Rokt Leadership & Management

Managers at Rokt combine clear expectations with frequent feedback, coaching and substantial employee ownership. The company operates with a relatively flat structure and broad spans of control, keeping managers close to the work rather than adding multiple layers of approval. Employees receive structured development conversations at least quarterly, while regular one-on-ones, multi-source feedback and clearly documented career expectations give managers concrete ways to help employees improve and advance. 

• Feedback is frequent and tied to development: Performance conversations take place at least quarterly and incorporate self-reflection and feedback from multiple sources. Managers use those conversations to discuss strengths, areas for improvement and future development rather than treating performance management as a once-a-year exercise. Rokt also trains managers to give direct, actionable feedback and holds monthly training sessions specifically for people leaders.
• Managers help employees understand what strong performance looks like: Rokt’s Career Ladder spells out the skills and expectations attached to each role and level, giving managers and employees a common framework for development conversations. Professional Development Profiles capture feedback and career progress over time, while regular check-ins allow managers to discuss what an employee needs to demonstrate to take on greater responsibility or move into another role.
• Leadership emphasizes coaching rather than heavy supervision: Managers operate in a “player-coach” model, remaining involved enough in the work to provide context and guidance while giving employees room to make decisions. Senior employees also mentor more junior colleagues through apprenticeship-style relationships. That approach complements Rokt’s Own the Outcome value, which gives employees significant responsibility for how they reach their goals.
• Employees have ways to raise issues beyond their direct manager: Skip-level conversations, engagement surveys and open feedback channels give employees additional access to leadership. Founder and CEO Bruce Buchanan holds regular office hours, while employees can submit questions anonymously through SuggestionOX or raise them through company communication channels for executives to answer. Weekly CEO reports and company forums also keep employees informed about priorities and decisions.
• Managers are expected to develop their own leadership skills: People leaders receive ongoing manager training, leadership master classes, executive coaching and development programming. Leadership expectations also include modeling Rokt’s values and recognizing employee contributions, with manager-related engagement results feeding into performance discussions and action planning.
• External signals:
  • Management receives a positive employee rating: Rokt earns a 3.8 out of 5 rating for management on Indeed. (Indeed)
  • Employees report substantial trust and resources to do their jobs: 96% of employees say they are given a lot of responsibility, and 96% say they have the resources and equipment needed to do their jobs. (Great Place to Work)

Bottom line: Rokt managers support employees through frequent feedback, clear performance expectations, coaching and substantial autonomy. Regular development conversations, transparent career frameworks, manager training and direct access to senior leaders give employees several avenues for guidance while still allowing them to take meaningful ownership of their work.