Myrto Legaki
Senior leaders are being asked to deliver more under more pressure, with smaller teams, sharper scrutiny and a workforce that no longer tolerates burnout as the price of ambition. Wellbeing budgets have grown, yet engagement, retention and mental health indicators have not improved at the same rate. The gap sits in leadership behaviour itself: what leaders model under pressure shapes whether an organisation is psychologically safe or quietly corroding.
Myrto Legaki is a leadership and corporate wellbeing consultant who helps senior teams treat composure, mental health and psychological safety as operating capabilities rather than HR programmes.
Full Profile
Why organisations work with Myrto Legaki
- She translates clinical mindfulness research, trained at the University of Massachusetts and Brown University programmes, into language and practice that corporate leaders accept and apply
- She speaks to senior audiences as a former MBA-trained consultant who spent 15 years in marketing and consulting roles across New York, London and Athens, not as an external wellness coach
- Her programmes have been deployed inside Microsoft, Google, GlaxoSmithKline, Nestlé, Roche, Novartis, AbbVie, Bayer and Coca-Cola HBC, giving her a working view of what corporate wellbeing actually requires at scale
- She treats psychological safety as a leadership behaviour problem, with specific practices, rather than a culture-survey output
Biography highlights
- Founder and director, One Breath Mindfulness Center, Athens
- Certified MBSR instructor, trained at the University of Massachusetts (OASIS Mindfulness Center) and the Brown University Mindfulness Center
- Trained directly by Jon Kabat-Zinn and Saki Santorelli, the clinical founders of the MBSR field
- TEDx speaker, TEDxUniversityofMacedonia, on the role of silence and mindfulness in leadership
- MBA, Boston University; BSc Corporate Finance, University of Piraeus
- Member of the Harvard Business Review Advisory Council
- Implemented leadership and wellbeing programmes inside Microsoft, Google, GlaxoSmithKline, Nestlé, Roche, Novartis, AbbVie, Bayer, MSD, Philip Morris and Coca-Cola HBC
Biography
Most corporate wellbeing programmes do not change leadership behaviour. They sit alongside it. Yoga sessions, app subscriptions and resilience workshops run in parallel with the same executive operating norms that produce the stress in the first place. The gap between wellbeing spend and wellbeing outcome is, in practice, a gap in what leaders model and reward.
Myrto Legaki works in that gap. After 15 years in management consulting and marketing across New York, London and Athens, including senior roles at multinationals, she trained as a Mindfulness-Based Stress Reduction instructor at the University of Massachusetts and the Brown University Mindfulness Center, under Jon Kabat-Zinn and Saki Santorelli. She founded One Breath Mindfulness Center in Athens to bring that clinical training into corporate leadership programmes.
Her work integrates neuroscience, applied psychology and contemplative practice into formats senior leaders accept: programmes on self-leadership, psychological safety, stress regulation, communication under pressure and team culture. Inside organisations such as Microsoft, Google, GlaxoSmithKline, Nestlé, Roche, AbbVie and Bayer, she has worked with leaders and teams on the specific behaviours that determine whether a culture supports performance or quietly erodes it.
She is a TEDx speaker, a member of the Harvard Business Review Advisory Council, and holds an MBA from Boston University and a finance degree from the University of Piraeus. The combination matters: corporate audiences engage with her because she has held the operating roles they hold now, and applies clinical wellbeing science with the precision a senior buyer expects.
Key speaking topics
- Mental health in the workplace
- Psychological safety and trust
- Self-leadership and executive composure
- Resilience and stress regulation
- Mindful leadership
- Inclusive leadership and unconscious bias
- Women’s leadership
Ideal for
- CHROs and heads of people designing leadership and wellbeing programmes with measurable behavioural outcomes
- C-suite and senior leadership teams under sustained delivery pressure
- Heads of culture, DEI and learning embedding psychological safety into management practice
Audience outcomes
- A clear distinction between wellbeing as a perk and wellbeing as a leadership operating capability
- Specific, evidence-based practices for stress regulation and composure under pressure
- A working vocabulary for psychological safety that connects daily leadership behaviour to mental health outcomes
- Confidence to address mental health and burnout in their organisation without defaulting to programme-speak
Talks
A keynote on how unconscious mental patterns shape leadership decisions, and the evidence-based practices that allow leaders to direct attention deliberately.
Key takeaways:
- How attention and reactivity shape executive decision quality
- Neuroscience-based practices for self-awareness under pressure
- A framework for moving from reactive to intentional leadership
A keynote on psychological safety as a measurable leadership behaviour, and the practices that build trust through difficult conversations and mental health stigma.
Key takeaways:
- The specific leadership behaviours that signal safety, and those that quietly suppress it
- How to address mental health openly in senior team settings
- Practical methods for compassionate leadership without losing operating discipline
A keynote on nervous system regulation and resilience for high-performing professionals, drawing on MBSR clinical research.
Key takeaways:
- How chronic stress reshapes decision quality and team behaviour
- Specific practices to regulate the nervous system during the working day
- A clear separation between performative wellbeing and clinically validated resilience practice
A keynote on communication under pressure, drawing on neuroscience and applied psychology to give leaders a practical method for difficult workplace conversations.
Key takeaways:
- Why most difficult conversations escalate, and the mechanisms behind it
- A method for listening that changes the outcome of conflict
- Specific language patterns for high-stakes communication