In this case study
Client context
Alex was CEO and co-founder of a fast-growing tech company: two children under three, one still breastfeeding, seven staff, a supportive co-founder husband. By every external measure things were working. Projected year-end revenue sat at £350k, and something wasn't moving the way it should.
She came in wanting marketing help. Alexia agreed, on the condition that Head Trash Clearance ran alongside it. Within weeks the marketing conversations were fine, but the clearance sessions were where things actually moved, so the marketing dropped away and the work went deeper.
The delegation conflict
Every task Alex delegated came back undone rather than completed, meaning she'd spent time briefing it, handed it over, and then done it herself anyway: more total work than if she'd never delegated. Underneath that was a conflict between two things she valued: hating wasted time, and believing that briefing someone properly, taking the time to explain a task fully, was itself a waste of time. So the briefings stayed rushed and incomplete, and the work kept coming back wrong.
One cleared session later, she briefed a task properly and it came back done. The same week she went home and played, not efficiently, not managing it, actually played, because the compulsion driving the discomfort had lifted.
The discounting pattern
Alongside the delegation work, Alex was enrolled with a well-regarded sales coach and understood the strategy completely. She couldn't execute it. In sales conversations she discounted pre-emptively, offering lower prices before anyone had asked, making herself smaller before a prospect had the chance to say no. Underneath it was rejection: abandoning her own value before someone else could reject it.
Once that was cleared, the discounting stopped. Margins rose, deals grew, and the sales coaching she'd already paid for became something she could actually act on, not because the strategy had changed, but because the internal block preventing her from using it was gone.
The measurement journey
| Point | Baseline |
|---|---|
| Day she signed up | 206 |
| December 2020 | 311 |
| Last session | 315 |
+109 points on the baseline. Projected revenue: £350k to £1m in the first three months of the second programme.
This was earlier in the methodology's development, before the current Absolute Healing process reached its present depth, and the calibration shift reflects that: modest against clients now moving 250 to 380 points. The business result wasn't modest. That's the point of this case for a practitioner audience: the size of the calibration shift and the size of the business outcome aren't always proportional. What matters is clearing the right, specific thing, not the total volume of change.
The floor sets the ceiling
Strategy work, sales scripts and mindset reframes all sit on top of an emotional operating system that's been running since long before any of them arrived. When that system is set to discount, defend, hedge or over-explain, the strategy can't override it for long: you can scaffold over a conflict, you can't out-perform it.
Alex's own summary of the work wasn't about revenue. She described it as a permanent capacity she now owned: the ability to generate that outcome again, on demand, rather than a one-off result she'd have to chase down a second time.
What this means for practitioners
For practitioners working in coaching or organisational contexts, this case is the clearest illustration in the set of how targeted clearance work (not necessarily deep wound healing) can move a business outcome disproportionately to the size of the internal shift. It's representative of what Level 2 clearance training, applied to business-specific conflicts, is built to deliver.