The programme
Four Diamond Wellness is not a benefits package. It is an infrastructure-level programme that identifies where health is costing the business money, removes the cause, and hands you a measurement framework that shows the recovery inside your own internal reporting.
01 — Eligibility
The economics only work within a defined band. Below five hundred employees the fixed tariff does not amortise; above two thousand five hundred the delivery model loses the intimacy that makes it effective.
Employees. The programme is offered to enterprises inside this band only.
The decision sits with the executive board, not with human resources.
Companies in the only cohort, plus the host. It convenes on 30 October 2026.
Human resources managers are rarely party to a decision of this size, and the language that persuades a benefits committee is not the language that persuades a chief financial officer.
The programme is therefore written, priced and presented for the executive board. Human resources becomes essential at deployment — but the case is made to the people who carry the number.
The C-suite receives the deep-dive, metric-driven work. Every employee beneath them is included too — because company-wide presenteeism and medical cost is where the volume of the saving actually sits.
Each employee receives a dedicated annual online session as part of the tariff, at no additional charge. It is delivered as a pre-recorded broadcast so the same message reaches a whole workforce at once, without depending on a live connection — it sets out the facts of the deficiencies that are costing the business, and what each person should do about them.
The C-level board is handled differently: a live Zoom session, followed by the in-person meeting at a top-tier hotel.
Why the market has not solved it
Corporate buyers are pitched the same three instruments every year. Each treats a structural, operational bottleneck as an individual mental health issue — which is precisely why the drain survives them.
Utilisation 3–5%
EAPs are reactive by construction. They require an already under-performing employee to navigate a corporate portal and ask for help in their own time. Global utilisation sits between three and five per cent, leaving roughly ninety-five per cent of the drain untouched.
Individual burden
These shift responsibility for wellness onto the individual, on the assumption that a subscription resolves deep-rooted workplace inefficiency. They fail because they change nothing about workflow dynamics, management friction or structural bottlenecks.
Lagging indicator
Surveys measure how disengaged your people were, months after the fact, and return aggregate data points rather than a real-time operational intervention. They identify the smoke. They do nothing to extinguish the fire.
02 — What is included
Every engagement receives all five. There is no tiering, no module to unlock and no upsell waiting behind the contract.
Three focused hours covering Diagnostic, Strategy and Implementation, delivered personally by Mathias to the board itself.
The Diagnostic segment quantifies the financial impact your organisation is currently absorbing. Strategy sets out the evidence-based preventive protocols that address it. Implementation converts both into a ninety-day deployment roadmap with owners and sequencing attached.
A data-led assessment of absenteeism, presenteeism, deficiency risk and replacement cost, run against your actual headcount and salary structure rather than an industry average.
The output is a single figure: the exposure your board is carrying this financial year, with the components itemised.
A working session that translates diagnostic findings into an actionable, evidence-based plan — not a report that circulates and then settles.
Interventions are selected on the strength of their published effect size, sequenced by payback period, and assigned to named owners inside the business.
Direct concierge advisory across the deployment window, delivered digitally, plus one in-person meeting with the C-level board hosted at a top-tier hotel.
Access is to Mathias directly. The programme is not delegated to an account team.
It runs on a private encrypted channel, with one named contact per organisation rather than a shared group — so nothing a director asks is visible to another company, or to their own colleagues. It carries the reading of the cohort report and the decisions that follow from it. Individual results are never discussed there; they remain with the laboratory, and anything clinically urgent goes to the individual and their own physician the same day.
A built-in measurement framework tracking absence days, premium spend, engagement scores and self-reported wellbeing.
The framework is handed to your own team to run, so the numbers stay inside the business and go into your internal reporting in a form the board already reads. Four Diamond does not sit between you and your own data.
Included in the tariff
03 — Biological optimisation
The biological optimisation test for the C-level board is provided free of charge and covered by the tariff. It establishes the executive baseline, and it is repeated every six months so the movement in the markers is measured against that baseline twice a year.
The distinction matters commercially. Most corporate wellness propositions present a headline price and then bill diagnostics separately, which is where the trust erodes. Here the board-level test sits inside the tariff, so the number quoted is the number invoiced.
Measurement focuses on the markers with published economic consequence — inflammatory indicators such as CRP and ESR, metabolic function, and the physiological drivers of cognitive fatigue — because those are the variables that move absence days and decision quality.
Free of charge and included in the price for the C-level board. No separate diagnostic invoice is raised.
04 — The commercial case
Modelled programme ROI at two hundred employees.
8.1× return
Productivity recovery required to break even on the full annual fee.
Fall in direct medical cost per dollar spent on structured intervention.
Harvard meta-analysis
Decrease in sick leave and unexpected shift recovery time.
05 — The investment
A single recurring enterprise tariff, billed every three months, covering the executive board and every employee in the organisation. There is no second tier and no per-head escalator.
Currency. The tariff is set and contracted in Pound Sterling. Clients invoiced outside the United Kingdom have local-currency billing applied on the invoice at the prevailing rate.
Invoicing. A compliant invoice is generated and issued automatically to every client the moment payment settles. No manual request is required.
Renewal. The engagement runs on a twelve-month term that renews automatically into the next twelve months unless notice is given under the engagement contract, with the quarterly tariff continuing. The relationship is built to be a long one.
No refunds. The digital concierge service is non-refundable once access has been made available. See the terms of engagement.
£150,000 / quarter
Recurring, billed every three months. £600,000 across a full contract year, for the whole company.
Eligibility: 500–2,500 employees · 99 companies, one cohort only
Request an invitation and the office will return your organisation’s modelled exposure alongside the company places remaining in the founding cohort.