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Brain capital is the most undervalued asset in the modern economy — the engine and the insurance policy of organizational success. Here are the case studies, the explainers, and the evidence.
Case studies from deployments our own team ran, and explainers on the ideas underneath the work. Everything in this section is ours.
Work by other newsrooms and publishers. Links go to the original publication; where the reference is a segment or a set of pages, we’ve noted where to look.
Coverage is listed as published. Vitanya reports measurement, not treatment — nothing described by a third party here should be read as a clinical claim.
Work by other people. These are the institutional and peer-reviewed sources our thinking is built on — drawn from the bibliography of The Brain Capitalist. Links go to the publishers; the annotations are ours.
Why it matters — the paper that put “brain capital” into the economic literature, and the reason we treat cognitive capacity as an asset class rather than a benefit line.
Why it matters — the plainest statement of the case for a board audience: brain health is an input to economic output, not a downstream cost.
Why it matters — a policy blueprint for building brain capital at national scale. Useful when the sponsor needs to hear that this is industrial strategy, not wellness.
Why it matters — the consulting-side version of our own thesis: as machines absorb routine work, the human capacities that remain become the differentiator worth investing in.
Why it matters — the full report behind the argument, with the global framing. This is the document to put in front of a skeptical executive committee.
Why it matters — models an economic return on brain health at population scale, which is a level most organizations have never run for their own workforce.
Why it matters — the long-run evidence that most enterprise value is now intangible. If value sits in what your people know and decide, measuring that capacity stops being optional.
Why it matters — the reference point for which capabilities employers say they will need next. The list keeps resolving to attention, judgment, and resilience.
Why it matters — the largest running read on how the world’s workforce is doing. It is also a reminder that engagement surveys measure sentiment, not capacity.
Why it matters — attaches a number to voluntary exits. Most of that cost is decided long before anyone resigns, under conditions that can be measured.
Why it matters — connects workforce condition to productivity using employer-side data, the bridge most brain-health arguments fail to build.
Why it matters — documents how the collaboration load an organization adds gets paid for out of individual attention. A structural finding, not a personal failing.
Why it matters — relocates the problem from the individual to the operating model. That is also where measurement has to sit if it is going to change anything.
Why it matters — a cross-country accounting of what lost sleep costs national economies. Sleep is the first domain we baseline, and this is why.
Why it matters — the measured record of how fast the machine side is moving. Read it next to any workforce plan that assumes human capacity stays constant.
Why it matters — shows where enterprise technology spend is going. The comparison we keep making: the machine budget is enormous, the human-capacity budget is rarely measured at all.
Why it matters — the foundational finding that heavy multitasking tracks with worse filtering, not better. Fifteen years on, the working environment has only intensified.
Why it matters — names the cost of task switching in a way leaders recognize instantly. It is also a cost that shows up in focus measurement.
These are third-party publications, listed for context. Nothing here is a study of Vitanya, an endorsement of Vitanya, or evidence of what a Vitanya program will do for any individual.
Vitanya is a performance program, not a medical device or clinical service. We measure, train, and report; we do not diagnose or treat medical conditions, and we publish no symptom-reduction claims on this site.
The questions we are asked most often before a pilot conversation.
Vitanya is a brain performance company. We deliver a measured program that combines proprietary neurotechnology, certified human coaching, adaptive AI, and daily practice through the BrainOn app — built for organizations where the consequence of a decision is high.
Brain Capital is the focus, resilience, and judgment your organization actually runs on. It's the capacity behind every decision your people make. Like any form of capital it can be measured, invested in, and depleted — and most organizations have never put a number on theirs.
No. Vitanya is a performance program, not a clinical service. Our operating principle is measurement, not treatment: we establish a baseline, train against it, adapt, and report what changed. We do not diagnose, and we do not treat medical conditions.
Participants who need clinical care are encouraged to work with a licensed provider. Vitanya can run alongside that care, not instead of it.
A pilot starts with a 45-minute conversation — no pitch. We scope the population, the readiness question you're trying to answer, and what leadership needs to see at the end. From there we define the cohort, the baseline instruments, the duration, and the reporting cadence.
Baselines and progress are tracked using standardized, peer-accepted instruments alongside best-in-class wearable data — so change is measured against data rather than against how someone feels that week.
Program-level reporting your leadership can actually read: participation, progress against baseline, and outcomes on standardized instruments. Individual-level data stays with the individual — leadership sees the program, not the person.
Participants own their individual data. Organizations receive aggregate, program-level reporting. We do not sell personal information. Read the full privacy policy →
No. Leadership reporting is aggregate and program-level. An individual's session data and personal results are not surfaced to their employer as identifiable data.
Bring us your readiness question — we’ll tell you what we would measure and how we’d report it. Or read the full argument in the book by our founder.
