'Sport isn't how I switch off. It's how I switch on'

I AM a founding leader for an insurtech startup, bolttech, based out of Singapore. As a group, our vast network of talent is spread across three continents. In early 2020 we launched our brand, and in July this year we achieved unicorn status, and a few weeks later, we closed a major acquisition in Europe. So far at bolttech, things move at bolt speed.

As a business born during the pandemic, from the outset we've been able to create a way of working that is flexible to the individual needs of our staff. So when I join meetings on a treadmill or an exercise bike, no one in the team is surprised. While for some, fitness is their leisure time or escape mechanism, for me, fitness and training is an essential part of my working day.

Like any chief executive officer (CEO), I have a fragmented working week that navigates the multiple time zones of our international footprint. Over the last decade or so, I've realised the benefits of being very intentional with my time, integrating training into rather than alongside my work schedule. Fitness can either happen during my meetings, or it can be an uninterrupted time to solve problems and iterate ideas. For the most part, I don't train with headphones or listen to music or podcasts when I'm training because I'm usually thinking through any number of projects or strategies that the team is working on.

I've tried nearly every type of sport, and event-style endurance challenges are my favourite. From London to Boston, Chicago to Berlin, I've completed all of the Abbott World Marathon Majors qualifiers except Japan. I've also competed in the World's Toughest Mudder three times, and most memorably, I've run in one of the most remote parts in the world (and in the most extreme weather conditions imaginable) for the 78 Degrees North Marathon at Longyearbyen, in Svalbard, Norway.

The pandemic has upended the routines in our daily lives and put a hard and fast stop to most competitions. It's been even harder to plan ahead, identify opportunities, and stay disciplined. Right now, I'm working towards the Ironman World Championship (which is being rescheduled from its original date in October due to Covid-19) - over 225 km of ocean swimming, bike riding, and running in Hawaii, United States - and I can't wait to get back into these kinds of competitions.

During the pandemic's enforced downtime, I discovered a range of new tech that has helped to track my progress - anything from testing my blood to understanding my genetics. I also use a sleep app, a range of smart devices, and I work with a trusted nutritionist and trainer.

Leading by example

There's no doubt that my relationship with sport influences my leadership, I'm naturally competitive and motivated by goal-setting. And it heartens me to seeing how infectious this can be - several colleagues at bolttech have embarked on fitness journeys and it's been great to hear their stories and give advice when they ask.

I recognise that on a cultural level, the CEO leads by example. I try to model a positive behaviour when it comes to staying active in mind and body, and this is particularly important during Covid-19 when we all need to lift spirits and look after our health.

I've also found that being openly competitive and focused sets the right tone for our organisation. My team can see for themselves that I'm constantly setting goals and working out how to tackle challenges and make the best decisions. When I set high standards - and hold everyone to these - they know I'm holding myself to the same.

I have to say that despite Covid-19, it's been a great summer for sport. If nothing else, the Tokyo Olympics gave us terrific memories, a sense of internationalism, and a demonstration of what all of us are capable of, if we care to put in the time and dedication.

• Rob Schimek, 56, is group chief executive officer of bolttech