Rula Inclusion & Diversity 2026 | Built In Vancouver

Frequently Asked Questions

Representation in Leadership

Rula has made diversity, equity, and inclusion a visible part of its people strategy through hiring practices, leadership development, and employee programs. The company supports employee resource groups, provides unconscious bias training, maintains documented equal pay policies, and incorporates equitable hiring practices designed to broaden representation. These initiatives are complemented by structured people programs that support employee development and career growth.

Women are represented in several senior leadership roles, including the Chief People Officer, Head of AI Engineering, Head of People Operations, and leaders across revenue and sales. While the company does not publicly report comprehensive demographic data for its leadership team, its people practices and leadership representation suggest an ongoing commitment to building an inclusive workplace. For prospective employees, Rula appears focused on creating an environment where diverse perspectives are valued and opportunities for growth are supported.

Inclusive Hiring Practices

Rula incorporates inclusivity and fairness into its hiring process through structured, values-based practices. Candidates are evaluated on both their skills and experience as well as alignment with the company's core values. Rula also emphasizes equitable hiring practices, provides unconscious bias training for those involved in hiring, and maintains documented equal pay and pay transparency policies that support consistency and fairness throughout the recruitment process.

The company reinforces these practices with structured hiring systems designed to improve consistency as it scales. Clearly defined roles, documented interview expectations, standardized evaluation criteria, and transparent communication help create a more consistent candidate experience. As a fully remote organization, Rula also relies on clear communication and cross-functional collaboration throughout the hiring process, with employee feedback informing ongoing improvements to recruiting and people practices.

Belonging & Workplace Inclusion

Rula supports belonging and inclusion through a combination of people practices, employee programs, and intentional collaboration. The company incorporates values-based hiring, equitable hiring practices, unconscious bias training, and documented equal pay policies into its people strategy. Employees also have opportunities to shape the workplace through a rotating Culture Committee, biannual engagement surveys, and ongoing feedback channels that inform company policies and employee experience. Employee resource groups provide additional spaces for community, connection, and support across the company's fully remote workforce.

In day-to-day work, Rula emphasizes transparent communication, low-ego collaboration, and shared ownership. Clear company goals, cross-functional teamwork, and open dialogue help employees align around common objectives, while department offsites, city hubs, Donut chats, recognition programs, and companywide celebrations create opportunities to build relationships across teams. Together, these practices reflect an intentional approach to fostering connection, inclusion, and collaboration in a remote environment.

Representation in Leadership

Inclusive Hiring Practices

Belonging & Workplace Inclusion

Inclusion and diversity at Rula are embedded throughout the company's people practices, from hiring and career development to employee programs and workplace policies. The company combines values-based hiring, equitable hiring practices, unconscious bias training, documented equal pay and pay transparency policies, employee resource groups, and regular employee feedback to support an inclusive workplace. Women are also represented in a number of senior leadership roles, reflecting the company's broader focus on building diverse leadership over time.

As a fully remote organization, Rula invests intentionally in creating connection and collaboration across distributed teams. Employees can work from anywhere in the U.S., while city hubs, department offsites, virtual connection programs, recognition initiatives, and cross-functional collaboration help strengthen relationships across the company. Together, these practices reflect a people strategy that prioritizes inclusion, transparency, and opportunities for employees to contribute, grow, and collaborate regardless of location.

Rula Employee Perspectives

Describe your experience as a woman in engineering. What are some of the challenges you’ve faced, and how have you overcome them?

My experience has been, naturally, mixed. I have experienced all of the classic gender biases – having my work or opinions being dismissed, needing an older, male counterpart to say the same thing to be heard, being pigeon-holed into doing glue work because I’m good at it but not getting the associated recognition, etcetera. One of the biggest challenges for me, personally, is that I get in my head a lot. When I have a less-than-positive experience, it’s impossible to attribute it to one thing, even if gender could be a factor. I tend to obsess over situations, wondering how they could have or should have gone better and asking, “Would the same thing have happened if I were a man?” That kind of thing. At the start of my career, that feeling was compounded because I also lacked experience and self-confidence, and I felt like I needed to know everything.

Throughout the years, watching role models with decades more experience openly ask questions — even asking me for input — shifted my perspective on what competence and “good engineers” looked like. I have also been very lucky in my career to have amazing peers and managers who have been supportive of me and my career growth and have helped me find my voice.

What are your professional goals, and how has Rula enabled you to pursue them? What career growth resources/opportunities are available?

My professional goals have always centered around helping others, whether that’s through building impactful software, mentoring colleagues or creating supportive team environments. The more I grow my own skill set, the better equipped I am to support those around me and contribute meaningfully to the work we do.

I’ve never felt tied to a specific technology; instead, I’m driven by the opportunity to learn broadly and apply that knowledge where it’s most impactful. Working at a startup has given me the chance to wear many hats, which has accelerated my learning and exposed me to different facets of the business. Rula has supported my growth by encouraging cross-functional collaboration, providing mentorship and giving me space to explore new challenges. Being a part of Rula’s mission to help make mental health care accessible has also been personally rewarding.

What advice do you have for women in engineering or other technical roles regarding how to identify a company and team that will support their growth and development?

Look for a company or team where you feel safe being your whole self. Almost every tech company will offer interesting technical challenges — those come and go — but what truly fuels growth is being in an environment where you feel valued and supported.

In my own experience, the times I’ve grown the most have occurred when I’m surrounded by colleagues who are genuinely invested in my success. Prioritizing the people you work with, rather than just the problems you’re solving, often leads to a more empowering and sustainable career path.