What's It Like to Work at Mirakl?

What defines a great employee experience at Mirakl?

A great employee experience isn’t defined by perks or polished programs. It’s defined by whether people can do their best work, be honest about what’s hard and grow while they’re here.

At Mirakl, that starts with transparency. People know what’s expected of them in their role, they get real feedback in the moment (we’ve moved away from traditional performance improvement plans toward a culture of caring, direct feedback in the moment), and managers are equipped to coach, not just manage — because we treat developing people as the job, not a side task. This is something that is not only felt in day-to-day work, but shows up in numbers. Eighty two percent of employees at Mirakl report that their manager is a great role model. 

Across our regions, the context differs, but the fundamentals hold: psychological safety, ownership and the trust that leadership will tell you the truth. It comes down to this: Someone can raise a challenging piece of feedback and be met with respect and action. That’s the experience we’re building together.

How do you measure and act on employee feedback?

Measurement is the easy part. Action is where most companies fall short, and it’s exactly where we put our energy. We run engagement surveys and pulse check-ins, but what matters most is the 30 days after results land. If we surface something and don’t move on it, we’ve made things worse, so we treat closing the loop as part of the respect we owe our people.

So after every survey, my team commits to three things: discuss the results honestly, including what’s uncomfortable; name the two or three things we’ll actually do, not ten aspirational ones; and close the loop publicly when something ships.

We also read regional signals carefully. What resonates in North America may land differently in the Asia-Pacific region or Latin America, and treating a global average as truth misses the point. Small, visible wins from feedback beat big promises every time. This is how trust compounds over time.

What cultural values or rituals make your workplace unique?

Our culture is anchored in our core values, and this year we did something many companies talk about but few actually do: We refreshed them to reflect the AI transformation we’re living, not just the one we sell. 

AI fluency is becoming part of how we evaluate performance across every function, including mine. It isn’t a training initiative sitting on the side of the business. Using AI to work smarter is simply the standard. What makes it meaningful is that it applies to everyone, including leadership. I won’t ask my team to be measured on something I’m not being measured on myself.

That’s the culture I’m proud to protect: values that hold leaders accountable before anyone else, and criteria that evolve as fast as our business does. In a 750-person company across more than 40 countries, that alignment is what actually holds culture together, and it’s what makes Mirakl a place where ambitious people want to build a career.