Imagine Magazine - Johns Hopkins - March/April 2016 - (Page 40)

exploring career options Entrepreneur Henry Albrecht Co-Founder, Chief Executive Officer, and Director, Limeade Inc. After earning a bachelor's degree in economics and literature from Claremont McKenna College and an MBA with an emphasis on technology and marketing from Northwestern University, Henry Albrecht served as a product and marketing leader at Intuit. In 2006, he co-founded Limeade, a technology company that creates wellness plans for businesses. Today, Albrecht oversees operations at Limeade, which serves over 1.5 million employees in more than 150 companies. What did you want to be when you grew up? Better than my older brothers! I also wanted to be wonderful like my mom and important like my dad. It probably didn't matter to me what that looked like. Maybe it was a great athlete, novelist, scientist, or a superhero, but it was definitely my goal to do something really special. I was raised to believe that every person is special, and they have to figure out what that means to them. How did your interest in business develop? After college, I worked as an economic and econometric consultant. I liked the analytical aspect of the work-the statistics, economics, and investments- but I wasn't passionate about business per se until I went to grad school and learned how psychology is applied in commerce, particularly in marketing. It was fascinating to me. There's a lot of overlap between the science of psychology, marketing, and what we do at Limeade. Can you describe Limeade? The best companies know that if they invest in the well-being of their employees, those employees will be more engaged at work. More-engaged employees deliver superior business outcomes, whether through sales, better customer experiences, lower costs, or more intellectual property generated. Limeade offers devices and apps that allow employees to set goals and track factors that affect wellbeing, including social and peer support, diet, exercise, sleep, stress, and financial health. We provide rewards to employees who participate and business 40 imagine Interview by Amy Entwisle insights to companies that run these programs. It's a holistic system that supports both companies and their employees. We make data-based connections between the well-being of the workforce, the engagement of that workforce, and the business outcomes that workforce produces. The health of the workforce affects things like healthcare costs, sick time, disability time, and just not being 100-percent energized and ready to perform. How did you come up with the idea for Limeade? I was working a very high-stress job. It was affecting my personal relationships. I was cranky, and I was actually getting a rash from the stress. It struck me that all these things are closely connected: you can't separate your home life from your work life from your physical health. You're one person. I also wanted to get out of that job, and it occurred to me that this was a really rich, interesting problem to investigate. I had worked at Intuit for four years, focusing on measurably improving people's financial well-being. I thought, Why don't I work on this problem by measurably improving people's overall well-being? I quit my job. I took a nice six-week vacation with my family, and the whole time I was super-engaged thinking about this interesting challenge. It took four years of hard work, of investing in science, technology, and customer experimentation, before we were truly a sustainable company. What is the process once an organization contacts your firm? First we ask, "Do you want to invest in the well-being of your workforce? How do you think that will help your bottom line?" That helps us qualify whether they're a good fit for our approach. Next we demonstrate our mobile- and web-based technology. Then we research how their organization already supports wellbeing and look for ways to improve that by personalizing our program for that company. Sometimes it's as simple as making sure we have good support from leadership and communication about the program. Sometimes it's about understanding the particular makeup of the workforce. Maybe Mar/Apr 2016

Table of Contents for the Digital Edition of Imagine Magazine - Johns Hopkins - March/April 2016

Big Picture
In My Own Words Senator Barbara Mikulski
Run, Ride, Sell! Funding causes that matter
Start Something! Initiatives by kids, for kids
Changing Lives, One School at a Time Making a difference for students in need
Empowered to Make a Difference The Civic Leadership Institute at CTY and CTD
Sharing the Gifts of Music The Forget-Me-Not Family Ensemble
Service, Leadership, Entrepreneurship . . . Launch! Learning the art of the startup at MIT Launch
Sharing the Rewards Building a shadowing program for my peers
Discovering the Leader Within Exploring leadership and social justice at Brown
Gap Year A time to refresh, serve, and grow
Research at the Edge of the World An Antarctic photo essay
Selected Opportunities and Resources
Off the Shelf Review of Anthony Doerr’s All the Light We Cannot See
Word Wise
Exploring Career Options Interview with entrepreneur Henry Albrecht, CEO, Limeade
One Step Ahead My college startup
Planning Ahead for College Skills and knowledge for college success
Students Review: Lehigh University
Mark Your Calendar
Knossos Games

Imagine Magazine - Johns Hopkins - March/April 2016

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