AssemblyAI

The AI behind your favorite AI tools. That's AssemblyAI.

In this episode of Culture Uncovered, Jena Dunay sits down with Meg Colón, VP of People at AssemblyAI, to talk about what it looks like to build a high-trust, remote-first culture at one of the most quietly powerful companies in the AI space.

Meg shares how AssemblyAI went from founding in 2017 to powering the voice AI models behind tools like Granola, why they ditched the agenda at their company off-sites, and how a team of 72 people is able to move faster and give more ownership than companies ten times their size.

They also get into the hard stuff, from reversing a sales motion that wasn't working to opening up every Slack channel and meeting in the name of radical transparency.

What you'll learn:

• What AssemblyAI does and why you've probably already used their technology
• How they run agenda-less off-sites and why it works
• Why trust and autonomy aren't just values on a wall at AssemblyAI
• How they use AI tools internally, including letting every employee expense them freely
• What it takes to stand out as a candidate and land a role on this team

AssemblyAI highlights:

• Founded: 2017
• Team Size: 72 employees
• Offices: New York City and San Francisco (coming soon)
• Work Model: Remote-first, distributed globally
• Culture: High-trust, fast-moving, transparent, ownership-driven

Unique Perks & Programs:

• 100% benefits coverage in the US
• 4% 401k match
• Equity with refreshes and performance-based right-sizing
• Office setup stipend
• Internet reimbursement
• AI tool stipend (no approval needed to try new tools)
• Frequent company and team off-sites
• Internal mobility and growth opportunities from day one

To learn more about AssemblyAI:

Careers Page (They're hiring!)

LinkedIn Page

Meg's LinkedIn Profile

Transcript

Jena Dunay: Hello, friends, and welcome back to another episode of Culture Uncovered, where we go behind the scenes of the coolest companies to work for. I have the pleasure today to be talking to Meg Colón of AssemblyAI, who is the VP of People. Meg, thank you so much for joining us today. I'm really excited to learn more about your company. I know enough to be dangerous. And also just to share a little bit about what you guys are doing as an organization, but also as a people team. Thanks for joining.

Meg Colón: Yeah, thank you so much for having me. I'm really excited to be here.

Jena Dunay: So tell us, what does AssemblyAI do?

Meg Colón: We build the AI models that power voice AI. Note-taking tools like Granola is powered by our AI models, specifically speech-to-text, speech understanding, those types of tools for voice products.

Jena Dunay: Which is so fascinating because when we initially chatted, I love to have intro calls first just to get to know people so it doesn't feel like, oh my gosh, we're on a podcast. But I was using Granola actually on our call and you're like, do you ever use Granola? And I was like, I just subscribed to Granola. So one, I love that product. And two, so you guys are the stuff that powers behind it, is what I'm hearing.

Meg Colón: Exactly. So the transcriptions and understanding who's saying what and those types of things, that's all powered by AssemblyAI's models.

Jena Dunay: Interesting. Okay, tell us, when did you guys start and where are you located?

Meg Colón: So we started in 2017, when we were founded, and we were actually remote-first from the start. So we had people all over the world. We do have an office in New York City and one coming soon in San Francisco, which we're really excited about. We use those for off-sites. If you're local, you can go into them. But we have folks everywhere. About two-thirds of the team is in the US and the other third is just kind of scattered throughout the globe.

Jena Dunay: How big from an employee size are you guys now in 2026? 

Meg Colón: We are 72 people today.

Jena Dunay: Okay, mighty team! Tell me what's the makeup of that organization? Because a lot of people may hear AI and they may think, oh, I have to only be like a developer or somebody in the AI space, an AI engineer. What are the different departments that you have in AssemblyAI?

Meg Colón: We do have a team of researchers and a team of engineers. They're incredible and they are hiring, so always looking to add people there. That's probably about 30% of our team. But we have a really large customer-facing team, an incredible customer-facing team. Our support team, our technical account managers, our applied AI team. They're out there getting not only getting our customers into our product, and we get amazing feedback on them. They're just such a great team to work with. We have a small sales team, marketing, and then the people team, finance, and business operations, all behind the scenes making sure the company runs.

Jena Dunay: So one thing that I found interesting when we first had a conversation was you and I were talking about off-sites in particular. So obviously being a remote-first company, you guys do feel like it's really important to have those connection points. For other people leaders that are listening that have a remote-first organization, I feel like one of the biggest challenges that they face is, how do we create connection in these remote environments? And it sounds like off-sites are one of the ways that you do that. Talk to us a little bit about that.

Meg Colón: Yeah, I have been remote-first for six years now and nothing compares to an off-site and just getting people together. We can do the games and we do, and the Slack conversations and the all-hands and all of that, but the energy of having folks in the same room together has been super powerful. And we've had a couple of iterations of the way that we've done off-sites. 

So when I first joined, we did just one annual off-site with everybody, and it was highly structured and very much agenda-driven. And then we had smaller team off-sites that were still pretty formal, and they happened on a certain cadence. We've kind of really flipped the script on that. We have two all-company off-sites a year where we bring everybody to the same place, but they're agenda-less. We just want folks to almost like emulate being in an office. Grab your team, go and take time to grab the finance person and talk about XYZ, or grab the recruiter and talk about the hiring that you need to do, and just have that space to work together. We just had our first one of those in February and it was such an incredible experience. It worked really well. We got a ton of great feedback. And coming off of that, what we also said is, you all know better than us when and where you should be with your team. Make good decisions for the company. Travel when you need to. Have a team off-site when you need to. You have the office in New York, we have the office in San Francisco. We will tell you when it becomes a problem, but we don't expect it to, because we know our team acts in the best interest. So we kind of loosened the guidelines there and said, hey, give the power back to the teams to get together and be in person, because we see how valuable that is.

Jena Dunay: Tell me what was the impetus for being like, let's do it, because that is rare, right? To have an off-site where we're like, we don't have an agenda, because it could go wrong, where people are like, what are we doing here? Why are we here? What's the point? Why did I leave my family? Why did I leave the comfort of my own home to do this? So how did you decide on that? And then what do you feel like you were able to accomplish that maybe an agenda couldn't accomplish?

Meg Colón: That's such a good question and those were all my fears. Those were all the things that I brought up. What if no one knows what they're going to do? What if we have folks that kind of will sit in a corner and just not participate? 

But luckily, and I think this also kind of speaks to the team that we have, everybody just wanted to get involved and wanted to make an impact. And we set the expectation ahead of time. So like a month before, we said, hey, you haven't seen an agenda yet. There's a reason for that. We aren't going to have one. Work with your teams, figure out the things that you need to get done and find time to do that. Have some goals for the week, have some things that you want to accomplish that you want to jam on. And I think to be fair, this was our first one, there probably were pockets of folks being like, what do I do now? 

But I actually had a conversation last week with our CPTO who was like, I came out of that with basically a new iteration of our product that never would have happened if I was sitting in sessions all day. And just that in itself made the entire week worth it for him. And I think almost everybody has a story of that. For me, I was wrapping up a comp cycle. Being able to sit one-on-one with every manager and really get into it made that happen so much faster, so much more clear. They felt more prepared. Taking advantage of that in-person time to have those conversations that are just so much more impactful when you're looking at the same computer. Sharing screen, for some reason, doesn't do the same thing as like hovering over the same computer. 

So I think there probably were some times where folks were like, especially maybe in the first half of the first day. And then by like the second half of the third day, nobody was in their seats. Everybody was up and running around and jumping over to each other and it was just a really incredible thing to see. And I'm so excited to do that again in July and see it kind of kick off with that energy, because folks will know what to expect. 

I never answered the reason that we did it though. The reason that we did it is we found that these one-to-many presentations, you can do them over Zoom. You can do them async. You can record a video. You can write a message on Slack and get the same impact. What ends up happening, to be completely honest, especially in your bigger group, is the people in the back row, they're working anyway. They're not listening. So why not just take care of that?

Jena Dunay: I've actually been a presenter in one of these off-sites and I know who is in the back doing the work. And I'm like, this is frustrating for me as the person who put the time into actually developing the curriculum for it too. So I totally hear you on that.

Meg Colón: Exactly. Yeah. And there's so much time ahead of prepping slides, prepping things that you're going to say, where if that's not the highest impact thing we could do, why are we doing it? And we ended up actually scheduling a launch at our last off-site, which was really cool to see. So we had all the engineers and the researchers there working on the product. We had the marketing team telling us all to post on LinkedIn. We were able to get that momentum and those vibes in person, which was really cool.

Jena Dunay: What I'm hearing you say is it was less about an agenda from the people team and more about giving the power of the agenda back to the individual teams. So it wasn't like a total free-for-all in terms of just have fun, just be together. But it was like, let's actually do something productive, but you guys get to decide how that looks versus us presenting X, Y, Z things for the team that may or may not be actually the most value-add.

Meg Colón: Exactly, exactly. And even to hammer that home, we actually had this giant board and post-it notes of folks being like, this is what I'm working on, this is what I'm doing. So you could walk up to it and say, who's doing that? I want to go and be involved in that. And then when things got done, we moved it over to the done pile. So you were able to almost see that. There were some huge things that happened that were just really cool. And to be able to see things move over was really cool.

Jena Dunay: Yeah, it's like you created the to-do list where you already know you can check something off. That's really cool. And I think honestly really helpful, from a candidate's perspective, to hear how you guys think through problems and don't just accept things as status quo. This is the way all companies do off-sites, so therefore we should do off-sites like this. But really thinking outside the box. But then also the people leaders that are listening and thinking, I don't always have to have an agenda. How did you get buy-in from senior leadership on this? Was it your idea? Was it senior leadership's idea? How did that happen?

Meg Colón: I will not take credit for it. This was our CEO's idea. There were multiple, probably like three out of the seven execs, who were like, are we sure this is going to work? And we talked through it and then it even was like, do we need a place where people can put what they're working on in Slack beforehand? And even that was like, no, let's just see. We'll iterate on it if it doesn't work. We're really big on, let's not do it the same way that it's always been done. That's kind of been our theme for the past year. The way things work is constantly changing. 

Our culture is different than someone else's culture. What's going to work for us is different. So let's think about what's best for us. And these are two-way decisions, right? It would be a huge waste of time and money to bring everyone there and have it fail. We were very confident that it wouldn't completely fail. But we were also like, sure, some things might not work perfectly and we'll change them next time and we'll make it better next time. I think it way exceeded our expectations. And I'll pull it back to the people. I think it's about the trust and the autonomy that you're able to give these folks, and knowing that they're not going to say, I'm just going to sneak out and go to the beach. Because we were in Miami on the beach, we could have. And no one did. We did have open space for those types of things, but folks really wanted to come and get things done and make progress. And I think that drove more innovation and drove more excitement than any session.

Jena Dunay: Yeah, not to compare it to my children's education, but I do see some similarities here. My daughter's in Montessori school, so it's very child-led, like play is kind of the idea. They give them big work blocks and then they can kind of choose their own adventure. It almost sounds like that is what you guys were doing, a choose your own adventure. And while there may be “lulls of boredom”, we kind of need that in order to be innovative. I love the whole structure in general, because I do think that it's outside of the norm, but it also just allows for more flexibility, creativity, play, to getting things done. 

So we have belabored this point, but I am just so excited about how you guys structured that, or unstructured it, should I say. I just think it's super innovative. And I think if other people leaders are listening, especially those that have remote-first organizations, it almost is like a freedom piece to be able to say, you don't have to have this really rigid agenda. Tell me how you came across the organization, Meg.

Meg Colón: Yeah, so it actually ended up being, I don't know, maybe it was kismet or serendipitous. I had just started looking. I wanted to get back to something smaller, back to a growth-stage organization, wanted to explore AI, and saw the job posting. I had not heard of AssemblyAI, we're trying to fix that. But I saw the job posting and applied the same day that the COO reached out to me. So it was kind of like, well, obviously we're meant for each other, because I'm reaching out the same day. I think I saw it on LinkedIn, she reached out on LinkedIn, and the rest is history.

Jena Dunay: Wow, so cool. Also doesn't happen as often, right? A lot of people that come onto this podcast, it's, I knew someone who knew someone, or I connected with this person who happened to know that other person. And so I do love that there's still a reality of exposure on LinkedIn being real for organizations, and helping them boost their employer brand and helping people know who they are. How would you describe the culture at AssemblyAI?

Meg Colón: I think there's a lot of innovation. I think we have this saying, beware of the dogma, don't do what's always been done, innovate, do something different. That is a big piece of it. Speed and efficiency is a big piece of it. We talked about 72 people. We have small but mighty teams. Everybody has a really large scope and space to do what they need to do. We look for people to iterate quickly, make mistakes, fail, it's okay. And I would also say trust and autonomy. Not only to the off-site, but what we just talked about of travel when you need to travel, we'll let you know if it's a problem, do what's best for the organization. 

One of our values is solve for company first. And we really put that on the team. If this is going to be the highest impact for the organization and is going to be good for the team, good for you, good for the work, do it, right? You don't have to ask for permission. We're not worried, just go and get it done. So we put a lot of trust and autonomy in the team. And then I would say async, I think, is a big part of our culture too. Slack is our office. It can be overwhelming at times. There's a lot happening in there, but you're able to find things. We're very transparent. So if you want to know the answer to something, you can probably find it in Slack.

Jena Dunay: Talk to me about that trust and autonomy piece? Because a lot of companies will say that they trust their employees and want to give them autonomy, but say it in word and not in deed. So what are some other examples that you have of how your organization exemplifies that trust and autonomy?

Meg Colón: Yeah, so there's two that come to mind. One is another kind of spend. Before we said travel when you need to travel, we also said you do not need financial approval to test out a new AI tool. We want you to just try things. You need security and IT approval. We don't want to break anything. And we don't want to share any data we don't want to share. But spend whatever you want to spend to find tools that will make you better at your job. And again, putting the onus back on the team members to go and find something that might make their jobs better, faster, whatever it might be, and just try it. And if it works, share it with the team. That's one. 

And then the other thing I would say is we're really low hierarchy, max two layers. Almost everybody reports at least one step away from the executive because we are small. So we don't do a lot of asking for permission. It's just like, go make decisions. You don't need your manager's or your executive's approval to make a decision. You don't need the CEO's approval to make a decision. We trust that if you make a decision and it fails, you'll learn from it and you'll try something different. So we have very low, if any, approval processes on most decisions. On the people team, I've had to kind of train them to say, you don't need to ask me if you want to do something fun for the team. Go do it, try it. If they don't like it, don't try it again. Just go try it. It's almost like the more you say yes and don't ask me, the more people will just do it.

Jena Dunay: Well, people need to unlearn that, because most people come from environments where it is permission-based. And it's not this own it, do it type of mentality. And it sounds like you really are, again, this whole theme of giving the power back to the people. I'm curious, for people who are like tool junkies out there, what are some cool AI tools that you feel like you've uncovered or teammates have shared through that exercise of, try out whatever AI tool that you think is going to make you better at your job?

Meg Colón: Yeah, I have been playing around a lot actually in the past couple of weeks, so I'm really excited about this. So one, I use Granola as well. It's changed my life because I really wanted to always take good notes. So it was so hard for me to be fully engaged in a conversation because I was trying to take notes. Now I don't take notes anymore. Granola does it for me and it's just been so incredible.

Jena Dunay: But I would also say with Granola, the fact that they allow you to take notes and then it helps bolster your notes. So for me, I'm a person who needs to have the tactile. I'd like to type while I'm talking to somebody because it actually helps me remember what we're talking about better. But then Granola will come in and bolster it, which I love. So we're on the same page there.

Meg Colón: Yes, exactly. You can do it all. And you can even go back and look at the transcript and be like, this is actually what I said. It's amazing. I've been playing a lot with Claude Cowork and just Claude in general. We recently, as part of this, everybody was like, I want a license to all of these things. So basically almost everyone has a license to Claude Cowork now. And being able to, I connect it to my Granola, I connect it to my Slack, and I can be like, what are some recent themes from one-on-ones that I've had? And what do you think sentiment-wise? What are some things that we should focus on? What are we hearing? I'm able to also use it to do, hey, I'm hearing this. Can you help test this theory for me?

I was in the process of searching for a new HRIS. I don't want to talk about specific products because we haven't signed anything yet, but I was going through demos online and I put all of my notes in Granola. I put all the stuff that they sent me and I was like, here are the things that I'm focused on. Can you help me make this decision? Because it was my decision to make by myself and I just wanted to pressure-test it. So we were able to do that. 

The other tool that I'm really excited about is Lovable, which is kind of similar in that, but I'm actually trying to build an engagement tool in Lovable right now, a suggestion box that can live in our Slack that folks can just go in and say, hey, here's how I'm feeling, here's some feedback that I have, by using a slash command. And I am not technical at all. And just being able to talk to this tool and have it ask me questions and tell me to do things, it's been really fun. It's addicting. I highly recommend.

Jena Dunay: Yeah, I actually saw one of your recruiting leaders talking about something that they were building on LinkedIn. I think she was building something related to offer letters or something.

Meg Colón: Exactly, a new way to visualize our offers, and it's so cool.

Jena Dunay: And I just, I mean, I need to explore more of that. What suggestions would you give to people who aren't technical, like you or me? We don't come from that background. How do you learn how to utilize the tools more effectively? Like are there courses that you've taken? How do you guys empower people to learn and where do they learn?

Meg Colón: Yeah, so for me, I think one of the biggest hurdles that I got over is it's okay to ask a question that may have been a silly question. We have such a highly technical team that me being like, how do I even start? That was a hurdle, because I didn't want them to think like, of course, here's how you start. But that's not how it was at all. It's just like, ask the question. Everybody wants to help. People got on calls with me to walk me through Claude Cowork. They were sitting with me. So I would say ask the people around you, because more likely than not, there are people around you that are using these tools, whether you know it or not. 

And then the other thing that I do is I use AI to help me use AI. So it'll tell me to do something and then I'll be like, you're telling me what to do, but I don't know how to do that. Give me more steps. Give me specific steps on how to do this. And it does it. And it's not impatient, it's not snarky, and it just helps you through it. So Lovable will tell me to do something and I'll pop that into Claude and be like, can you tell me exactly how to do this? And Claude will tell me. So I would just say, use AI to help you.

Jena Dunay: Yeah, that's really good. And I love that that's like a perk for your organization to explore new AI tools. I think that's a great way for organizations and people leaders to get their people engaged with AI, because you are an expert in all of the different ways AI could be used. And it's a great way to quickly crowdsource great tools and to give people the opportunity to see if it's a good fit for the organization as a whole. What are some of the unique benefits? As we're talking about perks and we're talking about trust and autonomy, obviously those are very clear benefits of being a part of your organization. But what are some other interesting perks or benefits that people can come to expect by working at AssemblyAI?

Meg Colón: Yeah. So because we look for top talent, we try to pay top of market. So we benchmark at the 90th percentile. We make sure that we're paying top of market across the org and we pull fresh data every three months. We're not changing our bands every three months, but we're making sure that we're remaining at that top every three months, because we are in such a competitive market. We want to make sure that folks love working here, but also feel like we are rewarding them for that. 

The other thing, a little bit more than I have seen, is we really lean into our equity, because we are such a small team and we're continuing to be small. We aren't going to double next year. We are growing, but we aren't going to double next year, which means that we're able to give really outsized levels of ownership to every member of the team. And in addition to refreshes, which we do, if you're doing a great job, we will make sure we're right-sizing your equity. We reward performance in that way. We reward promotions. So we just continue to be able to build on that ownership of the organization as you stay here. 

We also do an office stipend, so when you join, if you don't have a monitor or keyboard or a mouse, or I've got a walking pad with mine, how can you set up your home office to make sure that it's best for you? Of course, we do frequent off-sites and in-person. We do internet reimbursements. We do a 4% 401k match. We cover 100% of benefits in the United States. And we do basically as much as we can outside of the US. We employ through EORs, so we offer kind of the premium stuff that we can there. 

And then I think it's the scope and the growth opportunities that we offer. Because I'm going to go back to that small team. There's no scope creep. There's just see something you want to do and do it. And we have had folks that have been here for a year, a year and a half, move to four different teams and just continue to follow something that they're really excited about. We just always look internally and make sure that we're having folks move into roles that interest them and giving opportunities for folks to grow earlier than I've ever seen, which is fantastic. You're crushing it, you've been here six months, go take on this new thing. So it's been great to see.

Jena Dunay: Well, I think because you pay top of market and you give so much autonomy to people, there's like this feeling probably in the application process and in the vetting process of like, we are going to be particular about who we bring on, because we are a small and mighty team. Like we're really only accepting a certain percentage, because of the benefits that you can get as a part of working here, which I personally love. Like you reward a certain type of individual who's going to perform at a level to help the organization get to a certain level as well. So it makes sense to me that some of that growth and professional development is just baked into the nature of how you guys operate. 

We talked a lot about all the wonderful things about your organization. No organization is perfect, though I do love a lot of the intentionality I feel like you guys have. One, you're able to do that because you are a smaller organization. But two, it just sounds like the leadership team, because you guys are probably a flatter organization, is more thoughtful about the people that are in there than maybe a larger organization can be. But what is not perfect about your organization? And how would you say that you maybe failed over the past couple of years? Or what could you have done better, and you're focused on for the future?

Meg Colón: Yeah, I mean, we fail all the time, but there have been some decisions that we've had to reverse that have been difficult. We've had to be transparent. We've had a sales motion that didn't work for us over a year ago. We reversed on that. Our team is now focused on the right things and doing the right things. But that's a painful change to have to make. Our communication has improved wildly over the past year, but being remote and being so fast-paced, it was impossible to find things. Teams were siloed. We had private Slack channels where nobody could get information. And being able to just open the lid on that and say, unless it's honestly like a people thing, nothing's really private, right? As much transparency as we can have. Meetings are open. Schedule time on people's calendars. That was a big shift for us too and it was a big cultural change, because we did have some baggage in the past of like, we need to keep this close to our chest because we don't want it to get out. 

And in the past year, we've really opened that up, and it's come with challenges. There's almost too much information sometimes, we're like, gosh, what do I do with all of this? But the team feels so much more connected and aligned than it did in the past. And so that was a big learning for us of, let's just get it all out there, let's just speak. And these weren't secret things, it was just people were worried if they say too much, whatever. That's been really incredible to see that change, but it was another cultural shift that took some time.

Jena Dunay: Yeah, I mean, what advice would you give to another people leader who has to implement a big cultural change like that? How do you have the resilience to get through it? How do you make sure it's executed well? What are some tips that you would give from your own experience of making that shift?

Meg Colón: It's a good question. I would say, one, be resilient. Have conviction, right? Because I got a lot of pushback. I came in and I wanted every meeting to be open, I want all of these things. And it wasn't even really from the leaders. It was from other folks in the organization, like, ooh, I don't know, I'm a little uncomfortable with that. But have conviction of the value of it. And what also helped us was, let's just try it. Try it for a month, and if bad things are happening we can talk about it and we can figure out how to solve for those. But having conviction and data to show that this is creating problems on XYZ area. But for me it was a lot of just powering through.

Jena Dunay: Yeah. Well, I think what you just mentioned there is so important. The conviction, discernment, and resilience that you have to have as a people leader can sometimes be really challenging. But if you're able to use that data and even past experiences to help inform that decision, you'll be able to power through, if you will. And I also think that experimentation is such a gift of like, hey, we don't have to do this forever. We're not married yet to this idea. We were just dating. We're on a first date. That's all we're doing right now. So I think that that's really helpful for another people leader to hear who is maybe in the midst of going through a big cultural change that they're having to lead the charge on. You mentioned that the company is not going to be doing 2x growth in terms of people. Tell us though, what are some key areas of growth for the company, maybe hiring-wise, over the next one to two years?

Meg Colón: Yeah, so we are scaling out our tech team. We have a lot of needs with our product. We're shipping so much and it's incredible. So on our research and engineering team, we'll have openings there. And then that kind of comes with the more customers we have, the more on the customer team that we'll be looking for. So we're doubling in size our Applied AI and TAM teams right now. 

So Applied AI is more pre-sales consultative, making sure that they're doing all the technical things that need to be done to win the deal. And then TAM is on the other side, how do we help these customers be successful with AssemblyAI. And that team just has incredible feedback. 

Our support team is almost always hiring and the reason for that is our support team is so incredible and they're constantly moving to other teams within the organization. So we almost always have hiring happening there, but for the best reasons. They're just such an incredible team. It's such a great place to come in and learn our customers, learn our product, and then be able to take that into another team. We've had them move to engineering, we've had them move onto the customer side, technical account management or applied AI. So that's been really cool to see too, but we're almost always looking there.

Jena Dunay: Yeah. What does it take for somebody to get noticed? And obviously you guys probably have a very competitive interviewing process and take the crème de la crème. What can somebody do to stand out and what have you seen work well for your best employees. 

Meg Colón: Yeah, so I would say apply, but also find a few folks to reach out to. We also have a pretty healthy referral program in that you actually don't need to know the person to be referred by them. So if you can find an advocate for you, have a conversation with somebody that maybe isn't on the recruiting team, somebody on the team that you're looking to join, have a conversation with them and then have them refer you. That's going to go miles. It will put you kind of to the top of the list.

Jena Dunay: Yeah, that's great. And it just affirms everything we always talk about, which is always if you can connect with somebody within the organization and be specific about what you want to talk to them about. Here's how I think I can bring value. Would you be interested in sharing a little bit about what the culture looks like at the organization, even though I listened to what the culture was like on Culture Uncovered? 

Meg, this has been so fun to get to chat with you about AssemblyAI. I feel like I learned some things. I'm going to go look at Claude Cowork. So grateful that we got to chat and to learn more about how you look at people leadership, how you look at just the off-site. I think that is really valuable for any people leader that's listening. Where can people go to learn more about you specifically? And if they're interested in the roles, where can they go to learn more?

Meg Colón: Yeah, so feel free to connect with me on LinkedIn. I'm also meg@assemblyai. Happy to have folks reach out. Our recruiting team, Kenzie leads recruiting. You can find her on LinkedIn too. She's fantastic. More about us on our website, Built In, variety of different places. We'd love to have folks reach out.

Jena Dunay: Awesome. Well, thank you again for coming on the show, and thank you listeners, whether you're a people leader or you are a candidate. We will see you next week on another episode of Culture Uncovered.