What's the Company Culture Like at AcuityMD?

What stuck out to you the most about AcuityMD’s culture during the hiring process, and what was it specifically that convinced you to join?

I felt genuinely respected throughout the hiring process by both the recruiting team and every team member I met. The recruiting team especially impressed me with how communicative and thoughtful they were. They made sure I always knew what to expect in the multi-step interview process and felt set up for success. You can learn a lot about a company’s culture from how they hire, and that experience spoke volumes. Interviews are always nerve-wracking, but everyone I spoke with struck a great balance between being professional and being warm and approachable. That combination made me feel confident this was a place I’d want to work.

How does the company culture encourage peers to connect with each other either virtually, in person or both?

AcuityMD creates a lot of intentional ways for people to connect. One great example is our affinity groups, employee-led communities built around shared location, like meetup groups for people in the same area, identity such as Asian-American and Pacific Islander, Pride and women at work, and interests like cooking, traveling, TV shows or pet ownership. Volunteers lead regular virtual and in-person meetups, and they do an amazing job keeping these groups active and welcoming.

Because we’re a remote company headquartered in Boston, there are also plenty of virtual events that bring people together to catch up, play games, and learn something new. Just last month, our people team set up a virtual HelloFresh cooking demo so everyone could cook live together, which was such a fun, creative way to connect. We also have recurring in-person moments like quarterly business reviews, plus annual companywide and team-specific offsites. As someone who’s remote and not located near many coworkers, those events are a really meaningful chance to meet people face to face and build relationships through team-building, happy hours and workshops.

What opportunities are available for employees to level up their careers?

AcuityMD is really invested in helping people grow. We recently piloted a mentorship program that pairs employees based on the skills they want to build and the strengths they’re excited to share. Beyond that, there’s consistent manager coaching and ongoing development conversations that keep career growth front and center. We also have education stipends to support professional development, which can be used for conferences, courses, certifications, workshops and other learning opportunities. It’s a clear signal that the company wants employees to keep expanding their skills and investing in their long-term careers.

What’s a quoteworthy habit that keeps cross-team work moving?

“Being collaborative isn’t a personality trait. It’s a standard you hold yourself to before you walk into the room.”

For our team that means a clear agenda, a pre-read sent 24 hours in advance and defined next steps already in mind before any cross-team ask. Everyone in the room knows why they’re there, what we need from them and what happens after. But the thing that actually makes it work is showing up with something valuable first. Not just “here’s what we need” but “here’s something useful for you” or at the very least, a genuine understanding of why this work matters for their team too. That’s what makes people want to engage, come back and actually trust you. Cross-functional relationships don’t survive on good intentions. They’re built on reciprocity.

What metric proves it works? 

At the end of the day, the only thing that matters is the outcome. Not how many syncs you had, not how thorough the agenda was. Did the work actually move? Did it have an impact? The guardrail we use to stay honest about that is shared OKRs. 

Shared OKRs force that conversation upfront. When teams align on the same objective before the work starts, you’ve already agreed on what success looks like, so you’re not debating it later. It takes the subjectivity out of it. And it keeps everyone focused on the thing that actually matters — did the work move the needle?

Which ritual keeps alignment fresh? 

There are two things we swear by. First, every meeting ends with clear next steps, owners and a date. Not “let’s reconnect soon” but an actual calendar invite before we hang up. We block 15 minutes, one to two weeks out and the agenda for that follow-up gets defined right there in the current meeting. That way everyone walks away knowing not just what they’re doing but what the next conversation is actually for. Second, that follow-up gets cancelled if it’s not needed. Most people do the opposite and leave things open-ended, which just creates lag. Putting the meeting on the calendar is a forcing function. And if we’ve already resolved everything? Great, cancel it. No one is mad about getting time back. The point is always the outcome, not the meeting itself.