About Me
Lasse Eini
Business Consultant
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What separates the athlete who peaks from the one who burns out? The team that thrives under pressure from the one that fractures? I've immersed myself in elite sport, mental healthcare, academy, and the military, and I've found the same answer everywhere: It's about the systems people operate within.
That's the work I aim to bring to organisations. Not generic wellbeing advice, but an evidence-based, systems-level approach to behaviour change built from years of working alongside elite athletes, clinicians, and defence forces who operate at the edge of human performance. If you're serious about building an organisation that attracts, retains, and develops talent, that's exactly where I come in.
About Me.
Compared to the many business and performance coaches out there, my path into developing organisations started somewhere less obvious: Elite sport and mental healthcare. I achieved my BSc and MSc in Applied Sport Psychology at St Mary's University, London (2020–2024), graduating with first-class distinction in both and earning the Outstanding Student Award in Psychology for my undergraduate research. But it was the environments I worked in, not just the degrees, that shaped how I think about people and performance.
At the Endurance Performance Centre, training alongside athletes like Sir Mo Farah, I saw first-hand what it takes to build systems and cultures that get the best out of people under pressure. At South West London & St George's Mental Health NHS Trust, I saw the opposite end of the spectrum: how behaviour change actually works (or doesn't) in lifting people. St Mary's later invited me back as a guest lecturer, teaching MSc students about physical activity, mental health, and behaviour change, the same questions I now bring to organisations.
In parallel, I took these questions into a very different kind of institution, contributing applied research to the Finnish Defence Forces Research Agency and lecturing MSc students at the Finnish Defence University on behaviour change. Working across elite sport, clinical healthcare, and military contexts taught me something I now treat as a founding principle of my work: the psychology of motivation, behaviour, and performance doesn't change much between domains; however, the systems people operate within change everything.
That principle is what led me, in September 2025, to begin a PhD examining this: Behaviour Change and PA Promotion in Mental Healthcare Settings: A Systems-Level Approach toward Evidence-Based Best Practice, supervised by Associate Professor Keegan Knittle (JYU), Professor Brendon Stubbs (Medical University of Vienna), and Dr Katariina Keinonen (JYU). It's applied, systems-level research, looking at how organisations, not just individuals, create the conditions for lasting behaviour change.
I've shared this work internationally in Birmingham (2024), London (2024), Manchester (2024), Jyväskylä (2025), Hong Kong (2025), and Helsinki (2026). It's this same evidence-based systems-level thinking, built across sport, healthcare, and defence, that now shapes how I help organisations create environments where people and performance can genuinely thrive.
Education
PhD Researcher
University of Jyväskylä
I am a current PhD Researcher in Sport and Exercise Psychology at the Faculty of Sport and Health Sciences. My PhD Research focuses on implementing behaviour change interventions at a systems-level.
Applied Sport Psychology
St Mary's University, London
Lasse accomplished his BSc (Hons) and MSc in Applied Sport Psychology at St Mary’s University with First Class merits.
What is Business Development?
Business development is often framed in terms of deals, pipelines, and market share. I take a different view. To me, developing a business means developing the people within it. A company doesn't perform well because of a strategy sitting in a slide deck. It performs well because its people can handle pressure, adapt as circumstances change, and consistently perform at their best when it matters most.
That capability isn't something you add on afterwards; it has to be built.
Increasingly, that means integrating AI into how I work, not as a replacement for judgement, but as a way to sharpen it. I use it to identify patterns in behaviour, track progress more precisely, and design interventions that are grounded in evidence rather than guesswork. The tools only matter because of what they're in service of: helping people think more clearly, adapt more effectively, and perform under real pressure. AI can inform that work. It can't do it. The human element- resilience, judgement, the ability to lead when it counts- remains the whole point.
That's the principle behind my business development: not how a business looks on paper, but the people within it: their capacity, resilience and ability to perform under pressure. Get that right, and growth stops being something you have to chase. It becomes the natural result.