RTB House Leadership & Management

RTB House’s management approach combines clear goals and accountability with employee autonomy, coaching, and accessible leadership. Company materials show that managers are expected to develop their teams, delegate meaningful ownership, use data to guide decisions, and create opportunities for employees to build skills and take on greater responsibility. 

• Managers are expected to coach and develop their teams: RTB House’s current engineering leadership roles explicitly make managers responsible for leading, mentoring, and growing their teams while fostering technical excellence. In France, RTB House also describes employee development as central to its strategy, supported by 360° assessments, coaching, mentoring, internal and external training, and a feedback culture.
• Leadership combines autonomy with clear accountability: RTB House uses an OKR operating model and team-based strategic planning to establish goals and priorities. In engineering, leaders are expected to delegate ownership of entire technical areas to senior employees and then advise and support them as needed, rather than retaining every decision themselves.
• Decision-making is designed to be evidence-based: RTB House explicitly tells engineering leaders to base decisions on data, including running experiments and gathering evidence before committing to a direction on complex projects. This reinforces a management model where leaders provide direction while encouraging teams to solve problems analytically.
• Managers provide structure around development and performance: RTB House’s onboarding model establishes concrete milestones at different stages of an employee’s first year, progressing toward full autonomy. Employees also cite regular manager conversations around career goals and weekly 1:1s on some teams, creating recurring opportunities to discuss performance, challenges, and development.
• Leadership is intentionally accessible: RTB House maintains an open-door policy that encourages accessibility, complementing its flexible and distributed working model. One manager described meeting with his team at least twice each week, holding weekly 1:1s, and making himself available when employees encounter challenges.
• Employees describe the result as a high-trust environment: Supporting the documented practices, one employee said RTB House leaders are “open to feedback and change,” while another described being given opportunities to develop leadership skills after discussing those goals with a manager.
• External signals:
  • Employees have strong confidence in management: 98% of employees said management is competent at running the business. (Great Place to Work)
  • Leadership earns trust through follow-through: 97% of employees said management’s actions match its words, indicating particularly strong employee confidence in leadership credibility. (Great Place to Work)

Bottom line: RTB House managers are expected to do more than supervise day-to-day work. The company’s documented practices emphasize mentoring, coaching, clear goals, data-informed decisions, delegated ownership, regular feedback, and cross-functional collaboration. Employees reinforce this, with particularly strong scores for management competence and leadership follow-through.