An invitation to begin,
something different.
A transformation cannot be decreed — it is lived in the experience of the relationship.
Hajime (始め) means “beginning” in Japanese — the moment something sets into motion, when an intention becomes action, when a frozen system starts breathing again. It’s a word that embodies the instant change becomes possible. In Japan, it is spoken by the referee to start a judo bout : the two partners are then invited to prepare, position themselves, and be present to what they are doing.
Hadjimé supports moments as important as a judo ceremony : transitions, and new beginnings — a career, a way of being, an identity, a team in transformation. These are particular moments where something must be laid down, crossed, and transformed.
Hadjimé is that precise instant when your system stops going in circles to recover its natural, virtuous movement.
A word from the founder.
Drawing inspiration from the living world to bring about lasting transformations and build the robustness of your organization.
A particular grounding in the banking, technology and industrial sectors — 13 years in the field with major accounts.
I supported organizational transformations in the environmental and banking sectors for 13 years. That field experience led me to an observation that became a professional obsession : even with the best teams, the best setups and the best will, changes happened — but few lasted. I then asked myself an essential question : what could be different?
I decided to engage my own transformation by training in professional coaching, to move from a posture of change-maker to one of listening and questioning, which lets answers emerge from within the system rather than imposing my own. I trained in organizational constellations to make systems speak and act on their invisible dynamics — deep, cultural, identity-related structures — then in the foundations of the Palo Alto school, to earn my diploma as a systemician and clinician of the relationship. Systemic thinking became the lens that grounds my whole approach : understanding a person, a team or an organization not as a sum of individuals, but as a system in interaction — where the meaning of a behaviour lies in the relationship that produces it, not in the individual who expresses it alone.
This conviction was also nourished elsewhere : in my attachment to nature, which deeply restores me and which I have always observed as a living system par excellence. My research on systems naturally led me toward living systems — and toward this observation that structures every Hadjimé intervention today : “a living system that is well is not a system without disturbance — it’s a system that knows how to regenerate from within, from what it already is.”
Hadjimé was born from this central question : how do you create transformations that hold over time, without permanently depending on an external actor? The answer I wanted to bring : intervene on the relational system, not on individuals, and create the conditions for the organization to transform itself, capitalizing on homeostasis — the natural tendency of any system to return to its balance — to anchor change, instead of fighting it permanently.
Today, I support executives, leadership teams, managers and transformation leads who see their system exhausting itself. I create the space for them to find, by themselves, paths that can last over time — and for the creativity inherent in every living system to regain the upper hand over repetition.
For collective engagements that require it — large groups, extended boards, multi-day formats — Hadjimé knows how to surround itself. It is also a network of partners (coaches, qualified facilitators, supervisors, therapists), attuned to the same requirements of systemic posture, to intervene in twos or threes when the size or complexity of the system demands it.