Staff Data Scientist Sveta Malenfant no longer needs a motivational speech from her coffee mug when she begins work every Monday morning.
That’s because she has embraced several supportive practices, such as scheduling fewer meetings on Fridays, which enables her to more easily wrap up tasks and embrace the weekend with a clear mind.
Malenfant’s employer, Applied Systems, encourages this focus on well-being, making it easy for her and her peers to thrive in their roles while prioritizing their personal lives.
“So even if we’re not all using the same app, tool or corporate resource, the shared norm of prioritizing your body and your mind keeps my team balanced and less stressed and makes us just generally happier humans to work with,” she said.
At Applied Systems, the key to well-being is balance; at Cohere Health, it’s integration. Tawnya Johnson, senior director of people business partnerships, said that the company promotes work-life integration by empowering team members to schedule appointments during the middle of the day when needed or put focus time on their calendars for deep work.
“Like most scaling organizations, we still have work to do, but our aspiration is simple: We want to build a place where high performance and human sustainability can coexist,” she said.
Read on to learn how Applied Systems and Cohere Health, along with companies like 360Learning and Workhuman, make well-being work for everyone.
Applied Systems’s cloud-based software enables insurance agencies to develop online experiences.
What’s your quotable principle for keeping a sustainable work pace — and what signal shows it works?
“Don’t overdo it — You’ll feel it the next day.” I always thought this applied only to workouts, but it turns out it’s just as true for work. To keep a sustainable work pace, I try to maintain an organized daily structure. I schedule most of my meetings in the morning so I can protect the rest of the day for uninterrupted focus time. I’ve also learned the value of taking real breaks. If the weather cooperates, I go for a quick walk or run at lunch. It helps clear my head, improves my mood and boosts my productivity, especially during the typical “food-coma” afternoon slump.
“‘Don’t overdo it — You’ll feel it the next day.’”
I also try to intentionally keep Fridays lighter on meetings so that I can knock out any lingering, unfinished work, enabling me to start the next week feeling organized and have a clear mind over the weekend. Now instead of feeling like a dehydrated plant that’s neglected over your vacation, I feel energized and ready to tackle my Monday without needing a motivational speech from my coffee mug.
Which policy or norm makes flexible work succeed — and how do you measure impact?
Honestly? Jira tickets. Having a manageable, well‑defined set of tickets each sprint keeps me focused and motivated and gives me the ability to structure my week in the best way to tackle those items. I also appreciate the ownership I have in managing those tickets. I’m in control of my pace and output.
Flexibility is something I genuinely value. I want to honor that trust and make sure I’m someone who thrives with freedom, not someone who accidentally proves the opposite. So I stay accountable, communicate clearly and use those Jira tickets to keep me humble. As a result, my tickets move steadily, not mysteriously stuck in “In Progress” limbo. We hit our sprint goals. And most importantly, flexible work keeps working for me, my team and the company.
Which well-being-related resource do people actually use — and what improvement have you seen on your team?
I’d say rather than a single go-to resource, my teammates lean into the things that bring them joy and keep them moving — sometimes literally. I have several teammates that ski, bike, regularly hit the gym or have a dedicated pilates routine. It’s not an official wellness program, but my teammates and I find that staying active keeps us energized and upbeat, making it easier to stay resilient when things get hectic. And having the flexibility to fit in a workout during a lunch break or a walk to clear your head before your meetings kick off really keeps the mood lifted, and we’re able to be more focused.
So even if we’re not all using the same app, tool or corporate resource, the shared norm of prioritizing your body and your mind keeps my team balanced and less stressed and makes us just generally happier humans to work with.
360Learning’s AI-driven platform is designed to enable learning and development teams to create content, automate tasks, boost engagement and more.
What’s your quotable principle for keeping a sustainable work pace — and what signal shows it works?
“Sync is for bonding, async is for working.” By ruthlessly moving status updates and low-value discussions to written formats, we protect deep work time. We focus on impact, not presence. In our Convexity culture, we eliminate performative work, such as unnecessary meetings. A sustainable pace is achieved by prioritizing high-impact tasks based on rational data.
“‘Sync is for bonding, async is for working.’”
The signal showing it works: People feel comfortable “disconnecting” to focus on deep work because they are evaluated solely on their scope’s concrete results, or OKRs, not their hours online.
Which wellbeing-related resource do people actually use — and what improvement have you seen on your team?
The principle of “Benevolence,” which fosters psychological safety. Our core resource is cultural. It means assuming positive intent and allowing mistakes — “fail fast, learn fast” — without fear of political backlash.
The “coach framework,” or mentorship, is also part of our culture. More than an external tool, our internal structure where managers act as coaches is vital. They are trained to re-prioritize workload if and when it’s required.
Cohere Health offers intelligent prior authorization in an effort to align patients, healthcare providers and health plans on an optimal care path that drives the best possible outcomes without high costs and burdensome administrative tasks.
What’s your quotable principle for keeping a sustainable work pace — and what signal shows it works?
“Going the extra mile is part of building something meaningful. Burnout is not.” We’re a fast-scaling, mission-driven company, and we hire driven people who care deeply about improving healthcare. That ambition and drive to push yourself is real, and it’s part of why we’ve grown the way we have.
But sustainable pace doesn’t mean removing ambition. It means building systems that allow people to recover, recalibrate, and prioritize intentionally. We’re not perfect at this. Remote work blurs lines. Growth creates urgency. And high-performers can be their own toughest critics.
Signals can change pending what’s happening in the business, but two things we like to encourage are: leaders openly resetting priorities when capacity is stretched, and people actually taking PTO and not “working from vacation.”
Which policy or norm makes flexible work succeed — and how do you measure impact?
In a mostly remote company, flexibility works best if expectations are clear. Focusing on clear ownership, transparent priorities and shared visibility into workloads can help ensure the sometimes ambiguous nature of flexible work doesn’t turn into overwork.
“Focusing on clear ownership, transparent priorities and shared visibility into workloads can help ensure the sometimes ambiguous nature of flexible work doesn’t turn into overwork.”
We promote work-life integration rather than work-life balance. Integration means your life doesn’t compete with your work; it coexists. Maybe you have an appointment in the middle of the day so you stay logged on a little later to get your work done, or you set focus time on your calendar so you can get deep work done without Slack disruptions. We measure impact through things like performance against goals, retention of high-performers, utilization of PTO and employee pulse surveys. Clear expectations are key.
Which well-being-related resource do people actually use — and what improvement have you seen on your team?
While we offer traditional well-being benefits like mental health resources, PTO, remote work in the United States and more, I think the most valuable resource we can offer is manager training. Managers have the most access to our employees, so enabling them with the right tools to support their teams is key. Ensuring managers are confident in navigating workload conversations, for example, allow us to course correct earlier and reduce regrettable attrition in high pressure functions.
Like most scaling organizations, we still have work to do, but our aspiration is simple: We want to build a place where high performance and human sustainability can coexist.
Workhuman’s employee recognition platform enables organizations to acknowledge work anniversaries, celebrate life milestones, provide performance feedback and more.
What’s your quotable principle for keeping a sustainable work pace — and what signal shows it works?
“Sustainable pace comes from doing fewer things exceptionally well, not everything urgently, and urgency can’t become the default setting.” Urgency is a tool in our kit of parts but not the one to be used on a frequent basis. Having systems in place allows for more thoughtful solution-finding in times of intensity. The signal it’s working is consistency without burnout: Teams hit commitments quarter after quarter, priorities don’t whiplash, and people still have the energy to think, improve, and take on the unexpected when it matters.
“Urgency is a tool in our kit of parts but not the one to be used on a frequent basis.”
Which policy or norm makes flexible work succeed — and how do you measure impact?
“Flexibility works when outcomes are explicit and visible.” The policy that matters most isn’t where or when people work; it’s the shared norm that commitments are clear, progress is transparent, and results are what earn trust. We measure impact by watching the system, not just the schedule: delivery against goals stays predictable, collaboration doesn’t degrade, and engagement scores hold steady or improve. When flexibility is working, meetings get sharper, handoffs get cleaner and performance stops correlating with proximity.
Which well-being-related resource do people actually use — and what improvement have you seen on your team?
Protected time is the well-being resource people value the most, especially when leadership truly honors it, whether it’s meeting-free blocks, flexible start and end times, or clear coverage norms during time off. The resource that gets real adoption is time people can reliably plan around without penalty. The improvement shows up quickly and measurably: fewer after-hours messages, better focus during core work hours, and higher-quality output with less rework. On the team side, engagement improves, there are fewer missed deadlines and less last-minute fire drills occur.
The most effective well-being benefit isn’t an app — it’s permission. When people have explicit permission to disconnect, focus deeply, and manage their energy, teams become calmer, more consistent, and more resilient under pressure. The quiet proof is this: When things get busy, people don’t spiral. They prioritize, communicate early, and recover faster, which is exactly what sustainable performance looks like over time.
Quantum Metric, Inc.’s digital intelligence platform provides enterprises with real-time insights so they can improve their user experience.
What’s your quotable principle for keeping a sustainable work pace — and what signal shows it works?
My principle is, “Work is a series of sprints, not a marathon of marathons.” In my experience, teams don’t burn out because the work is hard; they burn out because the sprint never ends. Sustainability is a byproduct of prioritization. Humans aren’t designed for 100 percent utilization, 100 percent of the time.
By treating work as a series of sprints, we force ourselves to identify what truly matters for this interval. This prevents priority creep, a primary driver of burnout, and allows the team to fluctuate their energy based on business needs rather than maintaining a baseline of frantic activity.
We use our bi-annual engagement survey data, specifically regarding team enablement. Our teams report they have the resources and time to do their jobs well, despite high-pressure cycles, so we know the rhythm is calibrated correctly.
Which policy or norm makes flexible work succeed — and how do you measure impact?
In a remote-first environment, policies like our flexible hours only succeed if they are underpinned by a supportive, high-trust social fabric. The most effective norm we maintain is team collaboration. Our flexibility isn’t just about personal schedule autonomy; it’s about a team-oriented environment where leadership is approachable and workloads are fluidly redistributed during sprints to prevent single points of failure. Because leadership is approachable, the friction of asking for help is removed. Teams proactively re-balance tasks during spikes, using our flexible setup to allow individuals to pivot based on their current capacity.
We track the impact via our engagement survey data. I specifically track scores related to management, and collaboration and communication. High scores in these factors are a leading indicator that the flexible policy is working because people feel safe enough to use our flexible work policy.
Which well-being-related resource do people actually use — and what improvement have you seen on your team?
Our recharge sabbatical program and unlimited PTO aren’t just benefits; they are respected rituals. Our culture supports these by ensuring teams are cross-trained, so a team member can truly disconnect during their three weeks off, knowing the team has the coverage handled.
We know it is working when we look at the retention rates of employees hitting the 3/6/9 mark. Recharge is successful because we see a loyalty lift where employees return with renewed focus rather than hitting a burnout wall and resigning.
Kustomer’s AI-native customer experience platform is designed to help businesses instantly resolve customer issues, use AI-powered conversations to assist customers, and track the performance of their customer service teams.
What’s your quotable principle for keeping a sustainable work pace — and what signal shows it works?
Our flexible-work approach at Kustomer is built on trust and our people-first culture. At Kustomer, we expect our “Krew” to be impactful, accountable and deeply collaborative, and we design how we work in a way that supports that. This mindset is also grounded in one of our values, DJTAIBAI — “Don’t Just Talk About it, Be About It.” Our Krew embodies this by actively trusting and leaning on those around us to manage their time to deliver meaningful, measurable results to the business.
The way we work is also reflected in our flexible time-off program, which actively encourages Krew members to step away, recharge, and come back at their best. We continuously seek feedback and measure impact in surveys and conversations in order to understand how teams feel supported in order to consistently deliver high-quality work together in a collaborative, flexible environment.
Which policy or norm makes flexible work succeed — and how do you measure impact?
The well-being of our Krew is a top priority, and we approach it with empathy, care and practical support. We invest in approachable, high-quality resources so individuals can choose what works best for them, not a one-size-fits-all solution. Through our Sequoia and Cigna partnerships, Kustomer provides access to tools people actually use in their day-to-day lives, including Headspace Care, Talkspace and employee assistance programs. This is an addition to our generous parental leave program and our flexible time off program.
“We invest in approachable, high-quality resources so individuals can choose what works best for them, not a one-size-fits-all solution.”
We’ve seen tangible impact from this approach and continue to monitor feedback and engagement. More Krew members are taking meaningful time off to recharge, and engagement and connection scores across teams have increased. Just as importantly, these resources are reinforced by a culture that encourages collaboration, openness and support for one another. That combination, accessible benefits and a genuinely caring culture, is a big reason our Krew members are able to stay healthy, connected and thrive at Kustomer.
Which well-being-related resource do people actually use — and what improvement have you seen on your team?
Our sustainable pace starts with our core value of “One Krew.” We work hard because we work for each other. The number one thing people consistently say they love about Kustomer is the Krew itself, and that’s not accidental. We’re intentional about protecting that.
We stay motivated by having fun together, staying humble, and leaning on one another, knowing none of us wins alone. We are nothing without our team. Additionally, we actively collect signals in real time through regular check-ins, ongoing feedback and day-to-day conversations, and we pair that with engagement survey data to ensure we’re truly sustaining our pace, not just pushing through. When we see strong engagement, high collaboration and people saying they feel supported by their teammates, that’s how we know it’s working.
As part of the Central Bank of the United States, Federal Reserve Bank of Boston strives to promote sound growth and financial stability in New England and the nation by conducting economic research, participating in monetary policy-making, supervising certain financial institutions and more.
What’s your quotable principle for keeping a sustainable work pace — and what signal shows it works?
My guiding principle is: “Work should be demanding, not depleting.” Maintaining a sustainable pace means balancing professional and personal priorities while focusing on what truly matters.
Consistent, high-quality output without excessive stress is the clearest sign that this approach works. Another sign of its success is the ability of team members to nurture healthy relationships, both personally and professionally. When teams remain motivated and engaged, meet deadlines, and achieve goals without sacrificing their well-being, we know we’re on the right track.
Which policy or norm makes flexible work succeed — and how do you measure impact?
Flexible work thrives on trust and communication. Building a culture of empowerment, supported by clear expectations, ensures alignment and accountability. We measure success through fulfilled commitments, employee satisfaction and feedback, and retention rates. Positive trends in these areas confirm that flexible work practices benefit both individuals and the organization.
Which well-being-related resource do people actually use — and what improvement have you seen on your team?
Our team values situational flexibility. This approach empowers individuals to make choices that support their well-being while balancing personal and professional responsibilities. I’ve seen this practice foster resilience and confidence, enabling team members to adapt without compromising.
Organizations can use zLinq’s platform to gain visibility into their telecommunications environment, optimize and reduce telecommunications spend, streamline vendor selection and negotiation, and ensure proper management of expenses.
What’s your quotable principle for keeping a sustainable work pace — and what signal shows it works?
Structured cadence drives measurable success. For flexible work to truly succeed, consistency is essential. At zLinq, our client services team holds weekly cadence meetings with each of our customers. Although our clients are located across the country and some are even international, we connect with them face to face on camera each week. These standing meetings do more than provide updates. They strengthen relationships, foster trust, and create meaningful connections, even when we’ve never met in person. They also reinforce accountability. Each week, we review open action items, share progress, and align on next steps, which makes preparation critical to every meeting’s success. Consistent weekly engagement keeps us aligned, accountable and proactive to ensure stronger client partnerships regardless of distance.
“For flexible work to truly succeed, consistency is essential.”
Which policy or norm makes flexible work succeed — and how do you measure impact?
In the zLinq employee handbook, our work-from-home expectations are clear: “When working from home, zLinqers are expected to work regular business hours, should always be camera-ready and expect that all internal and external meetings are done using video.”
For me, that means treating my home workspace like a true office. I’ve created a dedicated area in my home specifically for work. It’s intentionally separated from the kitchen, family room, bedrooms and other high-traffic living spaces so I can minimize distractions and stay focused. In fact, I often say, “I get more done working from home than I ever did in an office.”
The expectation to work normal business hours — 8 to 5 p.m. local time — sets a clear and consistent professional standard. It’s no different than showing up to a physical office; being logged in, camera-ready and prepared is simply part of the commitment.
When we adhere to these expectations, dedicated hours, a professional environment and consistent presence, the results speak for themselves. Remote work succeeds not because it’s flexible, but because it’s disciplined.
Which well-being-related resource do people actually use — and what improvement have you seen on your team?
zLinq offers an incredibly generous PTO policy that reflects the value we place on both performance and well-being. We have unlimited PTO, with a suggested number of days off based on tenure, in addition to paid company holidays, including the entire week between Christmas and New Year’s.
Beyond that, we have the opportunity to earn two bonus “zLinq Days” each year that are intentionally designed for us to fully disconnect and spend time doing something that recharges us personally. They serve as both motivation and reward, encouraging us to hit company goals while also prioritizing individual reset and balance.
What makes these bonus days especially meaningful is the cross-departmental teamwork behind them. When we’re close to reaching a goal, there’s a true “all-hands-on-deck” effort across the organization to cross the finish line together. Everyone steps up, knowing that success benefits the entire company. It’s a shared win, achieving our goals while earning time to rest and recharge.
That balance of accountability, collaboration and celebration is what makes the program so powerful. We work hard together, we win together, and we come back refreshed.
