RiskExec Benefits Overview

Offers 401(K)

Offers disability insurance

Offers supplemental life insurance

Provides 401(K) matching

Offers life insurance

Offers accidental death & dismemberment insurance

Offers company equity

Offers competitive compensation and rewards package

Defined reimbursement or per diem policy for work-related expenses

Offers performance bonuses

Defined commission tiers and policy for applicable employees

Offers dental insurance

Offers health insurance

Offers Health Savings Account (HSA)

Offers Flexible Spending Account (FSA)

Offers vision insurance

Offers dependent care

Offers generous parental leave

Provides customized development tracks

What happens post-review depends on where someone is: stretch assignments for those ready for more, targeted skill building for those growing into a role, and a direct plan where improvement is needed

Documented path to leadership development

Succession planning is a standing output of the performance review cycle rather than something that starts when a role opens.

Prioritizes promotion advancement based on long-term contribution

Advancement weighs two things: what someone has delivered, and whether they want and can handle more. Both are assessed explicitly rather than inferred from tenure.

Posts new positions internally and encourages employees to apply

Promote from within

Open roles are posted internally. Two employees were promoted in the most recent 2026 cycle.

Prioritizes promotion advancement based on impact

Performance is rated against five published competencies with role-specific behaviors, and the rating scale is expressed in terms of impact delivered rather than time served.

Regularly scheduled promotion review cycles for employees

Leaders assess the full team twice a year against performance and growth potential, and the results feed goal-setting, development planning, and pay decisions rather than sitting in a file.

Encourages lateral mobility to expand skills and impact

Job training & conferences

Individual development is funded case by case. Recent examples include AI, fair lending, redlining, and fintech programs.

Hosts Lunch and Learns

Host Weekly AI Office Hours

Provides structured onboarding for new employees

Onboarding starts before day one and runs 30 days, built around the specific role rather than a generic orientation. Check-ins at 30, 60, and 90 days.

Supports employee-driven initiatives, not just top-down priorities

Defines roles and sets expectations for success

Five core competencies with named behaviors, plus role-specific guidance for each function describing what to look for and what the warning signs are. Levels are defined with scope and accountability.

Provides formal manager training and leadership development

April = coaching/feedback, before mid-year performance conversations; Sept = review writing and pay conversations, before year-end review cycle. Playbooks provided for the moments in between cycles.

Provides paid industry certifications

Employees have been sponsored to pursue professional certification, including product management credentials.

Provides tuition reimbursement

Provides opportunities to take on expanding responsibilities

Encourages knowledge sharing and cross-functional collaboration

Goal setting requires each functional leader to name which other teams have to perform for their goals to be achieved. Competency guidance treats cross-team communication as a rated behavior.

Provides training support and resources for AI adoption

Weekly AI Office Hours, and the 2026 goal standard requires every goal to name where AI materially changes the outcome rather than treating it as a checkbox.

Managers hold regular development check-ins

Mid-year performance conversations happen every June-July. These are unrated, and focused on development rather than assessment.

Utilizes a flexible work schedule

Reasonable flexibility in start and end times, arranged with manager.

Utilizes a full-time remote friendly model

Remote is a formal work location classification, not an exception. Employees work across twelve states.

Defined working hours and availability expectations

Standard availability is 9:00 to 5:00 local time; flexibility on start and end times can be arranged with manager.

Flexible work schedule is defined with set expectations for start times, working hours and availability

Availability expectations, in-office day, and commutable distance are all defined in writing (policy) rather than left to individual arrangement.

Offers a remote work program

Employees more than 60 minutes from a hub are formally classified as Remote, work primarily from home, and travel for planning sessions and company events.

Utilizes a hybrid work model

Hybrid by design. Employees within 60 minutes of the Knoxville or Washington, DC hub have a set in-office day, the same day every week, so teams can plan around it.

In-office days / expectations are defined

Hub-aligned employees work one consistent day in the office per week, plus additional in-person time where the work calls for it.

Provides work from home flexibility

Hybrid employees work remotely on all days other than their designated in-office day.

Utilizes an open door policy that encourages accessibility

Hosts in-person all-hands meetings

Defined values and mission statements

Leadership is transparent and communicative

Mistakes are treated as learning opportunities

Open office floor plan to encourage communication and collaboration

Hosts in-person revenue kickoff meetings

Promotes a people-first, social culture

Leadership encourages open, transparent debate

Quarterly engagement surveys to gauge employee satisfaction

We run an annual employee engagement survey in March, supplemented with pulse surveys in Q2 and Q3. (We do not run a pulse survey in Q4 given that is when we do performance reviews.)

Company or teams have recognition rituals for individual work

Birthdays and work anniversaries are recognized on a weekly cadence, with messaging and a gift or gift card. A "Coworker Kudos" Slack channel is used for peer-to-peer shout outs.

Encourages autonomy and ownership from employees

Every performance goal has a single owner, and "takes ownership" is an expected behavior that gets a rating during performance reviews.

Managers give public shoutouts and celebrate employee milestones

Birthdays and work anniversaries are recognized on a weekly cadence, with messaging and a gift or gift card. A "Coworker Kudos" Slack channel is used for peer-to-peer shout outs.

Managers offer consistent feedback loops

Recurring one-on-ones, monthly goal reviews, and a year-end cycle built around a conversation rather than a form.

Provides modern technology across teams

Two monitors, a camera, and ergonomic seating at both offices. New hires can request the home equipment they need before they start.

Transparent sharing of company-wide eNPS scores

eNPS is calculated as part of the annual employee engagement survey and the score is shared with employees along with the rest of the results.

Employee feedback used to shape policies and strategy

Action themes surfaced from annual employee engagement surveys are carried into the year's strategic plan and policy updates. We commit to addressing/fixing any area asked about in the survey.

Employees provided with well-designed, comfortable workspace

Provides a mobile phone discount

Provides paid holidays

Utilizes an Unlimited PTO policy

Provides bereavement leave

Provides sick leave

Provides paid sick days

Offers a flexible time off policy

Provides military leave

Has employee-led culture committees