Rocket Mortgage

This is a great place for non-technical folks who prefer clear direction and structured processes, and who work best executing on goals set by leadership.

If you have children, you will be afforded additional flexibility around working from home and stepping away to handle family business.

The office is incredible and located in the best part of downtown Detroit, with ample parking and tons of options for lunch or morning coffee within walking distance.

Out of 10 people, 9 will go out of their way to assist you if you're stuck—so long as you reach out for help through the structured channels that are highly visible to leadership, who expect quick turnarounds.

The company culture has diverged significantly from Dan Gilbert's ISMs and has evolved into a low-trust, waterfall-style work environment driven by risk-averse middle management.

The Family of Companies promotes a set of ISMs—cultural guideposts that suggest a high-trust, innovation-focused workplace. The reality, however, often falls short:

• ISM: Do The Right Thing Reality: Speaking up about concerns can carry political consequences, leading many to stay silent rather than challenge the status quo.
• ISM: You'll See It When You Believe It Reality: Aspirational messaging about flexibility and autonomy doesn't align with restrictive policies (no international remote work and in-office day quotas) and skepticism around time off or delayed responses.
• ISM: We Are The They Reality: Frontline team members are excluded from strategic decisions. Concerns are deflected with vague assurances that "leadership is working on it."
• ISM: Innovation Is Rewarded Reality: Safe, incremental ideas are celebrated, but genuine risk-taking is quietly discouraged—or met with consequences when results aren't perfect.
• ISM: Obsessed With Finding A Better Way Reality: Teams are overwhelmed with mandatory meetings and delivery pressure, leaving little time or incentive to actually innovate or improve processes.

I hope the company makes meaningful changes to build a culture of trust and flexibility that aligns with the ISMs it promotes.

Currently, there's conflicting messaging: employees are encouraged to "bring their whole self to work," yet face low trust around managing their own time and responsibilities. This creates confusion about what's actually valued—authenticity and initiative, or compliance and conformity?

Giving employees more autonomy, reducing unnecessary oversight, and trusting professionals to manage their work would go a long way toward building the high-trust culture leadership aspires to create. In turn, this would unlock the high performance and innovation the company seeks.