From McKinsey to Wellness: Why Hustle Culture is a Liability

Fourteen years after leaving a consulting career at McKinsey, Cesar Carvalho has built a global wellness platform that now counts his former employer as a client. Wellhub, the startup he founded, currently partners with 40,000 companies and engages 5 million employees monthly across 18 countries.

Carvalho's journey from business analyst to CEO offers a unique perspective on corporate culture. He argues that the intense hustle culture prevalent in many industries is a liability rather than an asset, leading to burnout and high turnover. His solution is a model that prioritizes employee well-being and clear boundaries.

Carvalho's interest in consulting began while studying at the University of São Paulo in Brazil. Inspired by friends who described the rapid learning and growth potential in the field, he applied to top firms and accepted a business analyst position at McKinsey in 2010. Initially, he viewed the role as the ideal long-term career path.

However, the working environment proved super intense. Carvalho often worked 10 to 12 hours daily, with longer hours during crunch periods. His routine involved constant travel between client sites and McKinsey offices, a lifestyle that revealed a significant gap in the market for accessible wellness.

"There were no gym memberships that provided access to facilities in different locations. If I were at a client site and had two hours before my next meeting, I would have nothing to do but extra work."

With three unused gym memberships and a desire to reduce stress, Carvalho realized the need for flexible health access extended far beyond consultants and CEOs to include FedEx drivers and grocery store workers alike.

After two years at McKinsey, the firm encouraged Carvalho to pursue an MBA. He applied to Harvard Business School with the intention of returning to consulting, but his plans changed during the summer of his first year in Boston. There, he conceived the idea for Wellhub.

The platform was designed to solve the mobility issues he experienced as a consultant. Wellhub allows employees to book classes regardless of their location, eliminating the need for specific gym or studio memberships. The business model involves companies paying a fixed monthly fee based on employee count, with employees also contributing to the cost.

Since its inception, Wellhub has expanded significantly. It is now available in 18 countries, partnering with tens of thousands of companies, including many McKinsey offices. The platform facilitates monthly engagement for 5 million users, demonstrating the widespread demand for corporate wellness solutions.

Carvalho credits his time at McKinsey with providing essential skills for entrepreneurship. Working under seven different partners in two years exposed him to varied management styles and team cultures. He learned to identify what worked best for him and how flexibility could drive productivity.

He observed that the best experiences occurred when leaders allowed employees to define their own boundaries. One process he adopted involved kickoff meetings where every team member discussed their operating style. Managers with families often requested early departures to eat with their families before logging back on later.

"My own boundary at McKinsey was that I was willing to work as much as needed during the week, but my weekends were sacred. During my two years at the company, I worked only four or five weekends."

Carvalho learned that clear expectations and respect for boundaries foster high morale and efficiency. These connections proved vital; his Wellhub cofounder and several colleagues were former McKinsey associates, and two of his seven angel investors were previous bosses.

Carvalho is a vocal critic of the "hardcore" corporate cultures gaining traction in some sectors. He asserts that hustle culture is a liability that leads to burnout and pushes talented employees out prematurely. Companies that fail to support well-being face higher costs and lower productivity compared to peers who invest in it.

As a CEO, Carvalho focuses on output rather than hours logged or office presence. He treats employees as adults, trusting them to get the work done. His meetings with coworkers often involve yoga sessions or workouts instead of traditional happy hours.

"If you switch a happy hour for a wellness hour, and build healthy habits into everyday routines, you can improve well-being across a company."

For Carvalho, well-being encompasses being productive, healthy, and happy. He believes success should not require sacrificing family or marriage. When asked about his hours, he notes that he is always working, even when exercising, because he integrates life and work rather than balancing them.

To maintain his well-being, Carvalho has built rituals he rarely breaks. One specific commitment involves his children. No matter where he is traveling, he calls his kids at 7:30 p.m. every evening. This consistency allows him to remain close to his family despite a demanding travel schedule.

He sets alarms for 2 a.m. if necessary to maintain this connection. This ritual exemplifies his philosophy that professional success and personal fulfillment are not mutually exclusive. By prioritizing these moments, he models the integration of life and work for his team and clients.

Carvalho's goal extends beyond being a successful CEO; he aims to be a great dad and husband. His story illustrates that with clear boundaries and a focus on holistic well-being, it is possible to lead a global company without compromising personal values or family life.

Cesar Carvalho's transition from McKinsey consultant to wellness entrepreneur highlights a shifting paradigm in corporate culture. His platform, Wellhub, serves as a testament to the viability of prioritizing employee health over relentless hustle.

The growth of Wellhub—spanning 18 countries and 5 million users—suggests a growing corporate appetite for wellness solutions. As more companies recognize the costs of burnout, Carvalho's model of flexible, boundary-respecting work environments may become the standard rather than the exception.

Ultimately, his narrative challenges the traditional definition of success. By proving that productivity thrives when employees are trusted and supported, Carvalho is reshaping how businesses view their most valuable asset: their people.