Over the past decade, Welltech has grown from a startup into a half-billion-dollar fitness & wellness technology company, reaching millions of users worldwide. Today, nearly 800 employees work across hubs in Ukraine, Poland, Cyprus, Spain, and the UK, representing more than 30 nationalities amongst its talented workforce.
Welltech operates in a fast-moving digital market, tackling one of the toughest challenges in health technology: sustaining long-term motivation and behavior change. The biggest opportunity lies in cracking this problem, something that demands continuous experimentation, learning, and the ability to attract people who are energized by high-impact challenges.
As the company scaled rapidly, leadership knew that maintaining growth would require strong operational foundations, without losing the human-centered culture that defines Welltech.
Scaling a fast-growing, mission-driven organization.
Rapid growth brought complexity across both HR and Finance. Systems were fragmented, data was scattered, and even basic questions, such as headcount, turnover, or organizational structure, were difficult to answer with confidence.
“As the company evolved, so did the demands on our organization,” said Nataliia Rudnyk, VP of People. “We were transforming how we worked at the same time as putting the right systems in place to make that change sustainable.”
Finance faced comparable constraints. “Our environment was highly fragmented, systems, reporting, and the overall user experience were all disconnected,” shared Svitlana Biletska, CFO. As a result, manual spreadsheets became the backbone of daily operations, consuming time and effort while increasing risk. This reliance limited visibility, slowed decision-making, and reduced the team’s ability to deliver timely insights or effectively support the business as it moved faster and grew more complex.
Both functions needed a way to scale without simply adding more people. “This was never about reducing headcount,” Biletska emphasized. “It was about freeing teams from manual work so they could actually add value.”
Workday gave us clarity as growth added layers of complexity, helping us align people, structure, and systems across the organization.
VP of People
The foundation for expansion, insight, and automation.
Rather than pursuing innovation in isolation, Welltech focused on getting the basics right first. “Innovation starts with clean data and strong foundations,” Biletska explained. “You can’t layer AI or automation on top of broken processes.”
Workday was selected with a long-term horizon in mind. Welltech set out to implement a single enterprise platform that embedded best practices, supported rapid growth, and reduced the risk of fragmented, ad-hoc ways of working as complexity increased.
From the outset, a cloud-based solution was essential, not only to meet immediate needs, but to avoid the likelihood of near-term replacement. Just as critical was a clear view of Workday’s technology and AI strategy, giving the organization confidence that the platform would continue to evolve and remain relevant as both the business and the market change.
For HR, Workday created a one-stop shop that stabilized the employee experience during constant change. “Structure makes the entire journey easier,” Rudnyk noted. “Workday gave us visibility into our organization and allowed us to make faster, data-informed people decisions.”
For Finance, automation reduced administrative burden and improved areas such as forecasting and liquidity visibility. “We needed real-time insight into our cash and financial commitments,” Biletska mentioned.
With Workday, finance moved away from manual work and gained real-time insight into cash, financial commitments, and forecasting to better support the business.
CFO
One platform for HR and Finance to move faster together.
Welltech implemented Workday Human Capital Management in September 2024, followed by Workday Financial Management in April 2025. Running both on one platform quickly showed its value.
The HR redesign was completed and then leveraged when Finance went live. The same Cost Center Managers were used for approval flows, meaning the structure was already established and could be reused without rework. “Because the foundation was in place, there was very little manual mapping required,” Biletska said. “We were able to carry the structure straight into Finance and move forward efficiently from day one.”
Procurement was another turning point. Requests that once came through Slack or email moved to a single entry point. “We were losing visibility and negotiation power,” Biletska explained. “Now we have better planning, stronger governance, and a much smoother experience for requesters.”
Beyond efficiency, the shared data model changed how teams worked together. “Workday helped us break silos,” Rudnyk reflected. “We clarified responsibilities that had become intuitive over time and started thinking in end-to-end journeys instead of functions.”
Because HR and Finance are on the same Workday platform, we didn’t have to redesign everything twice. We could move forward with much less rework and far more confidence.
CFO
Shaping a future-ready business with confidence and data.
Human-centered design is now a core capability within Welltech’s People team. Personas are mapped, improved workflows are intentionally created much easier than before, and new tools are piloted before scaling.
In this context, Workday Peakon Employee Voice also plays a critical role, enabling Welltech to capture continuous employee feedback rather than relying on one-off assessments. What previously required more than a week of manual consolidation is now structured, real-time, and immediately actionable.
Leaders and managers can track sentiment over time, compare trends across teams, and connect engagement data directly to organizational change. “This completely changed how we listen to our talent,” Rudnyk highlighted. “Instead of delayed insights, we now have an ongoing feedback loop that supports real decisions, whether we’re redesigning teams, adjusting workloads, or guiding managers through change.”
Engagement surveys quickly gained traction, with around 90% participation and strong manager adoption. “Managers don’t just look at scores,” Rudnyk continued. “They explore trends, respond to comments, and use the data to improve engagement.”
Pulse checks are being piloted to further strengthen this continuous listening model, giving Welltech the ability to sense organizational shifts early and respond before issues escalate. High adoption has also reinforced accountability: managers actively engage with dashboards, comment insights, and use the data to inform conversations with their teams.
Looking ahead, Welltech is expanding Finance automation with Workday Accounting Center and Prism Analytics and continuing to connect performance, compensation, talent, and skills in HR.
The company is equally focused on further strengthening its ability to model scenarios, respond to uncertainty, and adjust plans quickly in a fast-changing market.
AI is a natural next step for the business and is viewed as an enabler, not a replacement. “Machines should handle the basics,” Biletska mentioned. “That allows people to focus on insight, partnership, and the hard decisions that really drive results.”
Workday allows us to combine human-centered design with data and AI readiness, so technology creates real value and genuinely improves how people experience work.
VP of People