confidence to do it.
What I believe
Three things that shape how I work
Measurement is not optional
If you cannot answer the question 'is this working?', you do not have a wellbeing strategy. You have wellbeing spend. The difference matters, especially when the CFO asks.
Managers are the most important wellbeing intervention you have
Not the EAP. Not the app. The line manager who notices something is wrong and knows what to say. Everything else is infrastructure. Management behaviour is culture.
The work should be handed over, not held back
The best outcome of a Clarity Day is that you can run the programme yourself. My job is to build your capability, not to make you dependent on another consultant.
I also run Well Enough Life, a free resource for individual wellbeing outside work.
If any of this sounds familiar, let's talk.
A free 20-minute call costs nothing and commits you to nothing. We look at where you are, what is not working, and whether the Clarity Day is the right next step. If it is not, I will tell you that too.
Or email david@wellbeingsolved.com or send a message via the contact page
I read every email and reply personally. Usually within one working day.