How Culture Leads to Innovation

There is a distinct shift that occurs when a remote-first team finally occupies the same physical space. The digital shorthand developed over Slack and the trust built across time zones evolve into something more tangible. Having witnessed this transformation many times, I now intentionally work directly with teams to design our onsite experiences to act as a catalyst for that specific energy.

At Cedar, these connections aren’t merely a "perk" for morale; they are the foundational infrastructure for our best work. We are currently engineering AI-powered payment experiences to help patients navigate the complexities of their financial responsibilities, alongside intelligent call support systems designed to assist people during high-stress moments. Tackling these challenges requires a team that can iterate rapidly and maintain a shared mental model. That level of synchronicity is only possible through a resilient culture.

In my role, I help foster this culture through “Cedarversary” interviews. These are opportunities for me to sit down with members across our technical "Makers" team to discuss their evolution and experiences at the company. When I ask what defines the Cedar experience, the answer is remarkably consistent: the people. Specifically, team members highlight the absence of the "quiet competition" that often plagues high-growth tech companies. One colleague recently shared that, unlike previous environments where peers at similar levels might angle against one another, Cedar maintains a culture of genuine support and collaboration. It is common for someone to reach out to a colleague they’ve never met and find a partner willing to help at a moment's notice. From everything I have observed, this collective mindset is one of our greatest competitive advantages.

When we have the opportunity to bring the team together at our New York headquarters, my priority is creating space to solidify those bonds. Our most recent Maker onsite—our largest to date—focused on exactly that.

We brought together around 200 team members across Engineering, Product, Design, and Delivery for three days under the theme "Make it Magic." While we leaned into the theme with interactive elements and a fantasy-inspired environment, the primary objective was high-impact collaboration.

Some highlights of the week included:

• AI Hackathon: A full day dedicated to building AI agents from the ground up, allowing engineers to experiment outside their daily sprint cycles.
• Squad Days: Cross-functional teams worked through their specific product challenges side-by-side, fostering organic problem-solving.
• Cross-Pollination: We intentionally designed moments for individuals to connect with colleagues outside of their immediate workstreams.

The results were immediate. We have already begun implementing several internal products conceptualized during that week. However, the most significant outcome was the renewed sense of momentum.

Following a period of leadership transition and the start of a new quarter, the team left feeling re-energized. It served as a powerful reminder of why we do this work and, more importantly, who we are doing it with.

If you are looking for a culture that prioritizes deep collaboration and technical excellence, I invite you to explore our open roles. We are building something meaningful, and we would love for you to be a part of it.