'No matter how small we were or how large we've become, that transparency and communication has always remained steady.'

Special Award: Clued-In Senior Management

Caitlin Graham has been at CoverMyMeds long enough to remember what the work culture was like when there were 15 people at the company. Today there are more than 1,000 employees at the business that’s now part of a publicly held, $208 billion enterprise.

The transparency, feedback from managers, concern for employees, focus on communication and respect for workers at all levels of the organization are the same now as they were when she joined CoverMyMeds in 2011.

“(Co-founder and CEO) Matt Scantland is a great example,” Graham says. “He’s incredibly transparent with the entire team. He believes everybody has a seat at the table and can lead from any chair. He’s done a great job of building a culture of leaders and empowering more than 1,000 decision makers across our company.”

CoverMyMeds is the maker of software that allows health-care providers and pharmacists to fill prior authorization requests electronically. It was acquired for $1.3 billion in 2017 by San Francisco pharmaceutical distributor McKesson Corp., No. 6 on the Fortune 500.

“Matt has stayed incredibly open with the entire team,” Graham says. “No matter how small we were or how large we’ve become, that transparency and communication has always remained steady.”

The culture of open communication and an emphasis on teamwork are a few of the reasons CoverMyMeds is being recognized as part of Columbus CEO’s 2019 Top Workplaces survey with a special award for “clued-in senior management.”

“We create opportunity by being a great place for our employees to work and grow,” Scantland says. “Our people value a mission that matters to the world, company growth that creates career opportunities and core values where we can be ourselves, embrace challenges and achieve amazing results as part of a great team.”

Graham says employees are especially appreciative of a monthly town hall where they get to hear from different segment leaders across the company. Scantland keeps open the last 10 minutes for a question-and-answer session.

Veronica Knuth, vice president of talent, says CoverMyMeds’ managers take that monthly meeting concept down to a micro level by making sure they hold one-on-one meetings with every employee at least two times a month.

“What that does is it gives the leader an opportunity to really get the specific perspective from each person in the business and reinforce what’s important now,” Knuth says. “How are they feeling about the culture and about their growth? It’s a really unique way that we can enable personal rapport building and help people feel like they have all the information they need to be successful here.”

Graham says there are smaller things that go on each day that create a culture where everyone feels like they’re on the same team. Company leaders make sure they are visible among the workforce and it’s not odd to see them grabbing lunch with others in the cafeteria or stopping people to chat in the hallways.

But if you ask Scantland, everyone at the company is a leader in their own way.

“Our employees want to grow,” he says. “We enable this by empowering all 1,000 of our employees to be leaders of the company with a shared set of values and a vision about what we hope to become for our customers and our employees. Then we get out of their way so they can make decisions better and faster than we could make in a top-down way.

“This approach also translates into the community where our employees are known for their leadership contributions and the support they get from our company,” he says.

Laura Newpoff is a freelance writer.