Unyoked Proves The Business Of Switching Off Is Booming

What began as a side project in Sydney is now a multimillion-dollar brand redefining how leaders think about burnout, creativity and performance.

Spring light filters through the blossom-laced streets of Sydney as Cameron Grant strides into AP Bakery, dressed all in black, thongs on his feet, with a spiffy leather satchel in hand. He orders a cold brew with an orange slice. Casual, Deliberate. Over the next hour, between sips and the city soundtrack, he sketches the arc of a business few could’ve predicted.

Nine years ago, Unyoked existed only as a fledgling idea with three cabins and a lot of grit. Today, it’s an ecosystem: more than 140 cabins across Australia, New Zealand and the UK, backed by over 30 million in funding. Run by a lean team of just 18, it is steadily reshaping how business leaders think about rest, performance and burnout.

Sometimes you need to switch off to switch on

At its heart, Unyoked isn’t selling escapes, it’s selling a counterintuitive business thesis: that disconnecting and immersing yourself in nature can be one of the most powerful strategies for reinvention, clarity and sustained high performance. In the hustle-for-growth era, Grant is betting that slowing down may be the smartest move you make when it comes to career and life in general.

Cameron and his twin brother Chris grew up moving around Australia, following their father’s work. The one constant was the outdoors. Camping trips, hikes, and long stretches of time spent outside became the rhythm of their childhood. Later, during university, the brothers chased adventure further afield, backpacking through Sumatra, Nepal and the Amazon. As you do.

But their early careers led them into very different environments. Cameron studied international relations, worked at the Australian Embassy in Madrid, and later joined Commonwealth Bank’s strategy department. Chris took a marketing path, leading campaigns at Woolworths Liquor before helping scale General Assembly across Australia and Singapore.

Both were thriving professionally, but the pace came at a cost. Like many of their peers in Sydney’s corporate scene, they found themselves stressed, burnt out and anxious. What they missed most was the chance to truly switch off.

The healing and transformative power of nature

That frustration became the seed of Unyoked. The brothers saw an opportunity to turn nature into a modern performance tool, not just a weekend luxury, but a system for resetting, recharging and finding clarity. Their ambition was never modest. From the start, they spoke about building the “Nike of nature”: a global brand that didn’t just offer cabins, but a new way of living and working.

International expansion was always part of the plan. After testing the model in a secondary market, New Zealand, the brothers turned their attention to the UK. The decision was both strategic and opportunistic.

The UK offered scale: dense population centres with more than 30 million people living within two hours’ drive of rural land. It offered landowners looking for new income streams after Brexit disrupted farming economics. And it offered cultural alignment to English-speaking markets with a similar appetite for wellness, balance and escape.

Unyoked entered cautiously, placing just six cabins to test conditions through a UK winter. The lessons were immediate and practical, from negotiating the nuances of pipe insulation to navigating customer preferences, there were a few hiccups, but the market potential was clear. Today, Unyoked operates almost 40 cabins across Britain, many on historic estates where heritage landowners see the value in conservation-minded tourism.

The roots of the business are expanding

The company’s ambitions don’t stop there. With the capacity to build 20 cabins a month, it is now preparing for a move into continental Europe. New formats are also on the drawing board: larger sites designed for corporate offsites, smaller affordable cabins for solo travellers, and hike-in or riverside locations for customers seeking adventure.

The brothers describe it as building the “Nike of nature”, a global category-defining brand that reframes immersion in the outdoors not as indulgence, but as necessity.

Unyoked’s success rests on a simple but timely premise: that in an economy defined by speed and scale, the greatest competitive edge may come from slowing down.

The model has resonated far beyond weekend travellers. Over the past six years, Unyoked has hosted more than 35,000 overnight stays, with occupancy rates consistently above 70 per cent. Cabins are often booked out months in advance. Reviews frequently converge on three words. Relaxed, recharged, reset.

The company has also leaned into science. A collaboration with AllTrails examined the health and wellbeing outcomes of time spent in Unyoked cabins. Another study with DDB, called The Nature of Creativity, explored how immersion in nature helps the brain shift into diffuse mode, the state where unexpected connections are made and creativity flourishes. It’s why Bill Gates famously retreats to a cabin each year to plan. Or so he says.

That insight has made Unyoked attractive to executives, founders and creative teams. Some use the cabins for post-fundraising recovery, others for strategic offsites. For SMEs and business leaders, the message is direct: stepping away from the desk isn’t lost productivity, it’s an investment in clarity, decision-making and sustainable high performance.

Practice what you preach

Inside Unyoked, the company applies the same philosophy it sells. Staff are encouraged to spend time in cabins at least once a quarter. When signs of burnout surface, leaders don’t just recommend a break, they assign one.

The approach is modelled from the top. Cameron and Chris regularly use the cabins themselves, particularly during high-pressure periods such as fundraising or expansion planning. For them, switching off is not an indulgence but a discipline, a way to reset and return sharper.

The culture is grounded in simplicity and authenticity. Processes are designed to scale efficiently, but the values underpinning them are personal. As Cameron often points out, Unyoked is not only a product; it’s a lifestyle the team lives. That alignment makes the brand resonate more powerfully with customers who are seeking not just accommodation, but proof that another way of working and living is possible.

Nine years after launching, the company is now positioned for its next stage of growth. The focus is twofold: deepening its presence in existing markets and expanding into continental Europe. Alongside this, the team is experimenting with new formats, from larger group sites for corporate retreats to smaller, more affordable options for solo travellers. Each innovation is designed to extend the brand’s reach while staying true to its core promise: disconnection as a pathway to clarity, creativity and performance.

For Australia’s SME leaders, Unyoked’s rise offers both inspiration and provocation. It is a case study in turning a personal frustration into a global growth business, in scaling carefully while building brand strength and in reminding the business community that productivity doesn’t always mean doing more. Sometimes, the most strategic move is to stop.

5 Signs Your Top Performers Need a Break

Even your most driven people can burn out. Here are the early signs your leaders need to step away before performance dips.

1. Their creativity’s drying up

Once-brilliant problem solvers suddenly struggle to find fresh ideas or new approaches. Creativity is often the first casualty of chronic fatigue.

2.They’re working harder but achieving less

Long hours and late nights don’t always equal productivity. If output starts slipping despite effort, their brain might need rest, not more coffee.

3. They’ve lost their spark

Energy, humour and engagement in meetings start to fade. A flat tone or short fuse can signal emotional exhaustion.

4. They’re skipping small rituals

When someone stops taking lunch, declines team catch-ups or pushes through sickness, it’s usually a red flag that they’re running on empty.

5. They’re ‘always on’ and proud of it

Bragging about never switching off might sound like commitment, but it’s often a mask for burnout-in-progress.

Encourage short digital detoxes or nature-based breaks. As Unyoked’s success shows, switching off might be the smartest way to switch back on.