The Boundary Manager — Disconnect to Deliver

A four-round leadership simulation set inside Lumora Software S.L., a Madrid B2B SaaS company (€96M ARR, 540 employees). A Q1 engagement survey, a costly resignation, and a make-or-break client release collide in the same week: 71% of engineers answer messages after 21:00, the team's work-family conflict score sits in the bottom quartile, a senior engineer (parent of two) has just resigned at a €65,000 replacement cost, and a strategic client worth €4.2M ARR demands a contractual platform release in three weeks while messaging the team at midnight. Playing the engineering team lead, you must (1) diagnose whether the exhaustion is an individual time-management failing or a structural, manager-designed problem, (2) set an after-hours connectivity norm that honours Spain's legal right to disconnect (Ley Orgánica 3/2018, Ley 10/2021) while still serving a real client who messages at all hours, (3) choose a team flexibility policy and apply it live to an engineer requesting a compressed schedule during the release — with a coverage and fairness plan — and (4) present an integrated plan proving wellbeing and delivery are complementary, including how the manager will model the boundary. Built on Las Heras's work-family, boundary-management and Family-Supportive Supervisor Behaviour (FSSB) research at IESE's ICWF, the math rewards structural fixes, reconciled (not wishful) norms, fair coverage and supervisor role-modelling — and punishes the five classic errors: individualising a structural problem, writing rules that ignore the real client, granting flexibility that just dumps the load on stretched teammates, treating wellbeing and output as a trade-off, and a manager who sets boundaries for the team but messages at 22:15. Final KPIs track Wellbeing (the inverse of work-family conflict), Delivery Confidence on the €4.2M release, Retention Risk, and the manager's own Modelling.