Created by Inc. Studio and commissioned by
Scoop is on a mission to improve people’s lives by improving their commutes. Since the enterprise carpoolingsolution’slaunchin2015, commutershavetakenmorethan6
million carpool trips and counting using the
Scoop app. The company’s fast growth isn’t just thanks to a
smart concept. Founder and CEO Rob Sadow says a mission-oriented culture helps Scoop attract the talent it needs.
For Sadow, Scoop’s purpose is personal. He and his brother
and co-founder, Jon, grew up in Atlanta, where they commuted
25 miles to school each way. It took a toll on them, physically
and mentally. When the brothers moved to the San Francisco
Bay Area more than 5 years ago, they found themselves once
again contending with the stresses of commuting. Together,
Rob and Jon dreamed up a solution.
Scoop is a dynamic carpooling solution that connects cowork-ers and neighbors who are headed the same way. Scoop’s Managed Carpool Program for enterprises allows companies to
improve the lives of their employees by rolling out a commute
solution. This improves recruitment and retention, reduces the
number of parking spots the company needs, strengthens employee relationships, and promotes sustainability. For riders, it
takes what often feels like the worst part of the day and turns
it into something meaningful. Sadow says these benefts resonate with every single Scoop team member, and a shared sense
of mission is the backbone of Scoop’s culture.
Investing in the employee experience
Scoop cares as deeply about employee experience as it does
its mission. This earned it a spot on the Inc. Best Workplaces
list. Sadow describes the achievement as a group efort, and
it’s a refection of how much the company invests in its team,
which now consists of 120-plus people. Sadow wants employ-
ees’ time at Scoop to be the most compelling and valuable of
their career. He tries to prepare them not just for their next
step internally, but for success in whatever venture they dream
of. To do this, Scoop takes an individualized approach to em-
ployee development, inviting people to pursue conferences and
classes that relate to their job or to personal interests. Scoop
also encourages transparency and tries to hire people who are
good givers and receivers of feedback.
Another pillar of Scoop’s culture is sustainability, even beyond its environmental mission. Consistent performance at
work isn’t possible if things are not going well at home. So,
Scoop coaches its managers to take a 360-degree view of
employees, and consider life outside of work. Scoop also ofers
generous vacation days, maternity and paternity leaves, and
it provides a monthly stipend for gym memberships or other
wellness-related activities. Of course, Scoop also contributes
towards employees’ commutes—and every employee who
chooses to commute with Scoop can do it for free.
For growth-minded companies, investing in a positive
workplace is a must. Doing so pays dividends for Scoop. Its
reputation as “a place to do well by doing good” attracts and
retains the talent it needs, even in San Francisco’s competitive
talent market. “What you build internally must be as strong
as what you build externally, Sadow says. “That is what makes
a really great company.”
Sadow predicts the importance of culture will only grow as
the business gets bigger. He sees culture as the “connective
tissue” that holds a business together and keeps priorities
aligned, even as headcount and ofces multiply. For Scoop,
that priority will always be to advance its company mission.
And it does so, in part, by investing in its people.
Scoop employees working toward the company’s mission.
THE INSIDE OUT
Investing in your people,
and your culture, pays
dividends for Scoop