More than just words, these three behaviours drive the decisions we make as a company,
and describe how we choose to live and behave as members of our communities.

It is these we look to as we reimagine and redesign how people experience healthcare.

We want everyone in Well Revolution to work as a founder would. How we work, when and where we work. 

And to enjoy the flexibility that comes with this. 

Founders work hard. They feel the pressure of creating, growing and nurturing a company. But they don’t feel the pressure of a “boss”. They drive themselves and each other. There are hard times. There are arguments, there is friction, anxiety, and sometimes contempt for others. But we work through these, openly and honestly. We learn to not hold on to negative thoughts. We share these, we learn and grow, personally and professionally. Sometimes it goes wrong. But we’ll always try to make it right, with understanding and respect for our differences.

We depend on each other, like teammates in a professional sports team. It’s most often the players who point out what needs to be done, what needs correcting and what needs to change. The coach and management are responsible for the entire team, but the players are responsible for themselves and how their actions help or hurt the team.

Not everyone can be a founder or would want to be one. But we want to instil founder-thinking in everyone at Well Revolution.

We want to give everyone the opportunity to learn and grow. To learn real-life skills that come from creating solutions to real problems and growing a business. Skills that can’t be gained just by reading books or listening to podcasts. Skills that come from practising, failing and winning.

Some of the things founders enjoy:

• Freedom to create and build from a shared vision.
• Freedom in how I work, where I work and when I work.
• Learning and growing from achievement and failure.
• Learning to not fear failure, because we know that the best learning can come from it. 
• We see mistakes as the wonderful teachers they are. They show us what not to do next time.
• Founders (metaphorically) get punched in the face a lot. When we fail, we pick ourselves up, dust ourselves off, learn and move on. This builds resilience.
• Learning to understand ourselves, our strengths, our weaknesses. This takes equal parts effort and honesty. We search for people who are better at some things than we are.

In the early stages of our company, we will not always be moving towards a set outcome. 

Things move fast and can change day by day. So like water, we move with the current to use the least energy possible. 

Everyone works more like a generalist. 

We get involved in many areas of the business. 

We contribute our thoughts, we explore and we challenge ourselves. 

We do this sometimes with, but mostly without fear of looking stupid. 

Because we’ve learnt that the best ideas can be found in even the most absurd thinking. All of this is easy to say but hard to do. So we stay mindful of it and encourage it.

We encourage direct feedback and challenges to decisions.

It’s ok to disagree when we explain why. 

Disagreements can help clarify situations and understanding. 

It can pick up on things others have not seen or have overlooked. 

There may simply be a better way of doing things. 

Whatever it is, speak up and let it be heard. 

Once an informed decision is made by the team or leadership, we commit to that decision as a team. 

The intelligence of many is always greater than the intelligence of a few.

We lead with context and alignment. 

Context. We share information internally openly and deliberately. 

Everyone in the team gets the same updates and information that our founders, investors and advisors do. 

We do this so that everyone understands how company decisions, actions, and our performance as individuals and as a team, affect the performance of our company.

If you have a full view of the ship we’re building, you’ll be able to make better decisions when building that one component part that helps the ship move.

Alignment. With context, comes understanding. With understanding, comes alignment. 

By providing context and debating all that context provides, we come to a shared understanding of what we do and why we do it. This shared understanding leads to our people making better decisions and keeps us all moving in the desired direction.

Just as we strive to simplify healthcare for our customers, we strive to simplify being on the Well Revolution team. 

In a sense, we have an anti-policy philosophy. We’re all adults, so we’ll treat each other as such. 

Wherever possible, policy is replaced by three simple rules:

1. Always act in the best interests of Well Revolution
2. Do whatever you can to achieve your own goals
3. Never do anything that makes it harder for others to achieve their goals

Of course, there are edge cases and limits where common sense applies. 

Limits on time, the needs of our team and the company, and financial limits. 

Some of the things we offer…

Depending on where our people are and the local laws of their home country, we may need to provide a minimum of time off to satisfy those laws. But we don’t want time off to be a target. 

We want our people to be able to take any time they need to stay fresh, strong and mindful. 

To be in a state that enables high performance and fresh ideas. The type of high performance our team needs to achieve our mission and realise our vision. 

We are all different and we each have different needs, both physically and mentally. 

We work at hours that suit us. 

We may take a Friday or Monday off – no ‘sicky’ required. We may take a week or two and go on vacation with friends and family. We may even choose to live somewhere else for a month or two and work remotely. 

Whatever that might be, we discuss it in our teams and do what we need to do to make sure we perform at the highest level for any given moment, and any given situation.

We treat this the same as Flexible Time Off.

We started this company from a cafe table, various dining room tables and the occasional garage. 

Although we have office space – we use this when we need and like to. Well Revolution has always been ‘distributed’. Our people can work from anywhere. At the time of writing this, our people are in New Zealand, Costa Rica and Gaza. 

Covid-19 in 2020 proved this to be true. Our team pulled together during one of the worst years in history to get our product into the hands of people at a time of greatest need. Achieving more than ever while being forced to work from wherever we were. This will continue. 

We will have spaces to work from. Spaces to meet, collaborate and solve problems, and for team activities where in-person makes sense. 

Some of our people will work from these spaces. But the point is, our work environment will be fully flexible to suit the wants, needs and demands of our people and the company. 

Work from an office, work from home, in a cafe, or while travelling, it’s up to you. 

We are all expected to know what is best for our people and our company.

We all have interests, things we want to do and things we want to achieve personally. 

We encourage our people to pursue their interests and passions. 

It’s even better if those interests can be applied to the work we do. 

So we offer flexible time for our people to work on other projects that interest them.

We support and will in some cases fund special education. 

This might simply be books, an online course, a program or a conference.

We welcome high-performers who love to learn, grow and win. 

If not, we wish you health and happiness in your pursuits 😉