Every organisation is facing something. Sometimes you can pinpoint the root of the problem. Often you cannot. Either way it lands in the same two places: the people you lose, and the impact of the situation on your bottom line.

We are Britain's leading workplace repair experts. We are called in after an investigation, an inquiry, or a tribunal, when the findings have landed and the people who were named still have to work together to put things right.

Boards do not fail because their directors lack integrity. They fail because the room provides inadequate space for your unease to find out whether it is shared by anyone else."

Leah Brown FRSA, The Fixer

The report was delivered. The problem did not go away.

Everyone accepted the recommendations. Months on, the ones that would change things have stalled. The people who gave evidence have gone quiet. Nobody will say out loud what everybody knows. The people who were part of the process cannot repair what it left behind, so the damage sits there and compounds.

None of this fits the business as usual playbook. Your existing advisers have done their part, and it still needs resolving.

We are called in after the process ends, to repair what it left behind and give you the evidence it is done. Repair is not putting things back. Done well, it leaves you in better shape than you were before.

What we do

We deal with the elephant, or the elephants, in the room. We resolve the fallout, get the recommendations implemented, and hand you the evidence that it has been done.

The work is delivered in blocks of pre-booked days, not an open-ended consultancy programme. We arrive after your formal process has ended working alongside the advisers already in the room.

You might recognise one of these

An inquiry or independent review has reported, and delivering the recommendations has fallen to the people the review was about. Nobody has been given the job.

An internal investigation has concluded. The person who complained, the person complained about, and everyone who gave evidence are still in the same meetings.

A tribunal or grievance has closed, and the team it happened in has not recovered.

A senior person has left, and the problem was assumed to leave with them. It did not.

Middle management say the leadership is toxic. There is no report, and nothing to point at.

A chair or chief executive has a conversation to have that their existing advisers, precisely because of their duties to the company, are not placed to host.

If one of those is close to home, you are in the right place.

"A board does not fall apart in one fell swoop. Small rebellions chip away at the commitments made until there is little left to salvage."

Leah Brown FRSA, The Fixer

We ask you not to take repair on trust

We measure the position before we start, and again at the end, using our own assessment instrument: the Organisational Repair Index®️, applied at board level as Board ORI®️. What changed is shown through data.

Who we are for

We work for the people left holding the aftermath: chairs, chief executives, senior independent directors, trustees, company secretaries, and registrars.

Across large employers, listed and private, where an investigation, a tribunal, or a contentious departure has ended and the workplace has not recovered. Across public bodies, regulators, and statutory organisations working through the recommendations of an inquiry or review. And across charities, professional bodies, membership organisations, and national governing bodies, where an inquiry, a safeguarding review, or a contested departure has left the board and the executive unable to work together.

We also work alongside the advisers already in the room, employment teams, public law and regulatory teams, and communications and public affairs consultancies, as the repair partner they can hand over to.

Who is behind it?

Led by Leah Brown FRSA, a practising corporate lawyer, accredited mediator, and trauma-informed restorative practitioner, with a panel of ten practitioners drawn from law, HR, organisational design, psychology, communications, and board governance. We have a track record across governing bodies, professional and membership bodies, unions, charities, trusts, and corporates.

We do not name the institutions we work with, in pitches, on this website, or anywhere else, and we only use case studies with express permission. The chairs and chief executives who call us do so because what they say goes no further, and that holds after the engagement ends as firmly as during it.

What we do publish is our thinking. Every Friday, in The Fixer, we examine what happens when organisations under pressure treat internal damage after a disruptive event as something insignificant that will right itself. Each edition includes an essay and a watchlist. Sometimes uncomfortable, always useful.

Read by 6,500+ chairs, chief executives, non-executives, lawyers, communications leaders, and charity leaders.

Our work is led by Leah Brown FRSA

Leah Brown FRSA is a qualified solicitor, former M&A lawyer, and accredited mediator who has spent her career at the intersection of high-stakes deals, disputes, and damage to integrity they leave behind.

She founded The WayFinders Group®️in 2023 after discovering that organisations consistently need more than legal advice or crisis management: they need repair.

She spent three years on the faculty of the Society of Mediators, became a guest lecturer in conflict resolution, a TrustBuilder practitioner and a TEDx speaker while perfecting WayFinders®️ restorative methodology. She authored the white paper From harm to healing: rebuilding trust in Britain’s publicly funded institutions in 2025. The Organisational Repair Index®️ followed in 2026 and our flagship instrument, the Board ORI®️was developed with Sarah Boulton FRSA.

Leah leads the business and brings in the right combination of practitioners for each engagement, drawing on a multidisciplinary team spanning legal, organisational development, psychology, mediation and restorative practice, HR advisory and risk.

"The WayFinders Group demonstrated unwavering commitment to a successful outcome [in our Board mediation], investing the necessary time to get it right. Their ability to synthesise diverse viewpoints was remarkable, with no time wasted on irrelevances. Their highly articulate approach kept our complex governance challenge moving forward."

"Responsive to brief, 100% focus on moving things forward, tireless pursuit of solutions. The WayFinders team turned our Trustees' minds to look at problems from entirely different perspectives, which ultimately led to a breakthrough in our governance approach."

"Engagement with Leah was excellent. She listens to status and challenges, tests options for resolution in a considered way, and demonstrates exceptional interpersonal skills. Her restorative approach helped us address institutional challenges we'd been avoiding for years."

Every organisation is facing something. Sometimes you can pinpoint the root of the problem. Often you cannot. Either way it lands in the same two places: the people you lose, and the impact of the situation on your bottom line.

We are Britain's leading workplace repair experts. We are called in after an investigation, an inquiry, or a tribunal, when the findings have landed and the people who were named still have to work together to put things right.

The report was delivered. The problem did not go away.

None of this fits the business as usual playbook. Your existing advisers have done their part, and it still needs resolving.

We are called in after the process ends, to repair what it left behind and give you the evidence it is done. Repair is not putting things back. Done well, it leaves you in better shape than you were before.

What we do

We deal with the elephant, or the elephants, in the room. We resolve the fallout, get the recommendations implemented, and hand you the evidence that it has been done.

The work is delivered in blocks of pre-booked days, not an open-ended consultancy programme. We arrive after your formal process has ended working alongside the advisers already in the room.

You might recognise one of these

An inquiry or independent review has reported, and delivering the recommendations has fallen to the people the review was about. Nobody has been given the job.

An internal investigation has concluded. The person who complained, the person complained about, and everyone who gave evidence are still in the same meetings.

A tribunal or grievance has closed, and the team it happened in has not recovered.

A senior person has left, and the problem was assumed to leave with them. It did not.

Middle management say the leadership is toxic. There is no report, and nothing to point at.

A chair or chief executive has a conversation to have that their existing advisers, precisely because of their duties to the company, are not placed to host.