We are always on the look out for people with a passion for AI and the hands-on ability to solve complex problems. If you want to join us, please send your CV to firstname.lastname@example.org
Culture is about people.
“We’re a start-up; we’re always facing the unexpected; we don’t have all the answers, and that’s why culture becomes very important to us – to ensure that the team remains motivated, agile, and unafraid to fail fast.” – Ganesh Suryanarayanan, CTO.
“We have a diverse team at Myelin, but the soul of the company is young, and so, we’ve developed a culture that makes everyone feel comfortable and provides them with avenues of growth. Our employee handbook, for instance, gives people the knowledge and tools and reaffirms their direction with the company.” – Aditi Olemann, Co-founder.
“Culture is about nurturing: Many people talk about ideas and creativity. But ideas are merely the starting point of creativity; a large chunk of effort -99% perhaps- comes after that. That’s where you must nurture the passion, whether it’s in individuals or in teams. And to do that, you should have a strong culture where you’re willing to change your product, your direction, and reinvent your organisation, the team, yourself – the only way to ensure that you don’t remain a one-time innovator.” – Gopichand Katragadda, CEO.
How does the culture start to grow?
“When we had started out, we would sit around the same table and could simply raise our heads and talk to each other. We are now a 20+ team but we still try to make sure we come together informally” – Aditi Olemann
I have been an entrepreneur previously, and I have tried to perpetuate a value-driven culture by asking pertinent questions while hiring candidates, like: What kind of people do we want to hire? What is their skill set? How passionate are they?
Ganesh: We don’t just look at the resume or pedigree alone, but also pay attention to their problem-solving mindset, their approach, and to how they navigate their careers. Many of our engineers had realigned their careers to join us in our innovative mission. That, for us, is a very encouraging sign to see someone invest in their passion. We might not have the answers to everything, but we have the guts to jump and try.
Aditi: We think of hiring in several ways; apart from a right cultural fit, and alignment with our vision, we are also looking for someone who can add to our culture. Hence, our interview rounds don’t just ask about the person’s capabilities but also their qualities. i.e. are they empathetic? Do they carry a team spirit?
We also have our eye on what culture shouldn’t be…
Mid-level manager syndrome: “We have been conscious about avoiding the mid-level manager syndrome where mid-level managers believe they arrived, and so, they stop learning, start bossing around, and get things done through others without understanding the totality of the work because they stopped learning.” Gopichand Katragadda, CEO
“We want to integrate continuous learnings in our teams, and a way to do that is to ensure that all leaders are hands-on. No one at Myelin simply monitors projects. As an example, I work directly on the national security vertical—be it writing proposals, reports, or deciding the technical path forward and so on.” Gopichand Katragadda, CEO
We also want to avoid:
- Overcomplicated processes: Many companies have set processes that get fossilized which leads to a culture of permission.
- Permission Culture: We don’t want team members to ask for permission but, encourage them to make their own decisions and return with an output.
- Cog In The Wheel Approach: In many companies, engineers feel like they’re but a cog in a giant machine; where they do the same thing every day and the gear moves, the work gets done, but the person doesn’t understand the big picture. We strive for openness and communication.