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The Home of Culture Research: The Business of Culture I 2026 I Download Now
At Airvet, Pet Care Shapes the Workplace
I DEEP DIVE INSIDER PROFILES
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Airvet has built its culture around staying close to the pet families it serves, giving employees a clear connection between their work and the care people need in stressful moments.
For many people, pets are part of the structure of everyday life. They shape routines at home and often become part of the family in every meaningful sense. When something suddenly seems wrong with an animal, the uncertainty can be immediate.
Airvet was created to make veterinary guidance easier to reach in those moments.
Founded in 2018, the company gives pet parents 24/7 access to licensed veterinarians and pet care providers through video and chat, helping families understand symptoms and decide what to do next without automatically turning every concern into an emergency clinic visit.
The service now supports more than 250,000 pet families across the United States and is offered as an employee benefit by companies including Adobe, Manulife, Freshpet, Dayforce and Coke Northeast.
The idea for Airvet came from a situation founder Brandon Werber experienced with his own French bulldog, Carlos. After Carlos became sick from eating a toxic plant, Werber was left trying to work out how serious the situation was without immediate access to professional advice. Carlos recovered, but the experience exposed a problem familiar to many pet owners: sometimes the hardest part is simply knowing what the situation requires.
That experience shaped Airvet’s product, but it has also influenced the kind of company being built around it. Airvet’s culture starts from the belief that employees should stay close to the human reality behind the service. The company does not want people to think about the platform purely in terms of features or growth. Much of the work eventually reaches somebody worried about an animal they love, often at a moment when reassurance or clear guidance matters enormously. Keeping that person visible gives employees a shared reference point for the decisions they make.
Many people inside Airvet are pet parents themselves, which makes that connection particularly immediate. Conversations about the product or customer experience can often come back to the same question: will this make the experience easier for someone trying to care for their pet?
That changes the way the work is understood.
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An improvement to the platform is not only a technical release. It could shorten the time between somebody noticing something is wrong and getting professional guidance. A change to the customer experience could make an already stressful moment easier to navigate.
That visibility gives people a strong sense of why the work matters and helps different parts of the company stay connected to the same outcome.
Leadership has tried to build the workplace around that sense of responsibility. Employees are trusted to take ownership of the work in front of them and are encouraged to bring ideas forward when they see a better way to support pet families.
The expectation is not that one team has all of the answers. Airvet’s service touches technology, veterinary care and the experience of the person using the platform, so improving one part of it often requires people to understand what is happening elsewhere in the business.
That makes open collaboration important. Teams work through problems together and share ideas without treating responsibility as something that has to remain within a narrow job boundary. As the platform grows, employees are being asked to contribute to a service that is still developing alongside the needs of the people using it.
The mission also gives everyday progress more meaning. Airvet’s work often sits between uncertainty and reassurance. A pet parent may open the app late at night because something does not look right, without knowing whether they should be seriously concerned. The person at Airvet improving that experience may never meet that family, but the connection between the work and the outcome is relatively easy to see.
That sense of proximity helps explain why people inside the company can feel strongly about relatively small product or service decisions. The detail matters because the person using it may be doing so during an anxious moment.
As Airvet continues to grow, keeping that connection intact will become increasingly important. More users and a larger team can naturally create distance between the individual employee and the family on the other side of the platform.
Airvet’s cultural approach is designed to resist that distance. The company wants people to understand who the work is for and feel enough ownership to improve the experience when they see an opportunity.
That brings the workplace back to the same idea that led to Airvet being created in the first place.
Werber did not need another complicated system when Carlos became sick. He needed access to someone who could help him understand what was happening.
Airvet is building its service around making that kind of guidance easier to reach. Internally, it is building a workplace where employees are expected to remember why that access matters in the first place.