Johannes Thomas, CEO of hotel search platform Trivago, starts his day early — not with back-to-back meetings, but with focused time for deep thinking. As someone who values productivity and mental clarity, he intentionally keeps his mornings free from meetings until at least 11 a.m., carving out blocks of 90 minutes to two hours for what he calls "undivided attention."
This uninterrupted time allows him to enter a state of "flow" — a concept widely associated with peak productivity and creativity. During these sessions, Thomas dives deeply into complex problems or strategic topics, often focusing on areas like artificial intelligence or broader company initiatives.
“I just focus on a problem, think it through, and really go into deep thinking,” Thomas told *Business Insider*. “By lunchtime, I’ve already accomplished a lot.”
Structuring the Day Around Cognitive Peaks
Thomas believes that structuring work around natural energy levels is key. He saves afternoons for more routine tasks like meetings and email responses, noting that most people’s cognitive performance tends to dip in the later part of the day.
He also warns against the productivity killer of short, frequent meetings — especially the 30-minute slots that pepper many calendars. These, he says, disrupt the kind of deep thinking essential for innovation and progress.
To combat this, Trivago encourages employees to adopt a similar rhythm: keeping mornings free for deep work and reserving afternoons for collaborative tasks and meetings. The company refers to this as **“shared flow time.”**
“It helps everyone stay in sync,” said Thomas, who rejoined Trivago in 2023 after starting there as an intern in 2011. “It also primes my brain for how I’m going to use those morning blocks effectively.”
A Model for Employees — And a Lesson in Prioritization
Thomas typically dedicates one of his morning blocks to learning something new — whether it’s understanding a technical development or diving into a business challenge. “Everything that demands cognitive function — it comes into these sessions,” he said.
In the afternoon, he handles emails and lighter administrative tasks. If an email requires deeper thought, he’ll move it into his focus block the next day.
His approach isn’t just personal preference — it sets a tone for the entire organization. According to Kate Walker, a California-based HR consultant and executive coach, when leaders model intentional work habits, it can positively influence workplace culture.
“If you see a leader who’s scattered and reactive, you might feel that's the norm,” she explained. “But when leadership prioritizes focus and structure, employees are more likely to follow suit.”
Walker advises workers to take control of their schedules by blocking time for deep work and even asking managers which meetings they could skip.
Nir Eyal, author of *Indistractable*, echoes this sentiment, pointing out that too many meetings often signal deeper cultural issues — particularly a lack of respect for employees’ time and attention.
Flexibility Meets Discipline
Despite his structured schedule, Thomas remains realistic about the unpredictability of life — especially with three kids at home. His system works about 70% of the time, he estimates, which leaves room for adjustments when needed.
“I have three kids,” he said. “The world is a bit chaotic. Things happen.”
Still, having a clear plan gives him peace of mind and ensures he stays aligned with his priorities — even on days when everything doesn’t go exactly as scheduled.