zLinq Work-Life Balance & Wellbeing

Telecom strategy company zLinq provides businesses with solutions to sync and optimize their voice and data communications across multiple locations. It has a team member who sends out daily emails featuring nutrition and fitness motivation. The company also hosts a bi-annual fitness contest that provides employees with monetary rewards for accomplishments like muscle gain, fat loss or minutes of movement, and it incorporates meditation and movement into team meetings. It also offers its employees a comprehensive benefits package with a focus on discounts and programs for wellness.

Telecom strategy company zLinq helps businesses with operations in multiple locations sync data and communications across sites. It provides paid supplemental leave for birth and recovery or paid parental leave so employees can care for their newborn, adopted or foster child. Paid leave is in addition to the company’s PTO policy and lasts up to 12 weeks for the birth mother. For non-birthing parents, it provides eligible employees 75 percent of their base salary for up to four weeks.

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.

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.