Dan Lawrence

We can now, irrespective of whether we have an understanding around biomechanics, we can see logically that things are probably going to break down.

So yeah, we have the appreciation that things may go wrong, but we build a plan that

improves one's posture, stabilizes the shoulder joint, strengthens the glutes and posterior chain, builds midline control through the core.

I liken the core to like a tree trunk.

The trunk is the core, the branches are your limbs.

So we want to, from Professor Stuart McGill, maintain proximal stiffness with distal mobility, lock the midline down, and then allow the limbs to function like a sprinter doing 100 meters, pumping their arms and legs.

But the core is relatively stiff.

That's a transfer center, transferring from foot through the body.

So

I think it's just having that education, understanding that when you're with the right people who understand you, you go through all the testing, you can then draw strength from that.

So I could give you many other, that guy's name is Jimmy, he won't mind me saying, I could give you many other examples other than Jimmy of very similar scenarios where they come to us in a poor position, but over time we get them back to normative function and some.

Yeah.

Firstly, we do have a self-awareness that high-level CEOs are very time thin.

So we do understand that.

We do an environment and daily action audit to see where we can claw back time.

Absolutely, with systems like the Pomodoro technique and others.

So we do do that.

So we don't bombard the CEOs with 20 things to do.

We're very aware of that because they'll just be like, whoa, that's way too much.

But we do each month, we'll give them a book to read or an audio book to listen to.