These are our values at Flatiron Health.

These are Flatiron Health’s core values; they are the foundation on which our company is built.

We wrote these values to be actionable, to inform decision-making and to provide a sense of what’s important and what’s right.

We live our values every day. They guide how we hire, train, measure and reward our employees at Flatiron Health.

our core values:

  • #1: solve problems that matter
  • #2: raise the bar
  • #3: be kind
  • #4: be willing to sit on the floor
  • #5: seek and give 30% feedback
  • #6: be vocally self-critical
  • #7: obligation to learn and teach
  • #8: train your own replacement
  • #9: show poise under pressure
  • #10: comfort and greatness rarely co-exist
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solve problems that matter

  • Identify and solve problems that make a difference in the fight against cancer.
  • Put the interests of patients first in everything you do, including how you communicate internally and externally.
  • Develop a nose for value. Invest your time in high-impact activities that move the needle for the company.
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raise the bar

  • Recognize that world-class ambitions can only be accomplished by a world-class team. Our unfair advantage is the talent, passion, and drive of the people who work here.
  • Proactively develop others through mentoring and apprenticeship.
  • Know that the most important work you can do is to recruit, hire, and retain top talent. Every new hire should raise the bar.


be kind

  • Take responsibility for your impact on the people around you.
  • Recognize that being right without being kind isn’t enough.
  • Assume that everyone is guided by good intentions and has something to contribute.


be willing to
sit on the floor

  • Get your hands dirty and contribute in whatever way you can, regardless of the circumstances or conditions.
  • Define yourself by the work you do, not by your title, position or seniority.
  • Take your work seriously, but don’t take yourself too seriously.


seek and give 30% feedback

  • Get feedback early, when your ideas are ~30% complete.
  • Expect and encourage others to share their work before it is polished.
  • Iterate quickly based on new information.


be vocally

  • Openly discuss and learn from mistakes. Share those lessons, good and bad, with your peers, even when doing so feels awkward or embarrassing.
  • Treat constructive feedback as a gift, not as criticism or blame.
  • Be realistically self-confident and know your own shortcomings.


obligation to learn and teach

  • Be relentlessly curious. Your first instinct should be to ask a question, not give an answer.
  • Go out of your way to share information and answer questions. For example, interrupt a meeting to provide context or explain an acronym to an intern or new hire.
  • Strive to explain complicated concepts in a clear, accessible way.


train your own replacement

  • Make yourself redundant. Teach and mentor others to succeed without you, so that you can stretch yourself into new areas.
  • Actively create step-up opportunities that enable the growth and development of your colleagues.
  • Recognize that the path to scaling an organization is setting your team up for success; their success is your success, too.


show poise under pressure

  • Be resilient and rational in the face of challenges.
  • Stay visibly and emotionally calm in a crisis. Be a model that people look to for reassurance; if you are calm, they will be, too.
  • Don’t brood or panic. Recover quickly from setbacks.
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comfort and greatness rarely co-exist

  • Embrace discomfort, because achieving our mission requires constantly challenging the status quo.
  • Push the limits of what is possible by suggesting big ideas. Ask why not this, why not now, and why not more.
  • Initiate and execute audacious ideas that are in the best interest of patients and customers. If we don’t, no one will.
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