The uncomfortable truth is not that organisations are failing to invest in health. It is that many are investing blindly. Health often only becomes visible to leadership once something goes wrong – when absence rises, insurance claims increase or performance drops. These are not indicators of risk; they are indicators of damage already done. In no other area of the business would leaders accept managing critical risk using hindsight alone. No CFO would accept financial reporting that only identifies loss after it has occurred. No risk function would tolerate a cyber framework that activates only after a breach. Yet workforce health, one of the most significant drivers of organisational performance, continues to be managed by lagging data rather than leading risk.