Our work is our passion, and we make sure that our culture reflects that energy. Our office space is bright and open, and we designed it for both quiet, personal work and highly collaborative work among team members and with our partners’ teams. Our kitchen is fully stocked with snacks—healthy and otherwise (requests encouraged!).
Once a month, we host a recess, which is an opportunity for all team members to connect outside of a work setting. Recesses have included basketball and hockey games, wellness weeks, catered rooftop parties, Broadway musicals, and laser-tag. In the summer, our co-founder and CEO, David Kidder, hosts an annual barbecue and pool party at his home, and every winter, we hold a holiday event that’s followed by a company shut-down for the week between Christmas and New Year’s. And once a year, the entire Bionic team travels to an offsite location for our annual company boondoggle.
And, speaking of traveling, every team member receives three weeks of vacation and two weeks of Anytime from Anywhere, in which we can work for up to two weeks from anywhere in the world, any time we would like. In addition, each team member is encouraged to take advantage of our personal development stipend, which we can apply to learning any skill that will benefit our work as a team member.
I coach intrapreneur teams through discovering, prototyping, testing, validating, and de-risking new business opportunities.
I combine the arts of mentorship, athletic coach-style “hugging and pushing,” and my learnings as a 4x entrepreneur to unlock and unleash the exceptional in each intrapreneur.
If I were to describe how we live the Bionic culture, I would say:
I help run the team that’s in charge of M&A transactions and venture capital investments.
Bionic is a company of builders. All of us are entrepreneurs by nature, even if we haven’t founded and scaled our own companies. We’re willing to get our hands dirty in founding something from scratch.
The day after I had joined, I was thrown in front of a partner to help figure out their growth strategy. To me, that culture of inherent trust in our excellence and rigor is what makes Bionic so one-of-a-kind.
My role is about directing our partner success in installing and building a sustainable growth capability. It also includes bringing the best of Bionic in service of our partners’ needs as they pursue growth.
What I like most about Bionic is that I get to be a builder. I can work on strategy, roll up my sleeves with some of the most intelligent people, and collaborate with the world’s leading brands. It’s an honor.
To me, the Bionic culture is a juxtaposition. It’s irreverent, it’s diverse, and we’re deeply respectful of one another.
I work directly with C-suite leaders, business unit owners, and brilliant technical experts to discover and build new businesses.
The best thing about Bionic is the people. This is a place that honors who you are. I feel like I’ve been my most authentic self at work in this job, more so than at any other job I’ve ever had.
Our culture is “nerdy hipsters.” But humble and unpretentious nerdy hipsters.
I work with enterprise startup teams to validate and commercialize new products.
What I most like about Bionic is that we look to tackle some of the largest problems that corporations face today in growth and capability, and our work translates into meaningful outcomes for people who actually need them.
To me, the Bionic culture is family-oriented.
It’s my job to lead the Growth Board at our partners. The job involves challenging established thinking, bringing an external perspective to the Growth Board, and coaching executives to think with a portfolio mindset.
Bionic’s methodology is designed not only to identify, validate, and create new growth within large enterprises quickly and and cost-effectively, but also to install the capability inside the enterprise to do this continually and permanently.
Bionic works in true partnership by co-creating startups with its partners and by building on their behalf in the Bionic Studio.
I manage the company’s corporate finances, investments, and strategic financial plans.
To me, the Bionic culture is what we call “Becoming,” which is an incredibly powerful aspect of our culture. It means that we are all human and are constantly growing and evolving, both professionally and personally. We will see success and failure, but our culture gives us the space to take risks and grow. It acknowledges that what makes us whole is not just our work, but who are are personally becoming.
Whenever we turn the music on, there’s somehow always a dance-off. Classic Bionic.
My role at Bionic entails leading a team of researchers in analyzing the structures and competitive dynamics of markets.
What makes Bionic unique is that nearly everyone has entrepreneurial activities on the side. There are people here who own massive and growing portfolios of multi-family real estate across the country, successful iPhone apps, and hotels in Caribbean islands.
The Bionic culture is intellectually playful and curious. It’s just staggering, sometimes: the amount of free range that we get to explore the various projects that we work on and to ask questions that no one else seems to be asking, in search of answers that might be enlightening or profitable.
I help large organizations start businesses again. Sometimes, I do it alongside people from those companies and help them learn the processes themselves. Sometimes, I do it for them.
The humans are my favorite part of Bionic. We’re a lovely mix of impassioned weirdos. There’s a lot of diversity in background and thought. The quality of leadership is very high and it’s very intentionally-led.
The Bionic culture, to me, is irreverently amusing, challenging, and fun.