Therapist Insights / Executive Mental Health
Therapy for CTOs carrying the pager and everything under it.
Running engineering means the phone can go at any hour, for a system you no longer touch, because of a change someone else shipped. This is therapy for chief technology officers built around that exposure: the broken sleep, the arousal that will not switch off between incidents, and accountability that stays attached to the seat. Nationwide, entirely private-pay.
THE QUICK TAKEAWAY
Chief technology officers carry an occupational exposure that most executive roles do not: an interruption that arrives without warning, at any hour, usually for a failure someone else caused. Across months and years, that pattern fragments sleep, holds the nervous system braced between incidents, and quietly erodes the judgment the seat is actually paid for. CEREVITY connects technology leaders with licensed clinicians who already understand on-call load, incident response, and the strain of being accountable for systems you no longer personally read.
§01 / 09 / Definition
What the pager actually costs.
On-call duty exposes chief technology officers to an interruption with no timetable, at any hour, usually for a failure other people created. The exposure is the unpredictability rather than the total hours, and it fragments sleep on quiet nights as well as loud ones.
Most descriptions of executive stress are descriptions of volume. Too many meetings, too many decisions, too long a week. The engineering seat has all of that and one thing more that is genuinely different in kind: a page can arrive at 02:41 on a Sunday, for a service you have not personally opened in three years, triggered by a deploy you did not review, and the company expects you awake and coherent about it inside of five minutes. That is not a heavier version of an ordinary job. That is an occupational exposure, structurally closer to on-call medicine than to the rest of the C-suite, and it calls for the kind of burnout work that fits around a calendar you cannot clear rather than another article about work-life balance. It is also worth being precise about what makes it different from shift work, because the two get treated as the same thing and they are not. A rotating night schedule is brutal and it is at least knowable: the nurse working four nights on knows which nights they are, can front-load sleep, can arrange the rest of a life around a published rota. On-call is the opposite shape. Nothing is scheduled except the obligation to be reachable, the probability of an event is low on any given night and near certain across a quarter, and the only rational response available to the body is to stay partly ready every night. That is a different exposure with a different clinical signature, and it is the one this seat actually carries. CEREVITY is a nationwide network of independent licensed clinicians, and with technology leaders the work usually opens on the pager, not the roadmap.
Six exposures built into the engineering seat
The interrupt has no timetable
A rotating shift is at least a schedule. A page is not. You cannot pre-load sleep for an event that has a small chance of happening tonight and a near certain chance of happening sometime this quarter. The only strategy the body can adopt against an unschedulable interruption is permanent partial readiness, and that strategy is expensive every single night, including the ones where it turns out to have been unnecessary.
The quiet week is not a rest week
Nothing fired, and you still woke at 03:00 and reached for the phone. The body is not responding to incidents by that point. It is responding to the possibility of one. This is the part that makes the load so easy to underestimate from outside: the incident log shows four pages this quarter, and the person carrying it has had ninety broken nights.
You are woken for decisions you did not make
The change was reviewed by someone else, in a service built by a team that has since turned over twice. The accountability arrives anyway, at full volume, with no context attached. There is a particular kind of tiredness that comes from being repeatedly held responsible at 03:00 for the consequences of judgments you were not in the room for, and it does not feel like ordinary overwork.
Accountability without your hands on it
You are answerable for systems you can no longer read line by line. Every escalation asks you to be confident about something you can only see through other people, on a summary written under pressure by someone who is themselves guessing. Most CTOs describe a version of the same discomfort: the further they get from the code, the more certainty the role demands of them about it.
Debt that accrues whether you service it or not
Technical debt is the only obligation on your balance sheet with no due date and no discharge. It compounds quietly, and every quarter you defer it you know precisely what you have done. Unlike a missed target, it never produces a moment of resolution, which is why it sits so persistently in the background of a leader's attention and shows up in therapy as a low, chronic sense of being behind on something unnameable.
The team you built leaves anyway
Attrition on a team you personally hired lands differently from attrition in the abstract. You wrote the pitch, you sat in the closing call, you promised something about how the work would feel. Each exit is a small referendum on the environment you are responsible for creating, and the exit interview rarely gives you the honest sentence. Leaders absorb these one at a time and are surprised by the cumulative weight.
▶ Research
In a PLOS ONE study of thirteen male medical interns monitored by electrocardiogram, stable sleep made up 15.1 percent of the on-call night against 28.1 percent of the pre-call night, and the delay before the first stable sleep epoch stretched to roughly 33 minutes. The finding is about the structure of the sleep, not simply its length. The night was not just shorter. It was worse.1
What the interruption actually does
Fragmented sleep is a different exposure from short sleep
Sleep runs in cycles of roughly 90 to 110 minutes, four to six times a night, and the REM-heavy cycles sit in the back half. A page at 03:00 does not remove an hour of sleep evenly. It removes a specific, late, restorative part of the night, then hands you sleep inertia lasting from around half an hour to an hour at exactly the moment someone wants a decision. This is why the arithmetic people do about on-call is wrong: six hours broken in the middle is not six hours, and the deficit is not the sort you can settle on Saturday.
Anticipation does the same work as the page
Clinicians see this pattern constantly in on-call populations: the waking, the phone check and the shallow return to sleep continue on nights when nothing fires at all. The nervous system has learned a contingency, and a contingency does not need to be triggered to keep costing you. It is also why leaders consistently underrate their own exposure. They count incidents, because incidents are what gets logged, and the cost is sitting almost entirely in the nights between them.
Detachment is the variable that actually moves
A prospective cohort study published in PLOS ONE in 2025 found that working-age adults with better psychological detachment from work at baseline reported better psychological wellbeing, lower anxiety and higher life satisfaction a year later, regardless of employment status. The capacity to genuinely put work down is measurable, and it can be built. That matters here because the on-call schedule itself is often genuinely not negotiable, and detachment is the part of the equation that remains available to work on even when the rota does not move.
Who carries this with you
On-call load does not stay inside the org chart. It reaches the engineers who watch how you carry it, the executives who only see the summary, and whoever is in the room when the phone goes at 3am, which is part of why the isolation of the seat is so often where this work begins.
The engineers on the rotation with you
They are exposed to the same interrupt and they take their cues from how you handle it. A leader who normalizes never sleeping teaches an entire org to do the same, usually without meaning to and usually by example rather than instruction. The reverse is also true, which is one of the more practical arguments for treating your own sleep seriously.
Your CEO and your board
They want a date and a number. An outage is unbudgeted, unschedulable, and reads to them as a lapse rather than a property of complex systems, which makes every incident a small credibility event. You end up managing the perception of reliability at the same time as the reliability itself, and only one of those two jobs has a runbook.
Whoever is at home when it goes
A household absorbs the interrupt too. Partners learn the sound of the alert, children learn that dinner has a probability attached, and nobody outside the house sees that part. Over years this quietly reshapes what the family expects of you, and the reshaping happens without anyone ever having a conversation about it.
§02 / 09 / Telehealth
Why therapy reaches an interrupted life.
Therapy gives chief technology officers a place to finish incidents that the postmortem left open, and a clinical route into the sleep and arousal problems the rotation created. Treatment targets the mechanism, which means broken sleep and anticipatory dread are addressed directly rather than waited out.
Somewhere the incident can actually end
A postmortem closes the ticket and assigns action items. Nothing in that document is designed to close the part of you that was awake for eleven hours deciding whether to fail over, or the part that is still quietly certain it should have caught the signal an hour earlier. Therapy is where that half finishes, and it does finish, which surprises most leaders who assumed the residue was permanent.
A nervous system that can stand down
Anticipatory arousal is treatable. Work aimed at conditioned alertness and sleep continuity gives the body permission to interpret a silent phone as safety rather than as a countdown. The change tends to show up first in something small and unglamorous: falling back asleep after a genuine page in twenty minutes instead of lying there until the alarm.
Judgment that survives the third page
Sleep loss degrades executive function, which is the specific capacity your role is paid for. Protecting sleep is not self-care in this seat. It is protecting the asset the company is buying. Leaders who resist every other argument for doing this work tend to accept that one, because it is the same reasoning they already apply to capacity planning for everything except themselves.
§03 / 09 / Mechanism
Why a room outside the org chart is different.
A generalist clinician hears the phrase on call and pictures a physician. Chief technology officers need someone who already knows what a severity one incident is, why a blameless postmortem resolves nothing emotionally, and why the quiet weeks are the real tell.
Fit is not a preference here, it is arithmetic. If the first four sessions go on establishing what an incident commander does, what a rollback costs, why you cannot simply hire your way out of a reliability problem and what it means to own a service you did not write, then a month of a scarce resource has gone to translation. Technology leaders are unusually good at explaining systems, which makes this failure mode almost invisible: you will patiently and competently teach your clinician your job, feel useful doing it, and leave having done no work on yourself. The same instinct that makes you a good explainer of architecture makes you an excellent avoider of your own material, and a clinician who does not already know the domain will not notice it happening.
There is also a filtering effect. When the person listening does not understand the stakes, leaders round the story off. The outage becomes a rough week. The 03:00 wakings become bad sleep. The engineer who resigned becomes a staffing issue. None of that is dishonest, it is just compression, and compression is where the clinically important material goes missing. CEREVITY is a nationwide network of independent licensed clinicians who work with senior leaders, and the clinicians matched to technology executives already hold the vocabulary, so the compression is unnecessary. What tends to come out once it is unnecessary is the material that actually matters: the specific incident you have never described to anyone in full, the resignation that landed harder than you admitted, the private assessment of the architecture that you cannot say out loud in any forum where it would be repeated.
The last reason is structural. Your directs cannot be your confidants because you set their compensation. Your CEO cannot be, because the honest sentence is often about the systems you were hired to make reliable. Peers at other companies are recruiting from your team. A clinical hour sits entirely outside that graph, which is the same reason CEREVITY builds a room where nothing reaches the board for chief executives. For a CTO, the value is not confession. It is having one place where you can think out loud about a system without the thinking becoming a signal. Everywhere else, an unfinished thought from the CTO gets actioned, escalated or repeated, which is a good reason to have stopped having unfinished thoughts in public and a bad reason to have stopped having them anywhere.
► Standard advice vs. CEREVITY's approach
Standard therapy
"Spend the first month explaining what a severity one page is"
CEREVITY
"Start with a clinician who already knows the incident cycle"
Standard therapy
"Hold a weekly slot you cancel every time production breaks"
CEREVITY
"Set a cadence that is built to survive an unplanned week"
Standard therapy
"Treat broken sleep as the unavoidable price of the seat"
CEREVITY
"Treat broken sleep as a clinical target with its own protocol"
| Standard insurance-based therapy | CEREVITY's specialized approach |
|---|---|
| "Spend the first month explaining what a severity one page is" | "Start with a clinician who already knows the incident cycle" |
| "Hold a weekly slot you cancel every time production breaks" | "Set a cadence that is built to survive an unplanned week" |
| "Treat broken sleep as the unavoidable price of the seat" | "Treat broken sleep as a clinical target with its own protocol" |
A break from the page
The rotation does not have to become the rest of your life.
A first conversation is confidential and commits you to nothing. CEREVITY works with technology leaders on sleep, anticipatory arousal and the erosion of judgment that constant high-stakes calls produce, nationwide and entirely on a private-pay basis.
§04 / 09 / Cases
Common challenges we address.
The CTO whose body wakes before the phone does
The patternAwake at 02:50 most nights, on-call week or not. The phone gets checked, nothing is wrong, and sleep comes back thin and stays thin until the alarm. Daytime performance still looks strong, incident response is still sharp, and that is exactly why nobody escalates it. The tell is usually somewhere else: irritability that arrives faster than it used to, a shortening fuse in one-on-ones, and a Sunday evening dread that has detached from any particular Monday. Asked directly, this leader will say the sleep is fine, then describe a nightly waking they have simply stopped counting as a problem because it has been happening for four years.
What we addressThe work treats the sleep as its own clinical target rather than as a symptom to be endured. That means structured behavioural work on sleep continuity and conditioned arousal, an honest look at what the schedule can and cannot be changed to, and attention to the beliefs that keep a leader available at all hours because being available feels like the job. Part of that is practical, and part of it is identity: for a lot of technology leaders, being the person who picks up is the thing they are quietly proudest of, which makes it the hardest thing to renegotiate. Where the depletion has already tipped into something more entrenched, this is the territory of how burnout gets addressed when stepping back from the role is not an option.
The engineering leader still running an incident from March
The patternOne outage keeps replaying. The decision chain gets rerun at red lights and in the shower, always arriving at the same place, always with the same tightening in the chest. The postmortem was genuinely blameless and it did not land. Deploy windows now carry a low dread that did not used to be there, and the leader has quietly stopped opening the dashboard for that service unless forced. What makes this pattern durable is that the leader keeps producing new evidence for it: every subsequent minor blip is read as confirmation, and the one clean quarter is read as luck.
What we addressWork here separates what is unresolved from what is unprocessed. Where a specific catastrophic event is still intruding, structured processing methods are used to take the charge out of the memory so it stops hijacking present-day decisions. That is not the same as deciding the outage was fine or that you would do nothing differently. Leaders are often relieved to hear that the goal is not absolution, it is that the event stops arriving at full volume when something unrelated goes yellow. Where the aftermath has flattened into a persistent loss of interest and energy rather than acute distress, the presentation is often depression that does not look like depression, and it is treated as such.
§05 / 09 / Methods
Evidence-based treatment approaches.
CEREVITY clinicians match the method to the mechanism rather than to the job title. With chief technology officers, that usually means treating disrupted sleep directly, working on the anticipatory arousal that keeps firing between incidents, and processing a specific catastrophic outage where it is still intruding.
Cognitive Behavioral Therapy for Insomnia (CBT-I)
The first-line behavioural treatment for chronic insomnia, and the most directly relevant method here. It targets the conditioned arousal that keeps a leader waking at 03:00 long after the rotation ended, and it works on the sleep itself rather than waiting for the schedule to improve. It is structured, time-limited and measurable, which is usually the version of therapy an engineering leader is most willing to start with.
Cognitive Behavioral Therapy (CBT)
Targets the catastrophic forecasting that on-call work trains into people. Useful for the specific loop where every notification is pre-interpreted as an outage before it has been read, and for the harsher self-appraisals that tend to accumulate around incidents you were not in a position to prevent.
Acceptance and Commitment Therapy (ACT)
Builds the capacity to hold uncertainty without being run by it, which matters in a seat where the honest answer is that something will break and you cannot know when. Useful for leaders exhausted by trying to eliminate the possibility of failure, and for the ones who have started organising an entire life around a risk they cannot actually drive to zero.
EMDR
Where one outage, one security event or one catastrophic launch is still intruding into present-day decisions, EMDR helps the nervous system finish processing it so the memory stops arriving with the original charge attached. Leaders frequently discover that a single event from years earlier has been setting the emotional tone of every incident since.
Mindfulness-based and somatic approaches
Train the ability to notice and down-regulate physiological arousal, which is the layer that keeps operating between incidents. Practical for leaders who can describe their stress accurately, in detail, with metrics, and cannot feel it going down. Accuracy about your own state is not the same as any influence over it, and this is the work that builds the second one.
§06 / 09 / Investment
Understanding the investment in private-pay care.
Private-pay, nationwide, and scheduled around a rotation
At CEREVITY, our online individual therapy sessions are structured as a direct investment in your mental agility and overall well-being. The investment includes:
- Licensed mental health professional specializing in executive mental health
- Evidence-based, one-on-one approaches proven effective for broken sleep, hypervigilance, and burnout
- Flexible online scheduling including evenings and weekends
- Complete privacy with no insurance involvement or red tape
- Chief technology officers expertise and understanding
- Outcome tracking and progress measurement
The cost of therapy for CTOs going unaddressed
Consider what is at stake when therapy for CTOs goes unaddressed:
What private-pay changes
Working outside of insurance means no claim, no diagnosis submitted to a payer and no third party reviewing the care of someone whose employer may also be their health plan sponsor. For a technology executive at a company where the benefits team is three floors down, that separation is frequently the reason the work starts at all. It also removes the quiet calculation about what a diagnosis code might mean later, in a diligence process, a policy application or an acquisition, which is a calculation senior technology leaders run more often than they admit. View our current rates here: cerevity.com/our-pricing-for-therapy/.
Formats that survive an unplanned week
Sessions are delivered by secure telehealth nationwide across all 50 states, which removes the commute that used to be the first casualty of an incident. Most technology leaders run on a 50-minute appointment weekly or fortnightly, then use how a 90-minute block changes what can be opened and closed in one sitting after a major incident, when an hour would end in the middle of something. Where a quarter has left a real backlog, what a 3-hour intensive is designed to do is cover ground that weekly appointments would take two months to reach. The practical point is that cancellation is expected rather than penalised: a leader who has to drop a session because production is down should be able to do that without it becoming a reason to stop altogether, and the cadence is designed on that assumption.
§07 / 09 / Evidence
What the research shows.
The sleep evidence is the strongest anchor under all of this, and it is unusually clear. Sleep runs in cycles averaging roughly 90 to 110 minutes, repeating four to six times a night, with deep slow-wave sleep concentrated early and REM periods lengthening as the night goes on, according to the StatPearls review of sleep physiology. That architecture is why an interruption is not equivalent to an equally sized reduction in total sleep: a 03:00 page removes the REM-dense back half specifically, and waking out of deep sleep produces sleep inertia with measurable cognitive impairment lasting from around half an hour to an hour. The StatPearls review of sleep deprivation adds that inadequate sleep impairs executive function, that chronic sleep deprivation is associated with elevated cortisol, and that elevated cortisol correlates with depression, anxiety, hypertension and metabolic disease. The National Heart, Lung, and Blood Institute reports that about 1 in 3 US adults say they do not get enough rest or sleep every day, and that sleep deficiency covers not only short sleep but sleep at the wrong times and sleep of poor quality, which is the precise category on-call work creates.
► Three figures behind a broken night
of the on-call night was stable sleep in a study of thirteen medical interns, against 28.1 percent of the pre-call night.
PLOS ONE, 2013
US adults report not getting enough rest or sleep every day.
National Heart, Lung, and Blood Institute, citing CDC, 2022
computer and information systems managers employed in the US in 2024, an occupation that includes the chief technology officer title.
U.S. Bureau of Labor Statistics, 2024
On-call work has been measured directly. A PLOS ONE study of thirteen male medical interns using electrocardiogram-based cardiopulmonary coupling found stable sleep fell to 15.1 percent of the on-call night against 28.1 percent of the pre-call night, with a longer delay to the first stable sleep epoch and a higher REM proportion, which the authors read as an objective signature of on-call stress on sleep physiology. That study was conducted in medicine rather than engineering, and the exposure it describes is the same one: sleeping in a state of readiness. On the recovery side, the prospective Wellbeing of the Workforce cohort published in PLOS ONE in 2025 found that better psychological detachment from work predicted better psychological wellbeing, lower anxiety and higher life satisfaction at follow-up, and that low detachment was reported by 21.4 percent of the sample at the first wave. Detachment is the treatable variable in that chain. For scale, the US Bureau of Labor Statistics counts 667,100 computer and information systems managers in 2024, an occupation it explicitly notes may carry titles including chief technology officer, and records that some of them work more than 40 hours per week. The federal data does not measure what happens to those hours at night, which is most of the story.
§§ / 09 / Recap
Key takeaways.
Five things to remember
- The exposure is the interruption On-call load is not simply a longer week. Unpredictable interruption fragments sleep architecture in a way that fewer total hours does not, which is why it keeps costing you on weeks that look calm and why extra sleep at the weekend does not settle the account.
- Anticipation keeps the bill running The waking, the phone check and the shallow sleep persist on nights when nothing fires, because the nervous system has learned a contingency rather than an event. Counting incidents will always understate what the rotation has cost you.
- Accountability outlasts your hands You remain answerable for systems you can no longer read directly, for changes you did not review, and for a team that keeps turning over. That gap is a genuine clinical load, not a management failure, and treating it as a character problem is what delays people for years.
- Fit is what makes the hour usable A clinician who already understands incident response and engineering leadership skips the translation, so the session goes to the sleep, the arousal and the judgment instead of to the glossary. That difference is worth more here than in almost any other seat, because the hours available are so few.
- CEREVITY provides this through online individual therapy nationwide, with full privacy through its private-pay concierge network and no insurance involvement.
§08 / 09 / FAQ
Frequently asked questions.
How does being on call affect your sleep?
On-call duty degrades sleep quality even on nights with no incident. Sleep runs in cycles of roughly 90 to 110 minutes with REM concentrated in the back half of the night, so a single late interruption removes a specific restorative portion rather than an even slice. A PLOS ONE study of medical interns found stable sleep fell to 15.1 percent of the on-call night against 28.1 percent of the night before, with a longer delay before stable sleep began. For chief technology officers the pattern usually shows up as waking around 03:00, checking the phone, and returning to a shallower sleep that never fully consolidates.
How do you deal with on-call anxiety?
Anticipatory anxiety around on-call work responds well to treatment aimed at the mechanism rather than at the schedule. CEREVITY clinicians typically combine cognitive work on the catastrophic forecasting that turns every notification into a presumed outage, behavioural work on sleep continuity and conditioned arousal, and practical boundary work on what genuinely requires you personally. Advice to worry less is not treatment. The useful question is what the body has learned to expect, and what would have to change for a silent phone to register as safety.
How do you deal with the stress of being on call?
Chief technology officers get further by treating on-call stress as an occupational exposure with known effects than by treating it as a personal tolerance problem. That means naming the exposure honestly, protecting sleep as a clinical priority rather than a luxury, building genuine psychological detachment in the gaps, and processing the specific incidents that are still replaying. A prospective PLOS ONE cohort found that better detachment from work predicted better wellbeing and lower anxiety a year later, which makes detachment a target worth working on rather than a personality trait you either have or do not.
Why do I wake up before my alarm but still feel tired?
Early waking with unrefreshing sleep is a common presentation in people carrying on-call responsibility. The nervous system starts anticipating the interruption and surfaces you toward wakefulness ahead of it, which costs you the late-night REM-heavy cycles that recovery depends on. Total time in bed can look normal while the architecture underneath it is broken. Chief technology officers often describe seven hours of nominal sleep and the cognitive experience of about four. Sleep fragmentation of this kind is treatable, and CEREVITY clinicians treat it directly rather than waiting for the rotation to end.
Is burnout reversible?
Occupational burnout is generally reversible, and the recovery is faster when the exposure driving it is addressed alongside the symptoms. For technology leaders that usually means two tracks at once: clinical work on sleep, arousal and mood, and honest work on which parts of the on-call load are actually structural and which have become habit. Recovery rarely requires leaving the role. It does require that something change, because rest alone does not undo a pattern the nervous system is still being taught every week.
I am off the rotation now. Why is my sleep still broken?
Sleep problems built during on-call work routinely outlast the on-call work. Conditioned arousal is a learned response, and learning does not expire when the schedule changes. Chief technology officers who moved off the pager years ago still report the 03:00 waking, because the body was trained by hundreds of repetitions and never received the counter-evidence. Structured behavioural treatment for insomnia is designed precisely for this: it retrains the association rather than waiting for it to fade, and it is one of the more reliably effective things CEREVITY clinicians offer.
Will therapy make me slower to respond when something breaks?
Nothing in this work is aimed at reducing your competence during an incident. Chief technology officers are usually excellent under acute pressure, and that capability is not the problem being treated. The target is the arousal that keeps running between incidents, which is the part that costs you sleep, patience and judgment while nothing is actually wrong. Most leaders find that response quality improves once the baseline has come down, because sleep loss degrades executive function and executive function is what a severity one call is made of.
How does your private-pay pricing structure work?
As a private-pay concierge network, we offer structured investments in your mental health without the restrictions or privacy risks of insurance. You can review our full fee schedule and specific session lengths directly on our website. While this costs more than insurance copays, it provides the flexibility, total privacy, and highly specialized care that standard options cannot offer. View our current rates here.
How do you protect my privacy?
Privacy is foundational to our network. As a private-pay network, your sessions never appear on insurance records or EOBs that could be seen by employers, boards, or family members. We use HIPAA-compliant nationwide telehealth platforms, and you can attend sessions from anywhere with a private internet connection.
§09 / 09 / Begin
Talk to someone who already knows what 3am costs.
You keep the systems up for everyone else. This is one place built around what that does to the person doing it. Reach out for a confidential conversation with a CEREVITY clinician, nationwide across all 50 states and entirely private-pay, or call (562) 295-6650.
Available by appointment 7 days a week, 8 AM to 8 PM (PST)§§ / Author
About Martha Fernandez, LCSW.
Martha Fernandez, LCSW
Martha Fernandez, LCSW is Co-Founder of CEREVITY and a Licensed Clinical Social Worker licensed in California, seeing clients by telehealth nationwide through CEREVITY's network of independent licensed clinicians. USC-trained and bilingual in English and Spanish, she works with founders, executives, attorneys and pilots on burnout, anxiety and depression in high performers, on trauma, grief and high-stakes transitions, and on couples and relationship strain under pressure. Her clinical work draws on cognitive behavioral therapy, acceptance and commitment therapy, behavioral activation, and narrative and solution-focused approaches. She is the author of Wired to Burn. View full bio →
§§ / Sources
References.
- StatPearls Publishing (NCBI Bookshelf). Physiology, Sleep Stages. 2024. ncbi.nlm.nih.gov
- StatPearls Publishing (NCBI Bookshelf). Sleep Deprivation. 2023. ncbi.nlm.nih.gov
- PLOS ONE. On-Call Duty Effects on Sleep-State Physiological Stability in Male Medical Interns. 2013. journals.plos.org
- PLOS ONE. Psychological detachment from work predicts mental wellbeing of working-age adults: Findings from the Wellbeing of the Workforce (WoW) prospective longitudinal cohort study. 2025. journals.plos.org
- U.S. Bureau of Labor Statistics. Occupational Outlook Handbook: Computer and Information Systems Managers. 2025. bls.gov
- CEREVITY. Executive burnout therapy. cerevity.com/executive-burnout-therapy
- CEREVITY. High-functioning anxiety and depression therapy. cerevity.com/anxiety-and-depression-therapy
- CEREVITY. CEO therapist. cerevity.com/ceo-therapist
⚠ Crisis resources
If you are experiencing a mental health crisis or having thoughts of suicide, please reach out immediately. 988 Suicide & Crisis Lifeline · Call or text 988 Crisis Text Line · Text HOME to 741741 National Alliance on Mental Illness · 1-800-950-NAMI (6264)
