Author:

• Breaking Patterns: Leveraging Neuroscience to Unlock Your Leadership Potential (June 2026)
• Neuroscience of CEO Decision-Making: Why Smart Leaders Make Bad Choices and Fail to Execute—And How to Fix It (January 2027)
• Choosing the Right People: How Neuroscience Helps Us Build Secure, Aligned Relationships (March 2027)

Director, Neuro-Based Leadership Centre
We partner with CEOs and executive teams to diagnose hidden decision-making loops, reset leadership patterns, and build clarity-first execution systems.

Outside of business, I have run 27,000 km across 14 countries with a backpack, speaking at universities and sharing insights with more than 50,000 people.

MY STORY

2025 - Ongoing.

Formal Research: Advancing the Neuroscience of Decision-Making

Master’s and PhD Research

In 2025, I began formal research into the neuroscience of decision-making as preparation for my forthcoming Master’s and eventual PhD at a leading neuroscience university in London. This marks the next phase in a body of work I’ve built over the past decade: understanding how internal neurochemical patterns shape the way leaders think, decide, and lead under pressure.

This research extends the core principles behind my books and the Neuroscience of CEO Decision-Making program, translating them into formal scientific inquiry.

Focus of the Study

The research explores a question at the heart of modern leadership: How do neurochemical feedback loops shape and reinforce decision-making patterns, and what interventions can interrupt these loops to improve the quality of strategic decision-making and execution?

Key Areas of Investigation

• Neurochemical feedback loops
  How dopamine, cortisol, oxytocin, serotonin and testosterone influence perception, urgency, confidence, and strategic blind spots in real time
  
  
• Cognitive bias and behavioural patterns
  How internal chemistry reinforces biases such as overconfidence, confirmation bias, the sunk cost fallacy, and others, even in data-rich environments
  
  
• Disruption and realignment
  How leaders can interrupt these loops and restore clarity, adaptability, and long-term decision capacity through neuroscience-based tools
  
  

This research is designed to help leaders understand how internal patterns drive external outcomes and how to create measurable change where it matters most.

As part of this work, I’m engaging directly with CEOs, founders, and executives, studying how decision patterns emerge under pressure, and co-developing new models to enhance clarity, timing, and strategic depth.

2024 - Present.

The Neuro-Based Leadership Centre: Where Neuroscience Meets Real-World Leadership

Founder & Director

The Neuro-Based Leadership Centre is where my decade of research, coaching, and international work come together, built for leaders who want to do more than perform. They want to transform.

At the Centre, we work with founders, executives, and high-performing teams to break hidden patterns, strengthen decision-making, and align behaviour with long-term goals. Everything we do is grounded in neuroscience, specifically the neurochemical and cognitive loops that drive action, reinforce bias, and shape leadership outcomes.

How Leaders Benefit:

• Clarity in complexity
  Understand the neuroscience behind your decisions and why even smart strategies fall apart under certain internal conditions.
  
  
• Break unconscious cycles
  Identify and interrupt emotional and cognitive loops that keep leaders stuck in reactive or self-sabotaging patterns.
  
  
• Lead with alignment
  Rebuild behavioural patterns that support clarity, trust, resilience, and long-term execution.
  
  

Our approach is not just informative, it’s transformative. The Centre exists to help high-performing leaders make better decisions, build stronger systems, and lead from a place of grounded, strategic clarity.

2024 - Present.

Continuing Education: Strengthening the Bridge Between Science and Strategy

Targeted Academic Study

To deepen the scientific foundation of my applied neuroscience work, I am pursuing focused programs at leading academic institutions that allow me to explore how the brain drives behaviour, motivation, decision-making, and resilience across both individual and organisational settings. Each program is chosen to sharpen the practical relevance of my work and strengthen its scientific depth. The result is a body of insight that is continuously grounded in research and designed for real-world transformation.

Institutions include:

• University College London

• Stanford University

• Harvard University

• Cambridge University

• Columbia University

• University of California, Berkeley

This academic training enables me to:

• Expand the scientific grounding of my frameworks in behavioural neuroscience

• Strengthen the strategic precision behind my work with leaders and teams

• Understand how neurochemical patterns shape decisions under pressure

• Design interventions that address hidden drivers of behaviour at scale

• Translate research into tools for measurable, lasting change

2021 - Present.

Authoring the Framework: Neuroscience, Leadership, and Human Potential

Books
Between 2021 and 2025, I authored three books that integrate lived experience, field research, and applied neuroscience. Each is written for leaders who are ready to challenge patterns, sharpen their clarity, and elevate their decision-making and execution.

These books form the intellectual foundation of my work. They offer practical, science-based frameworks to help high-performing individuals recognise how subconscious patterns shape leadership behaviours, and how those patterns can be rewired to drive sustainable change.

• Breaking Patterns
  A neuroscience-based guide to uncovering and breaking the invisible patterns that limit leadership performance. This book provides leaders with the tools to overcome internal friction, address performance blocks, and lead with clarity, stability, and grounded confidence.

• Neuroscience of CEO Decision-Making (Publishing January 2027)
  A practical deep dive into the neurochemical loops that distort clarity, reinforce bias, and drive misaligned decisions, even among the most intelligent leaders. This book equips readers to recognise and interrupt these loops in real time.

• Choosing the Right People (Publishing March 2027)
  A guide to building aligned, secure relationships across business and life. It explains why high-achieving leaders misjudge compatibility and how to use neuroscience-based signals to choose the right people for long-term trust, safety, and growth.

2020 - 2021.

Research Collaboration: Endurance, Neuroscience, and Performance

University of Westminster – Pre-Research Collaboration
In 2020, I entered a structured pre-research collaboration with the University of Westminster to explore how mindful endurance practices impact focus, emotional regulation, and flow states in high-performance environments. This work emerged directly from my applied methodologies and aimed to contribute new insight into the psychobiological effects of long-distance running on clarity and resilience.

Scope and Contribution:

• Pre-research experimentation
  Conducted daily monitoring of fatigue, mood, and cognitive state during multi-phase ultra-endurance running challenges.

• Collaborative protocol design
  Worked with faculty and graduate researchers to create experimental models for measuring psychological and physiological stress response.

• Integration of field data with science
  Applied lived experience to support the development of novel frameworks for decision-making, focus, and emotional recovery under extreme conditions.

While the full study did not progress beyond the preparatory phase due to funding limitations, the collaboration laid a foundation for future research at the intersection of endurance, neuroscience, and human performance.

Additional Academic Interest
During this period, I was also approached by a professor at Manchester Metropolitan University to explore the biomechanical and cognitive implications of movement variability in ultra-endurance running. Although no formal project was initiated, this inquiry reflected growing academic interest in the applied relevance of my work.

2019 - 2020.

Academic Engagement: Bridging Neuroscience and Practical Application

University Workshops – Thailand, Malaysia, Singapore
Between 2019 and 2020, I was invited to deliver neuroscience-based workshops at over 20 universities across Thailand, including Mahidol University, Thammasat University, Naresuan University, and Bangkok University. An additional 30 workshops were scheduled in Malaysia and Singapore before being cancelled due to the COVID-19 pandemic.

These sessions focused on the applied neuroscience of focus, flow states, and cognitive clarity, offering students and faculty practical tools to enhance emotional regulation, learning capacity, and long-term mental resilience.

Highlights and Impact:

• Delivered live and virtual workshops
  Engaged students and academic staff across a wide range of disciplines with interactive, experience-based sessions.

• Designed experiential protocols
  Introduced practices grounded in neuroscience to improve emotional regulation, restore clarity, and build sustained attention.

• Blended science with lived insight
  Integrated real-world experience with neurobiological models to demonstrate the mechanics of performance, recovery, and resilience.

• Built institutional credibility
  Facilitated in-depth academic sessions that earned strong engagement from leading universities and resulted in written endorsements.

This academic collaboration deepened the foundation of my work, reinforcing the principle that neuroscience, when practically applied, can elevate both individual capacity and institutional performance.

2019 - 2024.

Applied Neuroscience Experience: Turning Patterns into Frameworks

Self-Directed Researcher and Practitioner

Since 2019, I’ve focused exclusively on applied neuroscience—examining how neurochemical feedback loops influence decision-making, reinforce cognitive bias, and drive behavioural patterns in leadership and high-performance environments. This work combines deep research with real-world application, developed not in theory alone, but through measurable outcomes in the field.

Core Contributions and Focus Areas:

• 3,000+ hours of applied neuroscience study
  Focused on behavioural change, emotional regulation, and bias-driven decision-making in complex environments.
  
  
• Development of original frameworks
  Mapped how neurochemical loops, particularly involving dopamine, cortisol, oxytocin, serotonin and testosterone, reinforce cognitive biases such as confirmation bias, overconfidence, anchoring, the sunk cost fallacy, and others.
  
  
• Live neurobiological field study
  Executed a 27,000-kilometre ultra-endurance running project across 14 countries as a real-time study of motivation, resilience, identity, and adaptation under prolonged physical and psychological load.
  
  
• Decision-making methodologies rooted in neuroplasticity
  Designed neuroscience-based models for leaders to increase clarity, interrupt reactive loops, and improve long-term behavioural alignment.
  
  
• Executive coaching and advisory
  Delivered high-impact coaching for senior leaders, integrating neuroscience into performance, leadership development, and strategic recalibration.
  
  

This body of work forms the foundation of my approach: neuroscience not as abstract insight, but as a practical tool for changing how leaders think, decide, and act under pressure.

1998 - 2019.

Professional Experience: The Path That Revealed the Pattern

Entrepreneur and Business Owner

Over two decades, I built and led multiple companies through fast-paced, high-pressure environments. Some achieved strong traction. Others collapsed. What initially appeared as isolated outcomes revealed something far more valuable: a repeating pattern of emotional dynamics that consistently shaped critical decisions, risk tolerance, and long-term strategy.

These weren’t simply business outcomes; they became the foundation for my work in applied neuroscience. By tracing decisions back to their neurobiological origins, I began to uncover how feedback loops involving dopamine, cortisol, and other neurochemicals drive behaviour long before logic engages.

Core Insights and Capabilities:

• Leadership in high-stakes environments
  Directed complex operations and teams through pressure, uncertainty, and rapid change.
  
  
• Decision-making under intensity
  Experienced firsthand how confidence, urgency, and emotional momentum distort clarity and timing, later analysing these through the lens of neurochemical feedback.
  
  
• Strategic pattern recognition
  Identified and deconstructed recurring behavioural loops. Insights that now form the basis of the cognitive and neurobiological frameworks I teach.
  
  

These years provided more than experience. They gave me a practical, field-based lens into how leadership behaviour is shaped—not by intention alone, but by patterns embedded deep within the brain’s predictive systems.

1984 - 1998.

Early Education: Where the Pattern Began

My early academic years revealed a consistent contrast between external leadership and internal cognitive struggle. While I faced challenges with focus and emotional regulation, I also demonstrated early strengths in creativity, initiative, and relational intelligence—traits that later became foundational to my work in leadership and behaviour change.

Primary School

• Strong academic performance in the early years
  
  
• Decline in focus and attention following early trauma
  
  
• Elected Class President four times and School President in the final year
  
  
• Founded a student-run newspaper and led school-wide initiatives
  
  
• Recognised by the school director for leadership and contribution
  
  

Secondary School – Technical Education in Technology Systems

• Graduated with low academic results due to sustained focus challenges
  
  
• Elected Class President for four consecutive years
  
  
• Continued to lead group efforts despite internal academic difficulty
  
  

• This contrast between external leadership and internal challenge later became central to my work in decision-making and cognitive-emotional patterns.

  
  
  

Early University Attempts

• Applied to study psychology at Jagiellonian University; did not pass the entrance exams
  
  
• Enrolled part-time at the Higher School of Commerce in Warsaw; withdrew after six months
  
  
• Traditional academic systems didn’t align with my learning style and attention patterns
  
  
• These early experiences laid the foundation for education built through lived experience and self-directed research