Approach
A governance framework, not a program menu.
Wellestra was founded on the observation that most corporate wellness offerings fail as operational commitments: they are procured as benefits, but never governed as infrastructure. Our practice corrects that.
Four operating principles
I. Protocols before programs
Every clinical activity we administer is governed by a written protocol with a version number, a review date, and a designated clinical owner. Clients receive the protocol library at contract inception and every revision thereafter. No procedure is performed on a client's employees that cannot be pointed to in that library.
II. Separation of clinical and administrative information
Individually identifiable clinical information is held exclusively by credentialed clinical staff and contracted clinical partners. Administrative staff — including account managers and analytics personnel — work from de-identified and aggregated records. This separation is documented, audited, and incorporated into every subcontract.
III. Outcomes reporting that withstands scrutiny
Program performance is reported against baseline measurements established before program launch, using definitions that match the client's internal reporting standards for absenteeism, leave, and workers' compensation. An independent actuarial reviewer examines and attests to the annual outcomes report.
IV. Deliberate scale
We maintain a limited client roster. New engagements are accepted only when existing programs are fully staffed and governance capacity is available. This constraint is central to the quality of the practice and is not relaxed for commercial reasons.
Origin
Wellestra was formed in 2014 by a small group of occupational medicine clinicians, benefits consultants, and industrial hygienists who had spent the previous decade working inside large corporate health programs and had observed the same failure pattern across them. Programs were designed to impress procurement committees at renewal time, and the clinical activities inside them drifted untracked.
Our founders chose a narrow sector focus — employers whose work takes place on the water, alongside it, or in support of it — because those employers share a specific set of operational constraints that reward rigorous program design: distributed workforces, shift work, physical job demands, and regulatory exposure. The focus has remained deliberately narrow since.