In the DocMorris marketplace team, two people play a decisive role in shaping how collaboration, leadership, and development are lived in everyday work:
Luise, Teamlead Business Development and with the company for five years, and Florian, Teamlead Acquisition and Onboarding, who joined the department in mid‑2025.
Both lead different subteams but share a common approach to ownership, transparency, and closeness.
The onboarding process already reflects the culture of shared learning. Luise describes this start as follows: „Onboarding is a team effort. Everyone schedules meetings with the newbie and teaches them something. New colleagues are assigned a buddy. And that buddy often says at the end: I learnt so much myself. This shared teaching and learning shapes the way we work together."
Knowledge is also deliberately shared openly in everyday work. Luise explains: „We insist that it’s not just us as team leads who are the ‚source of truth‘. We ask questions transparently in a Slack channel so that everyone can see the answer. At the same time, this helps us document our knowledge.”
When knowledge is visible, responsibility can be shared more broadly. When distributing responsibilities, the team relies on a trusting way of working together. Luise says: „We assign new projects based on individual strengths and available capacity. Interns and working students also take on their own projects early on and grow through them."
Florian adds an operational perspective: „We work in an agile way. We first explore new tools together. But when someone develops a strong interest and is technically a bit further along, that person takes on the lead role. Luise and I advise and coordinate. The team takes ownership of the topics with confidence, and we provide the framework."
Weekly one‑on‑ones, an open questioning culture, and a venting function provided by leadership
Public Q&A channels, shared project leads, and genuine ownership
Shared office days, celebrating milestones, humour, and a healthy framework for sustainable performance
Another key element of the team culture consists of rituals that foster exchange and provide stability. Regular alignment meetings are a fixed part of everyday work in the marketplace team. Florian describes the meeting structure like this: „We have regular all‑hands meetings and departmental syncs along our process intersections. At the same time, we see each other twice a week at the office in Berlin. Everyone looks forward to these days because the direct exchange is good for the whole team.“
Shared experiences are part of it as well. Luise explains: „We celebrate milestones, such as major launches as well as birthdays. This strengthens the atmosphere, and the team feels: our work and we as people matter.“
For shared ownership to work in everyday practice, leadership needs to provide structure while also giving space. Florian sees clarity of goals as the basis for joint decision‑making:„We keep the big goals in mind and first discuss them at leadership level. We then translate them together within our teams. This way, everyone knows what contribution they can make.“
At the start of the year, Luise runs a session to set strategy together. She says:„This gives us a solid basis for decisions and prioritisation, and creates transparency around what we are working towards.“
In an environment with many interfaces, flexibility is also essential. Luise describes it like this:„We have grown into an existing organisation and depend on many cross‑functional interfaces. So we involve stakeholders early on, clearly demand commitment, and at the same time plan with buffers and alternatives. From the very beginning, our team learns to remain flexible and to insist on reliability.“
At the same time, it is important to her that questions and uncertainties are not brushed aside:„We listen actively to doubts. This requires time, closeness, and real understanding. As leaders, we consciously stay close to the operational work so that we can understand concerns and remove concrete obstacles together.“
To maintain this level of closeness, Luise structures her working day very deliberately:„I block around 70 per cent of my time for people management and strategy. That means taking on fewer customer accounts myself, yet still staying sufficiently involved operationally to remain truly connected.“
This balance is achieved through prioritisation, as she goes on to explain:„When the goal requires it, I step in operationally at short notice and use free time slots to drive our strategic work forward. That way, both sides remain in equilibrium.“
Florian reinforces this approach as well. His guiding principle is:„Lead by example: I regularly run through our processes myself - it’s the only way to give meaningful feedback. It all comes down to prioritisation. Sometimes I take a more hands‑on role operationally, and at other times I dedicate two full days to an OKR workshop.“
Alongside goals and priorities, psychological safety is a core element of the culture at DocMorris.
Luise regards regular one‑to‑ones as protected spaces.„Our weekly meetings are safe spaces. Difficult topics may and should come up there. It’s the only way to solve real challenges instead of postponing them.“
Florian also sees his role as an emotional support for the team:„With us, you’re allowed to get things off your chest. We listen, we follow up, we make strategic decisions based on what we hear, and we provide reassurance: we’ll handle this together as a team.“
Because of the close collaboration within the department, they coordinate handovers carefully and tackle challenges jointly. Florian sums it up succinctly:„We’re a small team - no one gets lost. When someone struggles, we support them, we talk openly, and we relieve pressure across team boundaries.“
For Luise, her leadership and the way the team works together are based on four core principles, which she sums up as follows:
„My team should feel able to come to me with anything — the positive and the negative. Asking for help is not only allowed, it’s encouraged.“
„We work with flat hierarchies. All, including our interns, have a real voice."
"I entrust responsibility early on. Perfection is not a prerequisite for getting started. The goal is development."
"Time together and space for the human side is important."
Florian adds two principles of his own.
„A spark of humour - not taking ourselves too seriously - changes the feeling you take into the next call.“
„Resilience: Not everything works out. You shouldn’t take external criticism home with you. We help people build that strength.“
Florian, who joined DocMorris in mid‑2025, brings experience from the food industry. He describes his transition into a leadership role at DocMorris like this:„For me, the biggest learning was the switch into the healthcare environment. I bring a different perspective, share best practices, and at the same time learn what works better here. What’s great is that we have a lot of freedom to try out new ideas and tools. ‘Put it in the budget - we’ll test it for a year’, that mindset encourages us to take risks and think innovatively.“
Luise, who has been with the company for five years, explains what she values most about her role:„I really thrive in people management, especially in development conversations with my team members. And I’ve been lucky to experience strong women in leadership at DocMorris. A mentor has accompanied me to this day, and that exchange is incredibly valuable.“
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