Prioritizing Rest and Well-Being in Familycare: The Haven Approach
Britt Riley, the founder and CEO of Haven, a childcare company with an innovative approach to family services, has redefined workplace culture by integrating mandatory rest periods into her business model. Over the past seven years, Riley has built a network of clubs that uniquely combine daycare, workspace, and fitness facilities tailored to families’ needs. This holistic approach, which Riley calls “familycare,” addresses the entire spectrum of a family’s day, helping parents balance work, childcare, and self-care without sacrificing time or energy.
Since launching Haven in 2019, Riley has raised approximately $20 million in funding and recently expanded through franchising. Her vision extends beyond providing childcare; it’s about creating a supportive community where employees and families alike are valued and cared for. Central to this mission is a distinctive company policy: Haven closes entirely for two weeks each year—one week in summer and one week at the end of the year—mandating vacation for all employees. This ensures her team can fully disconnect, recharge, and return with renewed energy and commitment.
The Origins of Mandatory Time Off
Riley’s commitment to mandatory time off is deeply influenced by her early career experience at Patagonia, a company renowned for its progressive culture and trust in employees. During her college thesis research on company culture, Riley witnessed firsthand how Patagonia’s “Let my people go surfing” philosophy was more than a slogan—it was a lived reality that empowered employees to manage their own time. This trust fostered dedication and high-quality work, shaping Riley’s belief that well-being must be embedded in company values to cultivate true engagement.
Drawing from that experience, Riley saw no alternative but to build a similar ethos at Haven, where employees are not just coverage but individuals deserving respect and balance. This foundation informed her decision to enforce company-wide closures, allowing the entire team to rest simultaneously without the stress of work-related interruptions.
Addressing Challenges in a Traditionally Nonstop Industry
The childcare sector typically operates year-round without breaks, making Haven’s decision to close for two full weeks each year a bold move. Initially, there were skeptics who questioned the feasibility of shutting down operations in an industry where continuous service is expected. However, parents quickly understood and supported the rationale, recognizing the importance of caregivers’ well-being to the quality of care their children receive.
While the closures require families—especially those in dual-income households—to arrange alternative childcare, Haven mitigates this by providing extensive advance notice and scheduling the breaks during historically slow weeks. The resulting benefits, including reduced employee turnover and increased morale, outweigh the temporary inconvenience. Riley emphasizes that this approach fosters a culture where employees feel genuinely valued, which in turn enhances their ability to provide exceptional care.
Advantages of a Culture Built on Care and Rest
Haven’s policy of mandatory breaks has tangible advantages beyond employee satisfaction. It significantly improves retention rates by demonstrating respect for early childhood educators, a group often undervalued in the broader workforce. This commitment attracts top talent who seek workplaces that honor their professional and personal lives equally.
Moreover, the company’s culture of care translates directly into better service for families. When employees are rested and appreciated, they can engage more wholeheartedly with the children in their care. Haven’s Great Place to Work certification and a 100% positive employee satisfaction score underscore the effectiveness of this culture, proving that authentic values and consistent actions foster trust and loyalty.
Haven’s transparent communication about closures, integrated into the enrollment process and reinforced through reminders, also serves as a trust-building measure with families. It signals a commitment to quality and well-being that resonates with parents looking for more than just childcare—they want a community.
Haven’s Unique Familycare Model
Haven’s clubs offer a comprehensive solution that combines licensed, play-based daycare with on-site workspaces and fitness amenities. Parents can drop off their children in classrooms that follow the proprietary Haven Method curriculum and then proceed to work in thoughtfully designed spaces or engage in wellness activities like fitness classes, running, or even spa treatments. This integrated model saves considerable time and stress, allowing parents to be fully present in both their professional and family lives.
Riley’s inspiration for Haven came from her own experience navigating parenthood with a newborn and toddler, seeking the “village” of support often idealized but rarely accessible. Starting with a club in Middletown, Rhode Island, the company has expanded to locations in Rhode Island and New Jersey and is actively franchising to bring this model to communities nationwide.
Growth and Future Vision
Since its inception, Haven has experienced consistent revenue growth and operates with healthy margins. The company’s growth trajectory is ambitious, aiming to open over 100 clubs across the United States by 2030. This expansion will create thousands of jobs spanning educators, directors, general managers, and franchise owners. Notably, women have submitted 86% of new club opening leads, highlighting the company’s appeal and accessibility to female entrepreneurs.
Despite rapid growth, Riley remains dedicated to maintaining a 100% Great Place to Work score, an achievement rarely seen in scaling organizations. This unwavering focus on culture and employee well-being distinguishes Haven in the childcare industry and sets a benchmark for others to follow.
Advice for Founders Building Values-Driven Companies
Riley’s key advice for entrepreneurs is to embed core values into every aspect of their business rather than treating them as decorative statements. Authentic culture requires action, especially when it challenges conventional practices or short-term financial gains. She stresses the importance of curiosity and openness, encouraging founders to embrace learning and surround themselves with experts who share their passion.
Her own journey—from lacking expertise in childcare or brick-and-mortar operations to building a thriving company—demonstrates the power of resilience and belief in one’s mission. Riley’s message is clear: if you have unwavering conviction in your purpose, persistence and adaptability will carry you beyond your initial expectations.
