What's the Company Culture Like at monday.com?

We’re encouraged to try our hardest and embrace mistakes instead of shying away from them. This has allowed me to dive in, immerse myself in my role and do my best to make an impact without fear of failure.

We are forced to think outside of the box of just our own day-to-day tasks and instead think of ideas and initiatives that can help the company reach its goals. I think what makes monday.com unique is that everyone’s opinion is valued. If you have an idea, share it, bring it to your manager or team, and you will be heard.
 

If I could distill our culture down into one word, it would be “collaboration.” There’s this adage that goes “one band, one sound” and I think that describes us perfectly.

Ownership is really important. We check our egos at the door and collaborate. What makes the work environment so great is the people. We’re all very much impact-driven.

You could be performing at 120 or 150 percent, but if you aren’t collaborative or generous, we’ll have no problem saying you’re a wonderful performer yet ill-suited for our culture.

When someone is stuck or feeling overwhelmed, we have built resources to help, created spaces to groupthink tricky tickets and have made it a norm to be there for each other — whether that is for brainstorming or just having a place to vent. That internal support really helps us show up for our users with empathy and care, which is a huge part of monday’s larger culture.

In a candid look behind the curtain of one of the world's fastest-growing SaaS companies, Daniel Lereya reveals how monday.com overcame a period of stagnation by embracing 'radical transparency' and high-stakes experimentation. Lereya breaks down the company’s unique 'traps'—aggressive, timeboxed deadlines designed to force creative breakthroughs—and explains why focusing on measurable user impact rather than just 'shipping features' was the key to reaching $1 billion in ARR.