Rula Leadership & Management

What’s a hallmark of good management here — and how is it reinforced weekly?

“Invest in people leaders; don’t let them figure it out on their own.” Just because someone was a stellar individual contributor doesn’t automatically make them a solid manager — and leaving them to guess their way through leadership is a disservice to the whole team. Leaders of individual contributors are arguably the most critical players in our business, as they drive the behaviors and culture across the teams building our product and speaking directly to our customers.

To reinforce this weekly, we rely on leadership systems and playbooks so managers know exactly how to show up for their teams. Our leaders follow a structured operating cadence that includes tracking metrics, coaching individuals, managing processes and closing feedback loops with other leaders and cross-functional partners. By eliminating ambiguity week over week, we ensure our managers can reliably hit targets, drive skill development and cultivate a high-performance culture where individual efforts translate consistently into organizational success.

What keeps priorities obvious — and what signal shows it’s working?

Everything starts with our company mission, vision and strategy, which cascades directly into each department through their own specific OKRs and metrics. But the primary forum that keeps these priorities obvious is our weekly business review.

In this meeting, we dive deep into the main metrics of the business, our performance against goals and key learnings from the previous week. Every week includes a retrospective of past initiatives to build upon our main focus areas. The ultimate signal that this system works is our agility. Because teams and leaders have a constant pulse on our momentum, they know exactly what dials to turn. It enables leadership to provide crystal-clear direction on where time and resources should be shifted — allowing us to accelerate faster on what’s working or immediately get back on track when we slip.

What part of the strategy excites people — and what metric shows progress toward execution?

The most exciting part of our strategy is our mission: “Make Mental Healthcare work for everyone.” Whether it’s patients, payers, providers, physicians, employers or partners, everyone’s work converges on one single goal — helping people who need care get it easily and seamlessly.

We hold ourselves to a rigorous standard. If the work we’re doing doesn’t ultimately support helping the next person get the care they need, we take a step back and re-evaluate how it fits into our strategy and daily focus. To prove we are delivering on this, the primary metrics we track to show progress toward execution are directly tied to new and existing patients supported and what’s holding us back from delivering the care. Tracking this ensures we aren’t just talking about our mission, but actively delivering the highest quality of care to as many patients as possible.