Click Therapeutics Career Growth & Development

How does your team cultivate a culture of learning, whether that’s through hackathons, lunch and learns, access to online courses or other resources?

Our engineers actively create their own learning opportunities. One engineer, for instance, launched an optional daily engineering huddle. This informal, collaborative session brings the team together to solve problems and learn from each other. It’s entirely driven by the team and focused on practical, hands-on learning.

Our leadership champions a culture of knowledge-sharing. Biweekly tech demos gather the entire technology organization together to showcase new projects, spark discussions and share insights across teams. Additionally, our director of engineering partners with team members to host a monthly lunch-and-learn series. Topics are crowdsourced through polls and presented by in-house experts, ensuring the content is always relevant and practical.

Twice a year, our “Click Bash” celebrations bring everyone together for in-person collaboration. Sure, there is a party, but it’s also a prime opportunity for cross-team workshops, collaborative planning and team-building outings that strengthen relationships. We also host Click-Fest, where the entire company can experience what our tech teams have been building, and we recently launched our first successful hackathon.

How does this culture positively impact the work your team produces?

Click operates under six core values — Patients First, Act with Integrity, Expect Excellence, No Jerks, Own It and Make Work Fun — which are fundamental to everything we do. This culture of continuous learning has been the driving force behind our rapid advancements in AI. Our CEO, David Klein, is a firm believer in AI and has challenged every employee to master and integrate it into their daily tasks.

To achieve this, we created a cross-functional AI Exploration Stream, where teams meet twice weekly to share findings and apply AI to specific workflows. This initiative encourages learning and directly translates it into practical applications. The results have been remarkable. Our engineers, for example, are using AI coding agents to generate application components, and a manager developed an AI dashboard that projects a team’s ability to meet deadlines based on JIRA data, improving project planning and communication. What started as a learning initiative has quickly become a catalyst for innovation. As our teams embrace AI, the efficiency gains continue to grow, proving that empowering people to explore new technologies doesn’t just teach them; it transforms how work gets done.

What advice would you give to other engineers or engineering leaders interested in creating a culture of learning on their own team?

For engineers: Learning starts with you. Be intentional about your own growth and share what you discover. You can host an open session, post a tip in Slack or demo something new. Find your preferred style, whether it’s structured courses or hands-on projects, and use it to sharpen your skills. Don’t fall into the trap of, “I don’t have time.” Instead, ask yourself, “Where can I make time?” Personally, I taught myself to swim by watching YouTube videos and practicing drills. I learn by watching, doing and persistently reinforcing each skill. That same focus applies at work; if you can teach yourself one thing with consistency, you can learn almost anything.

For leaders: A learning culture works when people see its value. Start with the “why;” show your team how learning can solve their problems and make their work faster, better and easier. Next, create a space for them to share. Poll for topics and pain points, connect them with internal experts and provide forums where sharing feels natural. Support grassroots efforts such as team-led resource groups and amplify them. The strongest learning cultures are co-created.