Asim Amin

Plumm

I wanted to create something that truly helps people and businesses thrive. 
That's why I built Plumm.

I founded Plumm with a mission to address the growing issue of poor mental health in the workplace, which costs UK employers around £56 billion a year. What started as a mental health platform has now evolved into a comprehensive HR solution — while keeping mental health at its core.

Plumm is an all-in-one HR platform that simplifies managing employee records, performance, leave, Payroll, ATS, LMS, and automates key HR tasks — all powered by AI.

What sets us apart is our seamless integration of mental health support. We provide access to 1:1 therapy, coaching sessions, and self-help resources through a global network of 170+ providers, available in 35+ languages.

I believe that when businesses get HR right and support their team’s mental wellbeing, everyone wins.

Founder & CEO

Immigrants Building Companies

Host

London & Partners

International Trade Program

NatWest Business

NatWest Entrepreneur Accelerator

Business Growth Program

VentureOut

NY HealthTech Hyper Accelerator

Founder & CEO at Plumm | Empowering Minds & Building Thriving Workplaces | Passionate Mental Health Advocate

After witnessing firsthand how mental health challenges affected my own family, I knew something had to change – starting with how we access mental health support at work.
 
My journey, marked by setbacks and breakthroughs, showed me that true success is rooted in resilience and wellbeing. That’s why I founded Plumm.
 
What started as a mental health service has now evolved into a full-service HR solution, with mental health at its core. No HR strategy can thrive without it.
 
As host of the Immigrant Founders Pod, I share stories of resilience and success, offering insights from entrepreneurs who’ve defied the odds.
 
🚀 Request a demo for Plumm: https://www.heyplumm.com/book-a-demo
🚀 For podcasts, speaking engagements, or media features, get in touch at: amy.t@heyplumm.com

Poor mental health costs UK employers up to £56 billion a year.

And yet, when employers invest even just £1 in preventative employee wellbeing, they see an average return of £5.30.

We’ve seen case after case, that happier employees make for a healthier business.

It’s why we developed Plumm: a seamless all-in-one, evidence-backed mental wellbeing solution for employers and their teams.

We support your team through our global and diverse pool over 200 accredited therapists and coaches, who can cater to their individual needs, preferences, and circumstances, regardless of where they are in their wellbeing journey.

Whether they can benefit from group learning, need professional help and personalised 1:1 therapy or coaching, or self-help resources, we've got it covered.

Ready to level up your team's wellbeing? 👉 https://www.plummhealth.com/request-demo

2018: Borrowed £4K from my mum.
2025: Generating Millions in revenue year on year
 
No safety net.
I just had a belief that workplace wellbeing was broken.
 
Back then, “virtual therapy” wasn’t a thing.
Founders didn’t see the potential.
Consumers didn’t know they needed it.
And I heard “No” more times than I can count.
 
That £4K bought me three things:
→ Enough time to validate the problem
→ A seat at a few tables I didn’t belong at
→ A crash course in hearing “No” without losing conviction
 
This is what I’d tell any founder starting from zero:
If you’re too early, expect rejection. The market won’t get it until it does...

Stop pitching the “vision slide” and start proving a pain exists NOW.
Most people will tell you why it won’t work. Very few will help you make it work.
 
Six years later, all those “No’s” have turned into:
→ 100,000+ therapy sessions delivered through Plumm
→ Global partners across multiple industries
→ Thousands of employees with wellbeing built into their daily workflow
 
That £4K didn’t just start a company.
It started a movement

Founder & CEO at Plumm | Advisor | Speaker | Podcast Host🎙️

Last week, I shared that I’d officially become British and the post went viral! 

I was blown away by the messages and stories so many of you shared with me.

One question kept coming up:
“So… what’s changed?”

It’s made me reflect a lot. And here’s what’s different:

1. Confidence.
Something subtle has shifted. I feel more grounded. More sure of myself.
Like I’ve arrived.

2. Stability.
For the first time in my life, I don’t need to renew my visa. Ever again.
Not in 1 year. Not in 10 years. Not ever.
After a lifetime of visa renewals in Dubai, and then again here, that feeling is priceless.

3. Identity.
It still catches me off guard.
I’ll say something like, “The British are so good at this…” and then realise... wait, I’m British.
Not them. Us.

4. Belonging.
This one’s the biggest.
For the first time ever, I’m living in my own country.
Not just on paper.
In my heart.
And that’s a feeling I’ve been chasing my whole life.

5. A small celebration that meant a lot.
I flew to Spain to celebrate my new passport.
For the first time, I didn’t need a visa to get there and when I came back, I walked straight through the e-gates at Heathrow.
No questions. No queue. Just… Welcome home.

It still hasn’t fully sunk in. But every day, it’s becoming real.

 I’m British now and I don’t think I’ll ever get tired of saying that.

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The most difficult part of scaling is not product or revenue.
It’s THIS…

I remember when I first started Plumm, we hired for people who believed in the vision.

The energy was just electric, everything we did felt like a huge milestone.
We had no product. Nothing to physically sell (yet).
But there was enough collective belief to create momentum.

When you’re a founder in the early days, your first team helps you really get off the ground.
 Then you start growing…
 → Roles and job descriptions evolve.
 → The problems look different.
 → The output carries even more weight.

And then you realise, what you need to scale looks very different from what you needed to start.
I’ve been lucky, I’ve had people who started in junior roles, some in entirely different departments, who have now grown into business-critical leaders.

But this is not a common outcome.
As the company evolves, some roles evolve faster than the people in them.
And that’s not failure, it’s a sign that the business has entered a new chapter that needs different capabilities.
The early chapters still matter, they’re what got you here.

What I’ve learned:
 → Hire for adaptability, not just today’s skillset.
 → Don’t ignore the signs when someone is out of depth, coach them, but know when to make a change.
 → Always honour the early builders. Growth doesn’t erase their impact.

And when people move on, it doesn’t mean they weren’t valuable. 
Some will grow with you. Others will cheer from afar. Both matter.

Scaling is more than your product or revenue, it’s about your people.
 So make sure you're building for the next chapter too.

I realized my phone was running my company before I was.


Every morning, I fell into the same routine: 
Eyes open 
Grab phone 
Notifications flood in 
Anxiety spikes  
Day... already hijacked.

I used to start at 8 AM sharp. Back-to-back calls. Investor meetings. Fire-fighting sessions.

By 9am, I wasn't leading anymore. I was reacting.. 
By 10am, I was already mentally drained. 
And by 3pm, I was wondering where the hell my day went.

Then I had an uncomfortable realisation: 
If I can't control the first 3 hours of my day, how can I control a company?

My EA suggested something that felt, almost selfish: 
"Block 7-10 am. Every single day. No exceptions."

My first thought? 
"We don't have time for that luxury."
But after months where I felt scattered... I decided to try it.

My (sacred) 3 hours now look like this:
7-8AM: Gym (phone stays in the other room)
8-9 AM: Slow morning. Shower. Breakfast. Actually get ready.
9-10 AM: Review what happened yesterday, what's happening today, what needs to happen next week.

My phone stays on DND unless my co-founder needs something urgent. 
No notifications. 
Not even coffee.

For 3 hours, it's just me. 
My thoughts. 
My priorities. 
No priorities disguised as "urgent."

Then finally, at 10am, I have my first espresso (no commentary needed here). 

The result? 
When I have my first call for the day, I'm not scattered. I'm sharp. Prepared. Present.
I start every single day by telling myself: "I am in control of my life."

My team noticed and I honestly do feel like I'm a bit more on top of things. 

I didn't expect this: 
Those 3 "lost" hours became the foundation for everything else working better.
The moment you wake up reactive, you've already lost the day. 

But when you start by claiming control? Everything changes.

It's not uncommon for founders to feel like slaves to their notifications.
But I'm refusing to let my phone dictate my success.
So if you're in your own reactive cycle right now, try it.

What controls the first hour of your day?

I watched my mom completely transform her life when she became a therapist.


She was starting over after years of struggling with her own challenges. I'll be honest, I couldn't see what she was building at first. 

Then life humbled me hard. 

A few years ago, everything crashed down, my mental health, my finances, my sense of who I was. I felt completely lost. 
And for the first time, I understood why someone would need the kind of help my mom was offering.

That's when I really started paying attention to her work.

I watched her not just heal herself through this career, but dedicate herself to helping others do the same. 
She would tell me about the progress her clients were making, how someone finally felt confident enough to set boundaries, or how a person learned to manage their anxiety and showed up differently at home and work.

My mom had figured out something profound, helping people heal isn't separate from the "real world." It's the foundation that makes everything else possible.

That realization changed everything for me. 

Plumm was born from watching my mom's journey. 
She showed me that when you help someone find their way back to themselves, that healing spreads everywhere, to their families, their workplaces, their communities.

We built technology to break down the barriers that keep people from getting that help. The waiting lists, the costs, the stigma, the fear of reaching out.

My mom didn't just change her own life when she became a therapist. 
She changed mine by showing me what real impact looks like. 

What moment made you realize something you'd overlooked was actually life-changing?

They said her idea was "too complex" for the real world.
She built it anyway..

Wenmiao Yu didn’t have funding but she had an idea, a team and a vision to revolutionise cybersecurity.

Born in Singapore. Moved to the UK at 10.
Studied chemistry at Oxford, but her heart was in business.
From academia to tech, she didn’t follow the rules, she made her own.

Then came the challenge:
Quantum tech was niche. Investors didn’t get it.
But Wenmiao didn’t get discouraged. She got to work. 

And that's how Quantum Dice was born:
A company using quantum mechanics to create the most secure encryption on the planet.
From hardware sales to quantum encryption-as-a-service, Wenmiao is literally leading the future of post-quantum security.

On this episode of Immigrants Building Companies, we talk about:
 → The future of quantum tech in cybersecurity
 → Why post-quantum security is a must
 → How Wenmiao raised funding and built her company
 → What’s next for quantum tech and the UK’s role in it

But beyond the tech, this is a story about vision and proving that what’s next doesn’t need to wait.

👇 Full episode in the comments: https://lnkd.in/e3jsW8va

One of my highest performers is also the laziest person on my team.
The reason why might surprise you.
 
We’ve been conditioned to believe 8 hours = productivity.
But does it?
How much of that time is actual, deep, productive work?
And how much is just.. motion, meetings, status updates, and "busywork".
 
Meet Lloyd Ripley-Evans.
He openly calls himself lazy.. and he’s right.
He hates repetitive work so much that he’s literally automated almost everything he touches.
ClickUp systems. GPT workflows. Process hacks... even other people's work (which I'm sure they love).
 
The result?
3x more output than the average person.
Not because he works longer hours but because he works smarter.
 
That’s why he’s now leading automation at Plumm as a side project.
Because efficiency compounds.
When you make yourself unbusy, you create space for deep work and strategic thinking.
And this is really where the value is.
 
If you’re a founder or leader, rethink how you measure performance:
→ It’s not hours in a chair.
→ It’s how much impact those hours create.
 
Busy isn’t the goal.
Output is.

PS: Lloyd... if you’re reading this, maybe stop automating me out of a job?﻿🤦‍♂️
﻿

“Running a start-up is like chewing glass. You have to enjoy the taste of your own blood”.
 
As a founder, there is constant pressure to only share the good. 
Funding rounds. Big launches. Press features.
 
But the reality of building a company goes much deeper:
The 7-day week that (sometimes) feel endless.
Rebuilding a broken process at midnight.
Trying to be present outside of work and realising the weight never leaves.
Parting ways.. constantly.
 
Some of you won’t like this because it sounds like “hustle culture.”
But the truth is, if I didn’t outwork everyone in the early years, Plumm wouldn’t exist.
 
We all have the same 24 hours. 

What I do with mine determines if I survive and when my team’s livelihood depends on our success, the stakes are just higher...
 
So here's my advice:
→ Watch your burn rate like your life depends on it, because it does.
Forecast weekly, not monthly. Don’t ignore the small things, that £50 subscription? It compounds over time.
 
→ Prioritise decisions that unblock revenue.
Features can wait. Fancy additions can wait. If it doesn’t move cash in, cut it.
 
→ Make hiring decisions with intent.
A mis-hire costs so much more than a delayed hire. But cutting without a plan backfires too.
 
→ Protect your headspace.
Your role as a founder is to guide, anticipate business risks, and stay two steps ahead. You can’t do that when you feel scattered. Block time to just think...trust me, it’s not a luxury.
 
Building a company will test everything, your patience, your judgment, your limits...

But the reward for every consistent, unglamorous decision, is a business that WILL outlast the rest.

I recently shared my journey from Tourist to British, and your responses left me speechless.
 
I posted about finally receiving my British passport, not expecting much more than a few comments. But what happened next truly caught me off guard.
 
I received an overflow of messages, DMs, and comments and they weren't just from my friends, but from people I’ve never met, from all over.

Stories shared, well-wishes offered, being welcomed and something even more powerful: people connecting over shared experiences.
 
It was a moment of pure humanity.
 
It’s easy to lose sight of humanity when we’re bombarded by news that divides us, reputation wars, and constant reminders of our differences.
We’re taught to compete, to compare, and to climb over others to get ahead.
 
But what I’ve learned from this community was simple, but SO profound:
People want others to win.
 
It’s not about competition or who’s ahead or behind. Deep down, we all want to see each other rise. We want to cheer for one another, celebrate each other’s victories, and share in that success together.
 
This realisation hit me deeply.
The world can feel heavy, and at times, it can feel like everyone is fighting for themselves.
 
But I experienced the power of community, an unspoken truth that when you support others, everyone thrives.

It doesn’t matter where you’re from or what the news tells you, at our core, we’re all driven by the same values. 
And it’s those values that create true community.
 
So thank you.
For your stories.
For your encouragement.
For showing me the best of what’s possible when people come together.

Founder & CEO at Plumm | Speaker | Podcast Host🎙️

"Our people were struggling, and we knew we had to act."


We hear this day in and day out. 

Companies reaching out with the same story:
High performers burning out. 
Stress-related absences climbing. 
Exit interviews all saying the same thing: unsustainable pressure.

The reality is that things haven't improved since COVID. In my opinion, they've actually gotten worse. 

During the pandemic, companies had budgets for mental health support. 
Today, that budget has dried up.

So what do you do when your people are struggling but you don't have the budget to help them?
That's exactly why we built Plumm the way we did.

We started out as a mental health company. But we quickly realised the biggest barrier wasn't quality of support, it was cost. 

Companies just couldn't afford to give every employee access to proper mental health care.
So we made a decision: 
We subsidised mental health across our entire platform.

When it comes to your employees' mental health, budget shouldn't be part of the conversation. 
That's not just the right thing to do, it's the only way to scale mental health support properly.

Now our partners can give their entire team access to therapy, coaching, and early intervention support without the financial headache. 

Nobody has to choose between helping their people and hitting their numbers. And when you remove the budget barrier? People actually use the support. 

→ Stress-related absences drop. 
→ Satisfaction scores climb. 
→ People start referring friends to work at your company.

Budget used to be the reason organisations couldn't prioritise employee mental health. 
It doesn't have to be anymore.

Every "hybrid isn't working" article misses this point. 
But this is what they're not telling you.

Hybrid work isn't the problem.
When executives say hybrid doesn't work, employees immediately think: "They don't trust us." 

Wrong. 

If they didn't trust you, they wouldn't have hired you. 
Trust actually has nothing to do with it. 

Efficiency does.

I'm flying my entire tech team to South Africa next month. Why? 
What takes us three days of back-and-forth messages gets solved in 30 minutes when we're in the same room. 

That's the reality nobody talks about.

In the office, output doubles. Minimum. Sometimes triples.
Not because people work harder. 
Because communication happens instantly. 
No two-hour message delays. 
No being the middleman between team members who should be talking directly.

The companies winning at hybrid solved one thing: seamless communication and project management. 

They built dashboards where everyone sees everything without constant check-ins. 
They moved conversations out of scattered chats into centralised systems. 
They eliminated the friction that makes remote work slow.

Most companies try to force remote work into office-shaped boxes. 
They schedule more meetings thinking that recreates collaboration. 

Spoiler: 
It doesn't.

We're social beings. 
You can build relationships remotely, but you can't necessarily build the same relationships. 
Because when you've met someone face-to-face, the dynamic changes. 
The working relationship changes.
The speed changes. 

So what actually works? 
→ Stop pretending hybrid is identical to in-person. 
→ Build different systems for different environments. 
→ Invest in tools that eliminate communication friction.

And sometimes? Bring everyone together for focused, hands-on working.

What's one communication bottleneck costing your team right now?

The UK startup scene literally saved my life.


Five years ago, I wasn't thinking about building a company. 
I was thinking about ending everything. 

Lost all my money, had nowhere to turn, and honestly? I spent way too many nights on balconies wondering if jumping was easier than fighting.

But something stubborn in me wouldn't let go. 

So I did something desperate instead, moved to the UK with basically nothing and this crazy idea that maybe, just maybe, I could build something that mattered.

Best decision I ever made.

Today I'm running a mental wellbeing and HR startup. We've raised millions, we're helping thousands of people, and I get to work with brilliant minds who constantly amaze me. 

The irony hits me every day, the same person who nearly gave up on life now spends their time helping others protect theirs.

The UK doesn't just tolerate ambitious outsiders, it actually backs them.

Whilst everyone is obsessing over Silicon Valley, something incredible is happening here. 
AI companies are smashing it. 

We're leading the world in FinTech. HealthTech and ClimateTech are absolutely flying. 
The funding's there, the policies make sense, and the talent? Unreal.

It's not perfect, obviously. 
But for people like me, immigrants who had to start from scratch, this place actually rewards the hard work.

Your rock bottom might be your beginning. Mine definitely was.

39% of the UK's fastest-growing companies have foreign-born founders, despite immigrants making up just 14.5% of the population.


I didn't finish high school.
Didn't have a network.
Didn't tick the "founder" boxes.

For years, I thought that meant I wasn't cut out for this. 
That building something big required an MBA, a polished LinkedIn, and a huge network.

But as I kept figuring it out, one problem, one mistake, one hard-earned lesson at a time, I realised something.

Most of the founders actually building billion-pound companies didn't follow that script either. 

They weren't tapped on the shoulder at some leadership programme. 
They weren't polished products of perfect systems.
They were people who kept going when things got tough. 

That's not a coincidence.
It's what happens when people don't have the luxury of following a map, so they learn to build their own.

When you've had to fight for a seat at the table, you often end up flipping the whole table over.

So if your background doesn't look "founder ready," maybe that's actually your unfair advantage.

ChatGPT 5 just dropped.
And the internet is... divided?
 
OpenAI calls it "a team of PhD experts in your pocket." Some users are calling it a "corporate beige zombie."
Both might be right.
 
This is what's actually happening:
→ 700 million weekly users just got access to the "smartest model ever"
→ Early testers say it's "the best coding model in the world"
BUT
→ Users are reporting more generic responses and bugs
→ OpenAI deprecated older models, forcing everyone to upgrade
 
The founder in me sees this differently.
This isn't about whether GPT-5 is "better."
 
I see OpenAI making a massive strategic bet:
They're sacrificing user comfort for market dominance.
 
Think about it:
→ Force migration to the new model
→ Accept short-term user frustration
→ Lock in 700 million users on the latest technology
→ Stay ahead of Google's 450 million Gemini users
Classic growth-at-all-costs playbook.
 
But this has me excited as a business owner:
The "PhD experts in your pocket" positioning (although some call it marketing "fluff").
Early reports show it can automate end-to-end business processes that used to require entire teams.
Customer support. Content creation. Data analysis. Code debugging.
 
The productivity gains aren't incremental.
They're exponential.
Yes, there are growing pains. Yes, some responses feel more "corporate."

But if you're a founder and you're not experimenting with GPT-5, you're already behind.

Walking around Oxford, I realised something I never thought I’d feel.

The Radcliffe Camera is one of the most iconic sights in Oxford. It’s packed with tourists from all over the world. 

 And as I stood there, I caught myself thinking: I’m not one of them.

 I wasn’t just visiting. I wasn’t just passing through.
 This is my country. This is home.

That realisation felt surreal. As an immigrant, to go from being a visitor in the UK to becoming British, building my life and businesses here, and now being able to truly say “this is mine”… I can’t explain how grateful and privileged that feels.

Sometimes it’s the small moments, not the big wins, that remind you how far you’ve really come.

He left Plumm because of me.
 

Paris Tume joined Plumm and was an immediate fit. Not just for his creativity and work, but for his energy and personality. He was a natural addition to the team and helped shape our culture from day one. It's rare to find someone who clicks like that. When you do, you know they're special.
 
He designed the look and feel of our podcasts, The Plumm Pod and Immigrants Building Companies (IBC) and his storytelling ability made a lasting impact. We even took a trip to Paris together (literally in Paris with Paris).
 
But after some time, he came to me and shared that he was ready to start his own business.
I wasn’t expecting that at all, and to be honest, it took me by surprise. But the more we talked, it was so clear to me that he was ready for the next chapter, and I just knew I had to support him.
 
When someone so valuable leaves your team, it's easy to get emotional or take it personally. But I've always believed in supporting growth beyond Plumm.
 
He'd been such a big part of building something special at Plumm, and now it was time for him to build something of his own.
 
When Paris broke the news to me, he said something that stuck.
His biggest inspiration was working closely with me. He'd always wanted to start something but never knew it would happen so soon.
 
But every conversation we had fired him up, and I kept telling him "If you're going to DO something, Do it now. The time is NOW."
 
So my job as a leader was done.
 
He left because of me, because I pushed him to take action and chase his dreams.
As leaders whatever we do should be beyond our company.
We shouldn’t just be helping our people while they're with us, but setting them up to build something greater even after they move on.
 
Photo with Paris few days ago, now we meet as friends 🙂.

They told her wedding outfits were tradition, not transformation.
She saw it differently.

From management consulting to founding Circular Threads, Anoli Mehta built the UK’s fastest-growing platform for pre-loved South Asian clothing.

Growing up in London, she struggled with cultural identity, fitting in versus celebrating heritage. That experience became the foundation for her vision: to make sustainability part of the story, not separate from it.

Then came the challenge:
South Asian fashion is wasteful, expensive, and often left in storage.
But Anoli turned the problem into possibility.

And that’s how Circular Threads was born:
A business giving once-worn outfits another life, reshaping weddings, wardrobes, and the future of sustainable fashion.

On this episode of Immigrants Building Companiess, we talk about:
 → How immigrant roots shaped her entrepreneurial drive
 → The painful truth about waste in South Asian fashion
 → Why brides and grooms are embracing the pre-loved movement
 → The future of sustainable weddings and circular fashion

This isn’t just about clothes.
 It’s a story about heritage, identity, and building a business that challenges the way we think about culture and sustainability.

👇 Full episode in the comments: https://lnkd.in/dpdwf55i

Dear London, 
I owe you an apology.

These days, it’s become too easy for people to point out your flaws. The complaints, the negativity, the “it’s better somewhere else” conversations. 

I’ve heard them all.

But last night, sitting in Wembley with more than 82,000 people singing in sync I was reminded of just how special you really are.

There was no chaos, no fighting, no drama. Just pure magic. 

A crowd so diverse different colours, faiths, backgrounds yet completely in harmony. 
Strangers singing together, arms in the air, sharing joy.
And it hit me: you can’t manufacture that. 

You can’t force 82,000 people to be that respectful, that safe, that united. 
That’s the power of this city. That’s the power of this country.

So, thank you London.
Thank you UK.

For the safety, the opportunities, the diversity, the culture, and the privilege of calling this place home.

It’s easy to focus on what’s wrong. But sometimes we need to step back, take it in, and realise: this really is one of the greatest countries in the world.

And Coldplay you guys are pure magic! 🙌

This was the moment I knew I had to build Plumm
 

Growing up in Dubai, I witnessed something that would define my entire career path. 
My mother struggled with severe depression during my childhood, and watching her suffer whilst help seemed so difficult to access left an indelible mark on me.
 
I saw first-hand how mental health challenges can devastate not just the person struggling, but their entire family. 
But I also witnessed the transformative power of proper support when my mum finally got the therapy she needed.
 
That experience taught me something important: when people get the right mental health support, everything changes, for them, their families, and ultimately their workplaces.
 
Today, Plumm exists because I remember what it feels like when someone you love is struggling and the help they need feels out of reach. Our platform puts people first because I've seen what happens when we don't.
 
Moving from Dubai to the UK to build this business wasn't about geography, but turning a childhood experience into a mission that could help thousands of employees access the support they deserve.
 
Our journeys might look different, but it's our experiences that shape us into who we are today.
 
What's one moment from your past that still motivates you?

Your retention rate looks great on paper... but your best people are still leaving.
 
This happens more often than you'd think.
A company celebrates their 85% retention rate, feels confident about their people strategy. 
Then six months later, their top performer hands in notice and everyone's shocked.
 
The numbers said everything was fine. The reality was different.
Traditional retention metrics count warm bodies.
They don't tell you if people are engaged, challenged, or planning their exit strategy.
 
There's a big difference between people staying and people thriving.
Someone can show up every day, hit their targets, and be mentally planning their LinkedIn update announcing their new role.
 
And the warning signs are usually there months before someone quits.
→ They're less vocal in meetings.
→ They start declining social events. 
→ Their manager notices they seem "different" but can't put their finger on it.

By the time the resignation email arrives, that person checked out ages ago.
 
What's interesting is that exit interviews always reveal the same things: "I felt undervalued," "No growth opportunities," "My manager didn't understand me."
Yet somehow these issues never showed up in the retention statistics.
 
Companies spend thousands tracking absence rates and turnover percentages. Meanwhile, their best people are telling them exactly what's wrong through their behaviour.
 
The people who leave are usually the ones companies couldn't afford to lose.
They're the high performers who have options. 
They don't need to stick around hoping things get better.
 
What matters isn't how many people stay.
It's whether the people you want to keep are actually happy being there.

Taplio

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