The Practice
We find what is quietly costing you, and we close it
The Blind$pots costing founders, chief executives, boards and executive teams their performance, their profit and their next stage of growth.
Two things, one operating system
The Blind$pot sharpens the leader and the team. It surfaces what is quietly holding them back and turns it into clarity, accountability, and decisions that hold.
The Scale Code transforms the organisation. It rebuilds the systems beneath strategy, people, process, profit and brand, so the business scales without the leaks that stall most companies at the next level.
The Billion Dollar Blind$pot is what is breaking your business. The Scale Code is how we fix it.
The five systems every business runs on
When one drifts, the others compensate. They keep compensating until they cannot, and the failure surfaces somewhere that looks unrelated to the cause.
Alignment · Strategy
Where the business plays, how it wins, and what it has to stop doing to get there. Measured by asking every executive to state the top three priorities independently, then scoring the variance. Most teams are further apart than any of them expect.
Expansion · People
How leaders behave, and what that behaviour produces in the rooms beneath them. Your team is behaving exactly as the environment has trained it to behave. Measured by the Blind$pot instrument, completed privately, read as a pattern rather than as individual opinion.
Architecture · Process
How work moves and where it stops. Processes built for the business you were, not the one you are becoming. Measured by ma
Compound · Profit
Revenue grows and profit leaks through gaps nobody is measuring. Rework, discounting, pricing drift, idle capital. Measured by finding the leak and putting an owner and a rule on it.
Perception · Brand
Your brand is broadcasting a smaller version of the business you have built. Measured by interviews with the market, customers and candidates, not by opinion inside the building.
Leaders do not get the culture they want.
They get the culture their own behaviour creates.
How leaders work with the firm
Four pillars. Every one of them opens with a measurement and closes with one.
Team Transformation
Find the team's Blind$pot and close it together. Three hours to be shown it, a full day to commit, or twelve months to change it. The leadership team is measured before anyone walks into a room, and measured again afterwards.
From $15,000
Executive Coaching
One leader, three depths. Ninety days to execute on something already known, six months to work through real system change, or a year with one person in your corner. Opens and closes with the same measurement.
From $20,000
The Scale Code
The flagship organisational engagement. Eighteen months rebuilding the systems beneath strategy, people, process, profit and brand, in the order the diagnosis dictates rather than the order that feels urgent.
From $175,000
Executive Presence
How status moves in a room, what a body communicates against what was intended, and how state holds when the pressure arrives. Treated as a commercial discipline, never as confidence coaching.
From $2,500
Interim and fractional executives are available alongside any engagement.
Senior operators placed inside the business, selected on what the instrument found rather than on a curriculum vitae, working to the firm's method and accountable to the firm. $15,000 to $25,000 per month.
Where the work is done
Construction. Mining. Manufacturing. Utilities. Finance. Private equity. Mergers and acquisitions. Family business.
The industries where culture testing the business carries the highest cost and has the most invisible cause. Where a leadership team going quiet does not show up as an engagement score, it shows up as a project that ran over, a safety incident, a key person leaving with the client relationship, or a deal that closed at a worse number than it should have.
Who the firm works with
Founders and chief executives scaling or exiting. Boards navigating governance and succession. Executive leadership teams under real commercial pressure.
The people
Hacia Atherton, Principal
Certified Practising Accountant. Master of Applied Positive Psychology. Former chief executive. Three-time Amazon bestselling author of The Billion Dollar Blind$pot.
She advises boards and founders across construction, manufacturing, mining, finance, private equity and family business on the behavioural systems driving commercial outcomes. The accounting came first, which is why the work counts things other people describe.
In 2017 an equestrian training accident took away her ability to walk. The positive psychology that taught her how to get back on her feet is the science she now brings into boardrooms. That is the origin of the method and it is not the pitch. The pitch is that the method is measured.
She is co-author with Joe Foster, founder of Reebok, in the How to Survive and Thrive series. Founder and Chair of Empowered Women in Trades, which is moving women in the trades from three per cent to thirty by 2030, delivered on construction sites, in manufacturing plants and in mines. Advisory board member to university business schools and to government ministers on workforce reform. Telstra Best of Business Award, Victoria, 2024. Top 100 Women in Construction.
What she does here. The instrument, the diagnosis, and the frameworks. Her work begins with what is already happening that nobody has named.
Rufus Baker, Director of Operations
Leads the Executive Presence practice. Executive presence is a borrowed idea. It came from the stage.
Actors have spent four centuries studying how status moves between two people in a room, how a body contradicts a sentence, and how behaviour holds or collapses when the pressure arrives. Business discovered the same questions recently and gave them new names.
Rufus Baker is an actor by profession. The training is in behaviour. Reading what a room is doing rather than what it is saying. Working in the gap between what a person says and what they mean. And the harder half of the craft, which is controlling emotional and physical state on demand, so that what the body communicates is what was intended.
Most leaders are never taught any of it, and it decides outcomes they attribute to other causes. A negotiation is lost in a shift of posture before it is lost on price. A team stops raising problems because of what happened on someone's face the last time they did.
Alongside the stage he has spent five years in operational management across property, security and personal performance, running teams in environments where misreading a room carries an immediate cost.
What he does here. He runs the firm's operations, and the same attention that reads a room reads a business. Put him inside one and he finds the broken parts, usually the ones worked around for so long that nobody in the building can see them any more.
Why this firm
Most leadership work begins with what to do differently. This work begins with what is already happening that nobody is naming.
The behaviour your culture rewards without realising. The systems that buckle the first time they are tested. The gap between how you experience your business and how your team actually does.
That gap is the Blind$pot. Once it is named, the work becomes possible.
The firm does not deliver inspiration. It delivers a diagnosis, a rebuild, and a second measurement that says whether it worked.
Request a conversation
MLE Advisory operates by introduction. Tell us who you are and what the business is contending with, and you will hear back within one working day.
Read and answered personally. No sequence, no follow up from anybody else.
Or write directly. enquiries@mleadvisory.com