How The Brill Collective designed flexibility around real lives
2025 WINNER · PR and communications
The Brill Collective’s winning entry put flexibility at the centre of its working model. A remote-first structure and personalised hours were intended to help people build sustainable careers around the responsibilities and circumstances of their lives.
What they did
The approach combined autonomy with deliberate opportunities to connect. Fortnightly coworking, monthly training and shared meals helped colleagues maintain relationships rather than leaving remote work to mean working alone.
Leaders undertook mental health training, and wellbeing activities were offered as options. The submission described a core team of more than ten people alongside a wider freelance network, with work organised to accommodate different needs.
What the entry shows
The entry reported a wellbeing pulse score of 9.5 out of ten and positive responses about work-life balance. These were internal self-reported measures from a small team, not a comparison showing that the model would produce the same results elsewhere.
The documented practices provide the clearest transferable evidence: flexibility was supported by recurring contact, learning and leadership attention.
What others can learn
Flexible work needs both choice and connection. Giving people control over their schedule can be supported by predictable opportunities to collaborate and learn.
The Brill Collective’s example asks employers to consider how work is organised, rather than relying only on activities added around a fixed working model.
Based on the original 2025 mentl awards submission. Figures and observations are those reported in the entry.
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