This paper examines how remote work arrange-ments affect employee productivity and well-being in India’s IT sector, and tests whether work life balance (WLB) medi-ates these relationships. We grounded the framework in Job Demands–Resources (JD–R) and boundary theories, positing that remote work provides both resources (e.g. autonomy, saved com-mute time) and demands (e.g. blurred boundaries, technostress), and that effective boundary management (WLB) channels these effects. Using a national survey (n ≈ 317) of IT professionals, we first screened and validated the data (checking missingness, outliers, normality, multicollinearity). Confirmatory factor anal-ysis supported scale validity (CFI ≈ .96, RMSEA ≈ .05) and Cronbach’s ”α” exceeded .70 for key constructs. Structural equation modeling showed that remote work intensity was posi-tively related to self-reported productivity (standardized β ≈ .31, p < 0.001) and well-being (β ≈ .18, p < .05). Importantly, greater WLB significantly predicted both higher productivity (β ≈ .42, p < 0.001) and better well-being (β ≈ .47, p < 0.001). Bootstrapped mediation tests confirmed that WLB partially mediated the paths from remote work to both productivity and well-being (indirect effects p < 0.01). In practical terms, roughly one-third of the remote work effect on each outcome was transmitted via WLB. These findings align with prior research that highlights productivity gains from remote flexibility as well as psychological costs of boundary erosion [1], [2]. We discuss implications for managers (e.g, implementing clear “offline” policies) and for theory, and suggest that future studies use longitudinal or experimental designs to further unpack causal effects..