What Changed? · Founder
Revenue jumped $650k. Her reading moved 109 points.
You don’t need to move 300 points to change a business. You need to move the right things.
Before.
A few years ago a woman messaged me out of nowhere. She’d been following my work in the birth world, the fear clearance and the tokophobia programmes. And she had a question.
That method you use for clearing fears around childbirth. Does it work on business fears?
I remember reading it and thinking: yes. Obviously yes. I’d been using it on my own business fears for years. That’s half the reason I developed it.
Alex was the CEO and co-founder of a fast-growing tech company, with two children under three and a team of staff. By any external measure, things were working. Her projected revenue for the year was $350k, but something wasn’t moving the way it should.
She came to me wanting marketing help. She knew my background: twenty years in consumer marketing, brand director, the whole corporate history. I said yes, I’ll do marketing with you. But only if we do Head Trash alongside it.
Within weeks she noticed something. The marketing conversations were fine. The Head Trash sessions were where things were actually moving. So we dropped the marketing and went deeper.
What we saw.
A to-do list like a boomerang.
Every time she delegated a task, it came back. Not completed. Returned. So she’d spent time explaining it, handed it over, and then had to do it herself anyway. More work than if she’d never delegated at all.
So she stopped trusting the process, stopped handing things over, and was drowning in operational detail while trying to lead a company and raise two small children.
The sales coaching she couldn’t do.
At the same time she was on an expensive, well-regarded programme with a high-profile sales coach. She understood the strategy completely. She couldn’t do it.
Every time she got into a sales conversation, she’d start discounting. Offering special prices before anyone had asked. Making herself cheaper, easier, less of a risk, before the prospect had even hinted they might say no.
The day she signed up, her average reading was 206.
What we worked on.
Underneath the delegation, we found a conflict. She hated wasting time. Efficiency was a core value, almost a compulsion. And briefing someone properly, taking the time to explain a task, felt like wasting time. So she’d give quick, incomplete briefings. The team didn’t have what they needed. The work came back wrong.
Her hatred of wasting time was creating the waste.
We cleared it.
Underneath the discounting was rejection. She was abandoning herself before a prospect got the chance to. Rejecting her own value before they could reject it for her. So she undercut her prices to avoid the moment of a possible no, and left margin on the table in every deal.
We cleared that too. And the imposter sitting in the CEO chair.
What changed.
The next week she briefed a task properly. Took the time. Explained it fully. The work came back done.
And then something she didn’t expect. She went home and played Lego with her kids. Not efficiently. Not with one eye on her phone. The compulsion to be efficient had lifted, and Lego was just Lego again, not time being wasted.
One session. One cleared conflict. Her to-do list, her delegation and her time with her children all shifted at once.
She stopped discounting and let the value of the product speak without subsidising it. Margins went up. Deals got bigger. The sales coaching she’d been paying for suddenly became doable. The strategy hadn’t changed. The block stopping her from acting on it had gone.
If it wasn’t for the work I was doing with Head Trash, I wouldn’t have been able to action any of the sales coaching. The emotional resistance was too strong.
At our last session her reading was 315. Up 109 points in three months.
That’s modest next to what I track now. This was earlier in the method’s evolution, a blend of business coaching and Head Trash, before I’d developed the wound healing at the depth I work at today.
What happened next.
In the first three months of that second programme, her projected revenue for the year went from $350k to $1m.
When I asked her what the biggest thing was that she’d got from our work, she didn’t give me a revenue number.
You’ve activated this part of me, this power to create. I know now that I’m going to be able to create that revenue any year I want. You’ve given me the ability to turn that on whenever I need it.
I’ll be honest: I’d always resisted that kind of language. “Activating your power” sounded like something from a goddess retreat, and that’s not my world. But from the CEO of a tech company, about her own capacity to generate revenue, it landed differently. Something that wasn’t available to her became available, and she could feel it as a resource she now owned.
The floor sets the ceiling.
Clear the right things and the ceiling moves. Leave the foundations untouched, and eventually the ceiling comes back.
Later she came back. This time to work on her foundations.
Where next