LUNARRÁ was not created in a boardroom. It was built over more than fifteen years working with people under pressure, first as a personal trainer, then as a leader in luxury hospitality, and ultimately through corporate wellbeing and organisational performance.
My ambition as a teenager was to become an elite sprinter. Competing at the highest level, with the dream of one day reaching the Olympic Games, shaped the way I thought about performance from an early age. When a serious hamstring injury at seventeen brought that ambition to an end, I found a new purpose.
At twenty, I became a personal trainer with a simple belief: if I could not fulfil my own dream, I wanted to help other people achieve theirs, whatever that looked like. Over time, that purpose evolved.
Performance was never about the individual alone
I joined Corinthia London, where I progressed from personal trainer to Fitness Supervisor, leading the fitness operation while taking responsibility for membership management. The role taught me that performance was not simply about individual capability. Leadership, culture, communication and the environment people worked within often determined success long before talent did.
I later joined Audley Cooper's Hill as Leisure Club Manager, helping launch the wellness operation during its pre-opening phase. Building a department before the doors opened gave me a rare perspective on how culture, systems and leadership are established from day one.
That experience continued at Fairmont Windsor Park, where, as Wellness Manager, I helped launch the hotel's wellness operation before opening. Creating a new department from the ground up reinforced a lesson that would stay with me: sustainable performance is designed long before it is measured.
Into the corporate world
My career then expanded into corporate wellbeing, contributing to the launch of Deutsche Bank's fitness facility before supporting employees across one of the world's leading financial institutions. I continued that work with Westfield Health, and now at GSK, inside one of the UK's largest corporate environments.
Across every stage, one thing stayed constant. I worked directly with people at every level of an organisation, from frontline employees, receptionists and operational teams to HR directors, CFOs, managing directors and chief executives.
A way to understand performance before trying to improve it
The more I moved into leadership, the more my original purpose evolved. I no longer wanted to help one individual reach their potential at a time. I wanted to help organisations create environments where everyone had the opportunity to perform sustainably. That required more than coaching. It required a way to understand performance before attempting to improve it.
LUNARRÁ was created to provide that understanding. Today, our Performance Architecture™ methodology helps organisations understand the relationship between pressure, performance and wellbeing. Rather than relying on assumptions, generic wellbeing initiatives or isolated engagement scores, we use evidence-led diagnostics to reveal the conditions influencing performance across the organisation.
Because lasting performance does not begin with solutions. It begins with understanding.