Bosses from Moderna to Chipotle talk about their challenges and share lessons for the times ahead.
7 min
Hilton Worldwide Holdings Inc. Chief Executive Chris Nassetta worked from home in Arlington, Va., with his wife, six daughters and two dogs for two weeks before returning to the hotel chain’s nearly empty headquarters for the rest of the past year. Sharmistha Dubey has been leading Match Group Inc. from her dining room table near Dallas. Herman Miller’s Andi Owen has her dog Finn to keep her company while working from her home office in Grand Rapids, Mich. Moderna Inc. MRNA 5.05% CEO Stéphane Bancel relishes twice-daily 30-minute walks between his home in Boston and the vaccine maker’s Cambridge offices, where he resumed working in August, so he can crystallize his priorities and reflect on the day. The Wall Street Journal photographed them and 11 other business leaders in their pandemic office spaces as they discussed the past year and what’s to come.
More than a year after the coronavirus upended the way we work, the business leaders said they have found that more communication, flexibility and transparency have been crucial in staying connected to their employees.
Heads of companies across sectors including finance, hospitality and technology spoke from their current workspaces about what they’ve learned from the largely remote year, what challenges they faced and what changes they plan to leave in place during the next phase of work.
Brad Karp, chairman of the law firm Paul, Weiss, Rifkind, Wharton & Garrison LLP, predicted his schedule will remain less hectic after the pandemic is over: “Personally, I can’t see myself reflexively flying cross-country for an hour-long presentation or meeting.”
Bank of the West. Working from her home office in New Jersey.
“[To handle overwhelming Paycheck Protection Program loan demand], we got 600 volunteers signed up overnight that left their day job, learned how to do a PPP loan, and started to work day and night on that. If we were in the physical world, that collaboration would take lots of meetings to set up. But that happened within hours.”
Exchange operator Nasdaq Inc. Working from Nasdaq’s New York office.
“I don’t want to make permanent decisions in a temporary situation…. We want to be able to plan for the future, our employees want us to be able to plan for the future, and yet we’re in a temporary situation so we try very hard to avoid making decisions that we’ll later realize were not the right ones for the organization.”
Insurer Everest Re Group Ltd. Working from Everest Re’s New Jersey office.
“We’re built for responding to a typhoon or to an earthquake or to a hurricane or winter event or whatever it is. And so, yes, you look inward and then you apply a lot of those lessons to how you run the company.”
Job-search site Indeed. Working from his home office in Texas.
“I used to spend a lot of time on aeroplanes, travelling as a means of trying to stay connected to people. I was flying 200,000 miles a year for the last six or seven years. And sitting in this one room and just being on Zoom, I am more connected with everyone in the business than I’ve ever been––because everyone is in the same place. We’re all just squares on a screen.”
Vaccine maker Moderna Inc. Working from Moderna’s Massachusetts office.
“Because of the intensity required to save every hour, every day we could, we were literally working seven days a week non stop. And I realized that I have to be very disciplined … And so I had to actually make sure I was doing sport in order to stay healthy and to stay mentally sane.”
Online-dating giant Match Group Inc. Working from her dining room in Texas.
“In the Zoom world, you can get a lot of things done, but you have to ask for it. There are very few serendipitous moments. It’s almost as if there is a scripted narrative that we’re using in every conversation we have; it’s very transactional.”
Hedge fund Bridgewater Associates LP. Working from his kitchen in Colorado.
“We took a lot of steps to try to make sure we reaffirm the culture remotely, but there’s nothing like being together. So I think we’re all going to go back to work, hopefully this fall [autumn], with a sense that work is a real privilege. It’s a real privilege to be able to go to the office and be with your colleagues.”
Life-insurance company Metlife Inc. Working from his converted-closet office in New York.
“We like to think that there will be a better normal, hopefully, coming out of this. We’ve seen incredible levels of collaboration of people working in agile ways of innovation and experimentation during the pandemic. In a way, we had to move much faster than we normally work because that was the only way for us to deliver for our customers during the pandemic.”
Furniture company Herman Miller Inc. Working from her home office in Michigan.
“If we think about how we’re going to take what we’ve learned from this [year of remote work] and move it into the future, we’ve got to take a hybrid approach that’s good for the employer and for the employee … I think productivity in the future is going to be much more a measure of results, rather than activities.”
Event-ticketing company Eventbrite Inc. Working from her home office in California.
“The real shadow side to working remotely is that this [work-from-home] shift … has also revealed and greatly exacerbated inequality. We’re starting to talk more about that, in terms of how access to technology or balancing your home and work lives in this reality has been very challenging.”
Hotel chain Hilton Worldwide Holdings Inc. Working from Hilton’s Virginia office.
“The realisation for me was that I wasn’t really built for this. I’ve dealt with it like everybody else. I really like being with our people and it gives me a huge amount of energy. And I hope that when I’m with them—I can’t be with them all the time, obviously given the scale, breadth and depth of this organization—that I give them some energy…. But when I’m sitting here doing Zoom calls all day, it’s hard to really tap into that.”
Investment firm Wellington Management Co. Working from her home office in Massachusetts.
“Going through the pandemic is such a stressful situation, and what we’ve heard back from our employees is that in increasing transparency we took away a lot of the stress. That was a big lesson learned for me as a leader, that we needed to be stress absorbers for the organization.”
Law firm Paul, Weiss, Rifkind, Wharton & Garrison LLP. Working from his home office in New York.
“Remote work, while initially liberating, can be exhausting. Waking up every morning and going to sleep every night in your office quickly becomes old. So does the lack of boundaries in a world without diversions. The workweek has taken on a 24/7 vibe, and, as a leader of my law firm, creating reasonable boundaries and worrying constantly about my colleagues’ mental health and stress have become critical priorities.”
Electricity and gas company Duke Energy Corp. Working from her home office in North Carolina.
“We have remarked over and over about what an extraordinary time it has been. But it truly has. I mean, it has threatened health; it has created loss; people have had issues with how to manage their work, their families, their schooling—just everything. And at the same time social unrest [and a] tough political season all coming together.”
Restaurant chain Chipotle Mexican Grill Inc. Working from Chipotle’s California office.
“There’s just value in every four or five weeks getting everybody on the phone together, do a live Q&A. It’s really important for our kitchen manager all the way up to our executive team, directors, folks that are doing payroll to have the ability to hear first hand what’s going on and then also provide questions on what they’re feeling and how they’re being impacted right now.”
Produced by Meghan Petersen. Designed by Andrew Levinson. Additional reporting by Chip Cutter and Kathryn Dill.
Reprinted by permission of The Wall Street Journal, Copyright 2021 Dow Jones & Company. Inc. All Rights Reserved Worldwide. Original date of publication: May
Copyright 2020, Dow Jones & Company, Inc. All Rights Reserved Worldwide. LEARN MORE
What a quarter-million dollars gets you in the western capital.
Alexandre de Betak and his wife are focusing on their most personal project yet.
As global demand for longevity treatments surges, Australia is fast becoming a player in this lucrative industry.
3 min
There was a time — not so long ago — when the idea of an indulgent spa day was simply about relaxing massages and therapeutic facials, followed by a five-star lunch and perhaps a dip in a mineral pool. But the health and wellness industry has evolved rapidly, bringing with it an explosion of cutting-edge treatments designed to slow ageing, boost vitality, and extend healthspan.
Cold-water plunge pools, infrared saunas, and float tanks have taken over as the staples of health spas, wellness centres, and high-end gyms. Even real estate developments are tapping into this trend. But now, high-tech longevity treatments — from cryotherapy and IV infusions to genetic testing and advanced cellular therapies — are taking the wellness scene in Australia to unprecedented levels.
A burgeoning market globally, the health and wellness industry is estimated to have been worth more than US$5.6 trillion in 2022. Projections suggest this figure will grow to a staggering $13 trillion by 2031, with Australia steadily catching up to the US and Europe, where longevity treatments are thriving. High-profile figures like Gwyneth Paltrow, Jennifer Aniston, Chris Hemsworth, and even Tom Brady are among the faces championing biohacking and experimental therapies, from stem cell infusions to blood transfusions.
The Rise of Longevity Clinics in Australia
One of the key players in Australia’s emerging longevity scene is Tristan Sternson, founder of Super Young. Sternson’s foray into the world of longevity treatments began as he approached 40 — a milestone that made him reflect on his health. As a former elite athlete, the transition from feeling invincible to feeling vulnerable led him to explore solutions that would help him reclaim vitality.
Initially frustrated by the lack of accessible health data locally, Sternson turned to overseas clinics for tests and treatments that painted a clearer picture of his biological needs. His experience inspired him to create Super Young, a Melbourne-based clinic offering evidence-based therapies tailored to individual needs. Services include cryotherapy, IV infusions, genetic testing, and biological age assessments. Memberships range from $85–$289 per week, while one-off tests start at $899.
Sternson emphasises the importance of personalised treatments. “I want people to start with the evidence side of it so they can really understand their own body and what treatments will work for them,” he says.
The Science of Longevity Medicine
Dr Karen Coates, an integrative medical doctor and a presenter for The Longevity Project at Gwinganna Lifestyle Retreat, echoes Sternson’s emphasis on personalisation. She explains that longevity isn’t just about living longer but about living better — optimising health today while securing vitality for the future.
“One-size-fits-all approaches don’t apply when it comes to longevity,” says Dr Coates. “It’s about understanding your body’s genetic makeup and adopting personalised strategies to support health and longevity.”
At Gwinganna’s four-night Longevity Project retreat, guests can undergo gene testing, biological age assessments, and learn strategies to bridge the gap between chronological and biological age. Packages for the retreat range from $2915 to $5460.
Biohacking for All Budgets
Not all longevity treatments come with hefty price tags. Health coach Camilla Thompson points out that simple lifestyle adjustments — like cold showers to stimulate circulation or adding Celtic sea salt to water for better hydration — can supplement advanced therapies.
While advanced treatments like stem cell and peptide therapies are yet to gain widespread regulatory approval in Australia, Sternson is optimistic about their future. He envisions a time when longevity centres will be as common as gyms, giving clients the tools to monitor and manage their health with precision.
“What I’d love to see is health insurance companies get on board,” Sternson adds. “If they can give discounts for safe driving based on car data, why not for healthy habits based on glucose monitoring or other health indicators?”
As Australia continues to embrace longevity medicine, it’s clear the industry is poised to reshape not just health and wellness but how Australians approach ageing itself.
