Background: Burnout remains a pervasive challenge within the U.S. Military Health System, where healthcare providers face unique occupational pressures that blend clinical, administrative, and military demands. Recent studies estimate burnout prevalence between 48% and 63%, mirroring national trends but underscoring distinctive stressors in military contexts, such as deployment-related demands, limited autonomy, and hierarchical structures. Despite growing awareness, few initiatives have directly engaged providers in developing sustainable wellness strategies. This study employed participatory research and human-centered design (HCD) approaches to better understand contributors to burnout and to co-create context-specific interventions to promote equitable wellbeing among military healthcare providers. Methods: This mixed-methods project was conducted in three sequential phases. Phase I involved an online survey of active-duty military healthcare providers (N=129) to quantify self-reported burnout using validated Mini-Z items and to examine associations with sociodemographic, interpersonal, organizational, and military-level factors. Phase II consisted of in-depth interviews (N=27) exploring lived experiences of burnout, perceived workplace inequities, and coping strategies. Phase III implemented HCD workshops at three military health facilities, where 23 stakeholders—including physicians, nurses, mental health specialists, and administrators—collaboratively identified key burnout drivers and co-designed feasible interventions tailored to their facility contexts. Results: Survey and interview data revealed multilevel influences on burnout. Individual factors included coping styles, resilience, and work-life integration. Organizational drivers encompassed workload intensity, documentation burden, staffing shortages, and lack of scheduling autonomy. Military-specific factors included deployment expectations, promotion processes, and institutional culture emphasizing endurance over vulnerability. During participatory workshops, participants described burnout experiences characterized by unappreciation, loss of self, and emotional exhaustion. Five priority interventions emerged: (1) flexible scheduling templates; (2) a targeted mental health awareness and utilization campaign; (3) designated “mental health days” for staff recovery; (4) establishment of a Chief Wellness Officer role; and (5) structured leadership engagement sessions with frontline providers. Discussion: Participatory and HCD approaches provided critical insights into how burnout manifests within the unique structure of the military healthcare system and ensured provider voices were central in designing solutions. The co-developed interventions emphasize shared accountability between leadership and providers, addressing both systemic and cultural contributors to burnout. Findings demonstrate that participatory methods can generate actionable, contextually relevant, and equitable strategies for promoting provider wellbeing. The next study phase will pilot and evaluate these solutions’ feasibility and impact on provider satisfaction, retention, and performance—informing a scalable wellness model for the broader Military Health System.