For more than a decade, Pavelka has been shaping workplace wellbeing from the inside out, helping leaders and teams around the world to feel energised, connected, and resilient. Co-founder Jill Tipping’s journey from 28 years of leadership across media and construction to pioneering corporate wellbeing represents a masterclass in strategic reinvention. What began as a partnership born from shared values has evolved into a global force, working with major organisations including Cisco to transform how leaders approach workplace health and human potential.

With a team of 20 professionals spanning three continents and a network of over 500 wellbeing ambassadors worldwide, Tipping has built an enterprise that proves sustainable cultural change begins with a simple yet profound truth: physical health, mental clarity, movement, and human connection are inseparable elements of organisational success. Her Four Element philosophy – Eat, Sweat, Think, Connect – has become a universal framework that transcends cultural boundaries, offering leaders practical tools to build resilience within their teams whilst modelling balance themselves.

In this exclusive interview with The Executive Magazine, Jill reflects on her bold transition into global wellbeing, the decade-long partnership that has shaped her understanding of sustainable change, and how Pavelka’s pioneering approach has lit up cultures across continents. She discusses the dual-coach model revolutionising leadership development and reveals how Pavelka balances technological innovation with the irreplaceable power of human connection as it charts its next chapter of growth.

You successfully transitioned from 28 years of leadership across media and construction to co-founding what has become a thriving global wellbeing enterprise. What sparked this bold pivot in 2013, and how did those formative client relationships crystallise your vision for the four-pillar framework – Eat, Sweat, Think, Connect – that now supports organisations worldwide?

“My previous experience in business wasn’t about helping people directly, I’d worked across several sectors. But from 2005, I moved into the media space as a publicist and PR professional, and that was how I met Jessie Pavelka. At the time, Jessie had just completed a television series for Sky here in the UK, and I began representing him through all the PR work that followed, here in the UK. We quickly discovered that we shared the same values around health and human potential, and within ten months we became business partners. That’s how Pavelka was born.”

“In the early days, we worked directly with individuals running immersive workshops and boot camps. What we soon realised was that health wasn’t just about nutrition or movement. People would come to us thinking they had a weight problem, when in fact what they were really seeking was balance, purpose, and connection. Jessie brought the human touch; I brought the operational backbone to make it all happen.”

“Jessie had long understood The Four Elements of health, and during our time together we gave them names — Eat, Sweat, Think, Connect. It was his philosophy of wellbeing, and together we refined it into a simple, universal guide that everyone could relate to. When you take care of how you fuel your body, how you move, how you think, and how you connect with others, small steps build into big, sustainable change. I watched people transform in front of my eyes when they worked one to one with Jessie. It was powerful and it became the foundation for everything Pavelka stands for today.”

Reaching a decade-long partnership with Cisco, during which you have cultivated a remarkable network of over 500 wellbeing ambassadors across the globe, represents a significant achievement in corporate wellbeing. What key insights from this enduring collaboration have shaped your understanding of how to create lasting, positive cultural change within major international organisations?

“Working with Cisco has been extraordinary. Over the years, as the world has changed through pandemics, political shifts, and new ways of working, our partnership has evolved too. What’s remained constant is our Four Element philosophy.”

“Three things stand out for me. First, flexibility. To support a global organisation, you must be ready to pivot constantly, tailoring your approach to local needs and cultural nuances. Second, leadership buy-in. If leaders don’t believe in wellbeing, their teams can’t thrive. That’s why we’ve developed coaching specifically for leaders, to help them take care of their own wellbeing and model it for their teams. And third, our wellbeing ambassadors. They’re the heartbeat of everything we do, volunteers who bring our work to life in their own regions. They keep the conversation alive long after we’ve left the room. That’s how cultural change becomes sustainable.”

The Wellbeing Ambassador Programme has empowered hundreds of employees to become champions of health within their workplaces. What qualities do you recognise in those who flourish in these roles, and which of your strategies have proven most successful in enabling them to inspire genuine engagement across diverse cultures and continents?

“Our ambassadors are volunteers, people who choose to take this on because they genuinely care. They bring light and relevance to the programme; they’re the cultural touchpoints that make wellbeing real in every corner of the world.”

“We’re fortunate to have Cisco’s Chief People Officer as the global sponsor for the programme, which makes a huge difference. We’ve built a full onboarding and upskilling pathway so ambassadors feel supported and recognised. Many link their activities to local charities under our Connect pillar, adding purpose and visibility to what they do. When we can meet them in person, it’s incredibly energising. They share stories, ideas, and passion that ripple through entire regions. They’re not just participants, they’re movement-makers.”

Your Wellbeing Coaching Programme pairs specialists in physical health with experts in mental wellbeing and human connection — a dual-coach model that represents a fresh approach to leadership development. What inspired this innovation, and what encouraging outcomes have you witnessed since launching it with forward-thinking partners?

“We’ve always believed wellbeing goes far beyond food and fitness. Leaders are just human beings, they’re under immense pressure, sandwiched between their teams and business expectations. We call it the manager sandwich!”

“The dual-coach model was born out of real conversations with leaders who wanted something more personal and practical. Each leader works with two coaches, one focused on the physical, one on mindset and connection. It’s not about executive performance; it’s about human resilience.”

“The response has been remarkable. We’re now running this model with several large partners, often alongside our Leader Round Tables, which bring groups of leaders together to share realities and shape culture collectively. It’s creating visible, human-centred change.”

Building and leading a team of 20 professionals across the UK, USA and Singapore whilst maintaining Pavelka’s distinctive culture is no small feat. How do you foster unity and shared vision across three continents, and what successes from your own organisational journey inform the guidance you provide to client leadership teams?

“Pavelka is fully remote, so connection takes real intention. Technology helps, of course, but we don’t just talk about work — we practise what we preach. Meetings often include something that supports wellbeing, whether that’s a breathing exercise, a genuine “how are you, really?”, or sharing gratitudes. Our UK team meets monthly for Enrichment Days, in-person sessions where we learn, celebrate wins, and tackle challenges together. It’s about belonging and progress, not perfection.”

“We have open forums, employee recognition, regular surveys, and transparent communication. Most importantly, we show vulnerability as leaders. That’s how trust grows. Our own experience reminds us that culture isn’t built by slogans, it’s built by how people feel every day.”

Your philosophy that leaders are the catalyst for thriving wellbeing cultures has clearly resonated with major global organisations. Which practices or rituals do you encourage senior figures to embrace, and how do you track the positive ripple effects as thesebehaviours spread throughout their organisations?

“Leaders set the tone. Their influence, for better or worse, reaches every level of an organisation. Our Leading with Wellbeing programme gives leaders practical tools for the realities they face. We encourage them to start with listening, truly listening, to their teams. From there, we help them create psychological safety, demonstrate accountability, and role-model balance.”

“We track impact through both data and storytelling, attendance, engagement, and, most importantly, personal stories. Those snapshots of change reveal the deeper shifts happening within teams. Ultimately, wellbeing is a shared responsibility. Organisations must create the right environment, but individuals must take ownership of their own health. When both align, that’s when transformation happens.”

Over 12 years, you have witnessed the corporate wellbeing sector mature considerably. How has the conversation around health investment evolved during Pavelka’s growth, and what opportunities do you see to further strengthen the understanding of wellbeing as a fundamental performance enabler?

“The conversation has shifted dramatically. Ten years ago, wellbeing was often viewed as a perk. Now, enlightened leaders see it as a strategic performance driver. Global data supports this. Emotional health isn’t a soft metric, it’s a clear indicator of resilience, engagement, and productivity. The Chief People Officer at Cisco often says there’s a direct line between wellbeing and performance and I couldn’t agree more.”

“Of course, the world remains volatile, and many people are still struggling. But we’re seeing encouraging signs of recovery. The opportunity now is to help organisations translate empathy into measurable action, to make wellbeing a shared language across every level of business.”

As you consider Pavelka’s next chapter of growth, which sectors or regions excite you most, and what developments would enable you to bring your proven model to even more organisations globally?

“AI is opening up incredible possibilities and allowing us to personalise wellbeing at scale. We’re excited by the potential to tailor support to individuals in real time. That said, technology alone isn’t the answer. Real change happens through human connection, through teams, coaches, and ambassadors who bring energy and empathy into workplaces. Our future lies in blending both: scalable technology underpinned by genuine human experience. That balance between innovation and humanity, is where the next evolution of wellbeing will happen. And that’s where Pavelka will continue to lead.”