What's It Like to Work at Monte Carlo?

In one memorable line, what does a “good week” feel like on your team?

A good week for me isn’t just closing a great candidate; it’s shipping the AI workflow that helped find them. At Monte Carlo, I have the ownership to build things from scratch: agents, automations and sourcing systems that didn’t exist before I built them. That combination of recruiting and building is rare, and it’s what makes this role genuinely different.

Would you recommend working here — and what proof backs that up?

Yes — and here’s what actually makes me say that.

The referral pipeline at Monte Carlo is one of the strongest I’ve managed. People don’t refer their friends to companies they’re just “fine” with. They refer them to places they’d bet their reputation on. We’ve also had “boomerangs,” people who left, tested the market and came back. That pattern is more revealing than any survey score.

Candidates consistently tell me the process felt different, with real conversations and no runaround, where they actually met the people they’d work with and were evaluated on the exact challenges they’d face in that role from day one. Every hiring process here is built around what you’ll actually be dealing with, not generic exercises designed to filter. You leave the process knowing exactly what you’re signing up for. That’s intentional. Time is our most valuable asset, and we treat it that way from the first conversation.

Monte Carlo is a startup building a category in real time. We’re not maintaining a product — we’re defining what agent trust means as enterprises figure out how to run AI in production. The product is evolving fast, and you’re not executing someone else’s playbook. You’re writing it. If that excites you more than it scares you, you’ll thrive here.

How are you viewed externally right now, and what signals support it?

We’ve been named number one in data observability on G2, Gartner Peer Insights, GigaOm and ISG for eight consecutive quarters. We’re also listed on G2's Best Software Products list for 2026 and Built In’s Best Place to Work for 2025 and 2026, in addition to being named Snowflake’s 2026 Data Governance Product Partner of the Year. We were also featured in The Economist as a 2026 Top 100 Global Most Loved Workplace.

What I keep coming back to is the mission: enabling the world’s enterprises to adopt trusted AI. That’s the actual problem we’re solving. Enterprises are trying to run AI agents in production, and they need to trust what those agents are doing, from the data feeding them to the decisions they’re making. That’s what agent trust is, and it’s already in production. Customers are asking for it by name, and the roadmap — self-improving agents, automatic remediation and cost intelligence — is just getting started. We got there first, and the opportunity ahead is massive.

What’s it like to work on the marketing team at your company?

The marketing team at Monte Carlo has an incredibly diverse stream of responsibilities and a lot of influence across the company. We are the ones that get to shape how the world interacts with our brand from the get-go, so it's an exciting and creative job that is always changing.

How does your team shape the way customers, candidates or the market understand your brand?

All of the messaging and positioning for our company gets drafted in marketing. We come up with the concepts that we want people to associate with Monte Carlo as a brand and then figure out how to express those concepts through things like our website, our imagery/graphics, our social media communications, our blogs and contributed articles, our presence at events, etc. Customers and candidates interact with the company through all of these different touchpoints - almost always in multiple ways. This gives us a chance to reinforce who we are, what we do in terms of our product and what we stand for again and again. This is essentially what "brand" does.

What should candidates know about the strategy, creativity or collaboration behind marketing work at your company?

We are an extremely agile and dynamic team. Strategy gets set but it's never set in stone because we are in an industry and market that is rapidly changing every day. So we develop our ideas and content with intention, but we never stay wedded to anything because we know how important it is to change and evolve with the market. We are constantly learning from our customers, our peers, our competitors and from the industry in general. This keeps our ideas fresh and our creativity always brewing.

Monte Carlo offers a fast-moving environment where challenging work is paired with a strong sense of shared direction. Employees describe the pace as energizing and point to company-wide alignment as an important part of what makes ambitious work feel exciting and rewarding.

“Everything at MC is incredibly fast-paced, fun and challenging, and the work we’re doing is much more exciting when you can feel that the entire company is aligned.”

What defines a great employee experience at Monte Carlo?

For me, it comes down to this: People do the best work of their careers at Monte Carlo AI, and it’s my team’s job to protect that. We’re a scrappy global company building a brand-new category (for the second time), so the experience is all about speed and focus, our two operating principles. We measure in minutes, have the freedom to make big bets, fail and learn — with real ownership of our work. But moving this fast only works if people stay connected and honest. We’re big on candor (i.e., say the hard thing directly, with good intent) and on the idea that company > team > me. When I ask people why they stay, it’s rarely a perk. It’s that their manager has their back, their work obviously matters and they’re growing faster than they would anywhere else. My job is to keep that bar high and keep it human.

How do you measure and act on employee feedback?

A few ways. An annual engagement survey gives us the trend line, but the signal I trust most is qualitative — one-on-ones, skip-levels and exit conversations — and the everyday back-and-forth in Slack, where people are pretty candid by default. Our Regional Culture Leads in each hub are close to their teams and surface how people are actually feeling, often well before a survey would. But the part that matters most is what we do with all of it. If we ask for feedback and nothing changes, people stop bothering. My favorite forum for this is our monthly “AMA” with leadership — cameras on, anyone can ask anything, and we talk openly as a group about what we’re changing and what we’re not, and why. That’s where the loop actually closes, in the room.

What cultural values or rituals make your workplace unique?

We all describe ourselves as recovering perfectionists (I had to learn to ship at 80 percent instead of 100 percent so I get some early results), and we don’t shy away from hard things. 

For example, Monte Carlo went all in on AI in 2026. It was a bold reinvention that asked a lot of everyone, and it wasn’t easy. What’s carried us through is facing the hard stuff together, out loud, and trying to see the humor along the way. 

It started with one challenge: In a single week, everyone in the org had to build and ship a live AI agent. It was a spin on our long-standing “Week 1 Ship” that every new hire does in their first week, and a great leveler. We’re all new to this and all in it together, and it was amazing to see how everyone is transforming their work.

To keep this change grounded, we also spun up channels like #claude-says-the-darndest-things and #claude-fails, where we trade what broke as openly as what worked. I laugh at something in that channel every day. We love a good fail!