An Interview with Justin Kearney, Senior VP of People at Miratech
At Miratech, performance is built on a culture built on trust, transparency, and continuous growth.
In this interview, Justin Kearney, our Senior VP of People, shares how the company fosters strong, sustainable performance without compromising employee wellbeing — and explains why people are at the heart of every outcome we deliver.
The Foundations of a Strong People Culture
Justin’s career has taken him through retail, aviation, financial services, and now technology. Across all these industries, one principle stands out: communication is everything.
“A strong people culture starts with transparent, informative communication,” he explains. “Teams should understand the company’s purpose, values, and strategic goals — and ideally, how their day-to-day tasks connect to that bigger picture.”
He also emphasizes the importance of continuous feedback, growth opportunities, and trust as key drivers of loyalty and motivation. “It’s all about giving people the space and support to succeed, focusing on outcomes, not location or hours logged.”
How People Enable Performance
At Miratech, success definitely starts with our people — and that’s no accident.
“Our people are the biggest driver of Miratech’s success,” says Justin. “We win or lose based on how our people show up every day. That’s why it’s so important to attract the right talent, develop them, and create an environment where they’re looked after and motivated to perform.”
“We avoid setting vague expectations. Every colleague at Miratech has clear goals that stretch them and align with our business strategy. Regular check-ins and feedback help our teams stay focused and continuously improve.”
Balancing High Standards with Wellbeing
“We pride ourselves on being relentless for our clients,” Justin notes. “But being relentless doesn’t mean overworking – it means working smart.”
At Miratech, first-line managers are also expected to monitor both workload and wellbeing through regular one-to-one meetings, which are tracked by our Employee Experience (EX) partners. Vacations taken are monitored to ensure people take time out, and team leads are actively reminded to encourage employees to take time off.
Just as important is role-modeling. “We expect our managers to avoid setting expectations outside of working hours — no late-night emails with urgent tasks,” Justin explains. “That kind of behavior otherwise trickles down.”
When Teams Are Stretched — and What to Do
Signs of burnout don’t always shout — sometimes they show up quietly through missed deadlines, a dip in quality, or lower engagement scores. The key, Justin says, is knowing what to look for and being ready to act.
“Usually, I’ll work closely with a team’s leader to understand the situation and then figure out a solution — whether that’s time off, task reassignment, or even a role change,” he shares. “It’s about responding early and appropriately.”
Tools That Keep Us Connected
With a global, remote-first team, Miratech leans on well-structured systems to stay connected. Regular one-on-one check-ins include confidential surveys to track meeting engagement. Biannual engagement surveys also give a broader view of team sentiment – giving valuable feedback that the company can then act on to continuously adjust and improve.
Health providers in many regions also offer employee assistance programs and, for the past two years, the company has hosted a “Wellbeing Quarter,” featuring educational resources, success stories, and a physical activity challenge tied to charitable donations.
Growth Without Burnout
“Growth and development go hand in hand,” Justin explains. “But that doesn’t mean just blocking out hours for training. It’s about having a learning mindset that’s always on.”
That mindset is central to Miratech’s High Potential development program, for example, where future leaders apply their learning in real-time — in how they lead, communicate, and win business. “Continuous learning is built into our day-to-day work,” Justin explains.
Advice for Other People Leaders
So, what’s Justin’s advice to other HR or People leaders trying to balance performance with wellbeing?
“Stay close to your business leaders. Listen to how their teams are coping. Track engagement scores, Glassdoor reviews, absence, attrition — and look for patterns,” he says.
“And don’t forget to keep educating. Equip your managers to spot signs of burnout and help them take care of their teams. Promote wellbeing sessions. Keep the conversation going.”
Final Thought
At Miratech, outstanding performance comes from looking after both our clients and our employees. As Justin puts it, “It’s not about pushing harder. It’s about figuring out how we can actually do better, smarter, together.”
