Hireology Innovation & Technology Culture

How does innovation show up in your company culture?

Innovation at our company is less about big ideas and more about how we work every day. Teams align around measurable customer problems first, then run small experiments and problem reviews before committing to build, so progress comes from learning, not guessing. Because teams are rewarded for uncovering truth early, even when it changes the plan, improvement happens continuously rather than only after we’ve launched. We see innovation as a habit of learning faster every day, not any particular feature release.

What’s one recent innovation that improved user or employee experience?

Over the past year, we’ve implemented AI prototyping tools that have helped us iterate and learn at a much faster rate. It has vastly improved our ability to communicate between user experience, engineering and product on ideas, go deep on user flows to figure out what is most impactful, and very quickly put usable concepts in front of customers to validate what we’re doing. We’re building the right things faster, and it’s only getting better.

How do you balance experimentation with stability?

No one wants to feel like they’re the experiment, so we aim to make customers our partners in innovation rather than subjects of it. We test ideas early and release carefully, but the real balance comes from deeply understanding who we serve — specific industries, roles and hiring challenges — so experiments happen with the right audience in the right context. That lets us validate meaningful impact with the smallest possible change instead of broad disruption. By learning precisely before scaling broadly, we gain insight while keeping the day-to-day experience stable and trustworthy.

What tools support your day-to-day work?

We really lean on a few core tools. Glean brings all our data sources into one place, like sales calls, Jira tickets and customer feedback. That visibility helps when we're deciding what to build next.

Claude is our primary LLM for development and it's deployed across teams. We use Cursor as our integrated development environment, it gives us the flexibility to branch out to other LLMs when we need them for specific things.

And then for design, we're using Builder.io with Claude Design and Claude Code to build the interfaces. It's a pretty smooth flow from design to actual implementation.

So it all connects. The data informs what we're building and we've got the tools to move quickly through the whole process.

How does your team experiment?

The way we approach experimentation has really shifted. We used to spend a lot of time on design upfront, creating mockups, getting customer feedback, and iterating on comps. But as the cost of building has come down, we've basically flipped the script.

Now we build the actual product and show it to customers while we're working on it. We demo something live, get real feedback on the working product and then rebuild based on what we learn. It's so much faster, it used to take three months just in the design phase. Now we can get something built and in front of customers way earlier.

And because rebuilding is cheaper now, we're not as worried about getting everything perfect the first time. We're running more experiments, iterating faster and honestly, we don't really need that long upfront design phase anymore.

How does your company adapt to change?

The AI revolution has been the biggest change we've seen in software design in my 20-plus years of experience. Rather than mandate how we use it, we've focused on giving people the space to grow and discover what's actually possible.

We do a lot of open conversations, on-sites to gather as a team and dedicated work weeks for experimentation. We'll give teams a full week just to try things without pressure, that's when the real learning happens. People find new approaches, new opportunities we wouldn't have thought of otherwise.

We have them study, share findings back with everyone and build new ways of working collaboratively. Getting buy-in from key people early creates momentum.

The philosophy is simple — if you give people the tools and the space to experiment, they'll find growth opportunities that benefit the whole team.