Unite Us

See which workplaces made this year's list.

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Employees say:"This company has safe spaces and special groups any individual can identify themselves in. Connect with others like themselves to learn more about their culture, gender, and orientation. It's one of the main things I appreciate about this company and haven't experienced anywhere else. A true sense of community!"

Best Small and Medium Workplaces in Health Care

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Employees say: 
 
"I would say the general spirit and warmth of the people who comprise the company. There is a shared vision and mission that is consistent among all who work here, and it makes a real difference." 
 
 
 
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Fortune's list of venture- and private-equity-backed startups using the profit motive to solve societal problems.

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Navigating public services can be a daunting task, and the difficulty of getting access through bureaucratic systems can further exacerbate life-threatening issues like food and housing insecurity. New York City–based Unite Us helps people in need access community-based resources—what the company refers to as “social care”—through its national network and software platform. The platform connects health care providers, government agencies, health plans, and nonprofits under one centralized system, allowing providers and social workers to directly connect individuals with essential resources. Unite Us’s approach extends beyond referrals—the platform also provides wraparound support including follow-ups and outcome tracking, ensuring continuous care instead of one-off, Band-Aid services. 
 
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Recently, Unite Us became the first platform to facilitate payment for social care, allowing nonprofits to be reimbursed by Medicaid for the care they provide. With community networks spanning 44 states, Unite Us reaches over 33 million individuals, and has helped meet 88% of all social needs identified. In Q4 of 2023, Unite Us surpassed 1,000 total customers, which include government agencies and community-based organizations. In November 2021, Unite Us raised $185 million from investors including Iconiq Growth, Optum, and Salesforce Ventures.

Impact 20

Fortune partnered with Great Place to Work to analyze survey feedback representing nearly 100,000 U.S. employees.

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Employees say: 
 
"No matter what level an employee is with Unite Us, management and executives make it very clear that your opinion matters. If you see something that could be changed or improved, tell your manager, and all suggestions are taken into account."

65 Best Small and Medium Workplaces in New York

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Employees say: 
 
“The collaborative spirit of all team members. I have yet to work with someone at Unite Us that doesn't want to improve a process, make an impact, etc. We all truly care about the work we do and we're happy to do it together!”

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Get insights into Unite Us including business profile, stock information, news, and rankings from Fortune.

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As artificial intelligence reshapes global power dynamics, the competition between the United States and China is accelerating. This panel brings together leading experts to examine the strategic ambitions, regulatory approaches, and technological advancements driving this high-stakes rivalry—and what it means for global governance and economic security. 

How are AI Superpowers Navigating the U.S.-China Tech Rivalry?

Conferences

Bayer Pharmaceuticals executive Sebastian Guth says the decision to cut middle managers was an "effort to accelerate momentum and growth across the organization."

Bayer's move to cut middle managers was not "slash and burn," exec says

Bayer Pharmaceuticals Chief Operating Officer Sebastian Guth

Uncategorized

18 months ago we embarked on a very radical transformation and leaned into a new operating model which we termed dynamic shared ownership as part of that, I eliminated here in the United States, for example, 40% of all middle managers, which is hard, um, but it was necessary to. Uh, see our organization transform into a world that is significantly more agile and in fact empowers teams to take decisions as they see fit. So this wasn't an effort to just, uh, slash and burn and take out cost, but this was an effort to accelerate momentum and growth across the organization. Uh, today, 18 months later, we're seeing evidence of amazing success. Uh, we just reported, uh, in our quarter one results last week, a growth of 23%. So we're, we're on a journey and a journey that gives us every reason to believe that we're building a better, a faster, and a more successful organization that is really tuned into its core purpose of uh serving patients.

Walmart is making a big change in how it operates—and it starts in Bentonville, Arkansas. Fortune gets an inside look at the retail giant’s brand-new, 350-acre campus. Long known for its no-frills roots, Walmart is now investing big in its hometown to attract top-tier talent, modernize its culture, and compete with tech giants like Amazon. Here’s a closer look at how the United States’ largest employer is reinventing itself.

Inside Walmart’s New 350-Acre HQ

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Walmart is making a big change in how it operates—and it starts in Bentonville, Arkansas. Fortune gets an inside look at the retail giant’s brand-new, 350-acre campus. 

This 350 acre campus is the site of Walmart's new headquarters, a huge bet on in-person work. This home base is a big tool for talent attraction as well. And it's all taking shape here in Bentonville, Arkansas. The ability to recruit talent is so much easier now that we have built our campus. People really have the desire to come together. With over $600 billion in annual revenue and 1.6 million US employees, Walmart is both the nation's largest company and its largest private employer, but it's also faced a lot of questions over its labor practices, store wages, and whether it can compete with Amazon. Now the company is turning inward, investing heavily in an amenity-packed headquarters meant to attract top tier talent and reshape its corporate culture. This sprawling new campus includes 12 office buildings, workout facilities, 2 miles of bike trails, a childcare center, and even a hotel. The facilities opened officially in January, but the rollout will continue in phases throughout 2025. So this is our campus welcome center. It's got our first original Walmart sign and kind of size to the very early Walmart stores for the company. Walmart's roots run deep in northwest Arkansas, where Sam Walton opened the first store in 1962. Since then, the region has been the heart and soul of the retail giant. Company and the board said we're going to invest in a new place to work. It's really easy for us to decide we're staying in Bentonville, a place that built us. In the last 10 years, quite a few large companies have inaugurated new headquarters. Was there anything out there, you know, common mistake that you said, you know, you can learn from others in advance. Is there anything that you said, OK, well, let's let's avoid that. So other campuses that were doing larger urban settings or maybe sort of had the luxury of being Walled off from their community we knew we didn't want to be that we knew that the lines between work and life continued to blur and great company campuses can be very productive spaces and stay alive in the evenings and the weekends. So for us we knew that we didn't want to kind of single ourselves away. In fact, we went all the way in the other direction and we've really tried to make it feel like this campus is great for Walmart and great for Bentonville. This is a great example of a bike garden, so these are at every entry, covered bike parking. Our aspiration is to get 10% of our associates actively commuting through alternate ways. That focus on merging Walmart in Bentonville has helped to find the look and feel of the campus, but it's not just changing Walmart, it's transforming Bentsonville. Since 2020, the county population has increased by 13%, and the average home price has gone up over 70%. And it's not just home prices. Residents are seeing an increase in property taxes and the cost of water doubling. And as the Waltons continue to announce new investments, there are no signs of Northwest Arkansas seeing a slowdown in growth. So I want to connect this a little bit to Bentonville. Bentonville, I was shocked when I took my taxi and saw a population of 54,000, whatever it is, and it was pretty sleepy not long ago. It's not a metropolis yet, you know, but is it part of that idea that people can come to Bentonville and have a lot of the amenities that they would find. In a Seattle or in a New York City, I would argue it's even better than Seattle or other places because the sentiment that we hear from the recruiting side is that this is a town where people feel like it has that small town feel, you know, it does really feel like you're building, you're coming into a community, but it does have Access to a lot of the larger city amenities if you look at our beautiful healthcare center, the beautiful green space we have access to great food, great restaurants, culture museums, it really does have it all, if you will. So while it might not be the big metropolis, you know, of a New York or other places, it really has the Best of both worlds. So from your point of view, what is it about the facilities that fosters the culture and interaction, because you know a physical space is a physical space, and there has to be, you can't just say, OK, all of you go work in these buildings and you'll have a culture and you'll collaborate more. So what has to accompany the physical amenities? Speaking as a talent person, I will say you have to have the right talent in the right roles. That's like job number one. But I will also say going back, gosh, during the pandemic when all of the spaces were being designed and they solicited input from the experts in learning, right, the experts in tech, etc. So it really was designed with the, how shall I say, end user in mind, of which is the associate. It's all part of a transformation Walmart hopes will help redefine its image from legacy retail giant to forward thinking employer of choice. This is a place we call the library. May you asked me if there was anything we changed during the pandemic, and this is a great illustration of a lesson learned, maybe an enhancement that we made. You spent years with people in their homes, in their offices, in their living rooms, on their patios, and I've learned a lot about our associates just from zooming with them in this space made me realize people really embrace the residential nature of their home. They like to have comfortable places to occupy. So tell us a bit about the former Home Office, which had been the Home Office for what, about 50 years, more or less a quite a long time. Yes. What were the shortcomings there that guided, you think the construction of all this and to your mind is more conducive to the culture, I think the The challenge with the old home office, it was, it was wonderful. It suited our culture. I think the challenge with the older campus was it was a bit spread out, so it was probably a little less convenient, you know, to interact and connect and collaborate than obviously this new campus is doing. The old Walmart home office was housed in a former warehouse. There was minimal light and reflected the frugal ethos of the company. To get a better sense of the past, I went to the Walmart Museum in the town square. It's filled with artifacts like Sam Walton's truck and office and even has a Sam Walton hologram. We're going to go inside, have a look at some of the historical high points of this company and what has created the culture that the new home office recently opened seeks to preserve and enhance. So here we are looking at a replica of Sam Walton's original office that was housed at the previous Home Office with the common thread. You know, one thing Walmart always talks about is our values are timeless, but change is constant, and one of the things that I'm really proud about as a 23 year Walmart associate is. The investment in new workspaces, being able to bring all of our teams together. Historically in Bentonville we've been spread out across 29 buildings all over town and the new home office brings all those different teams together to really unlock being more effective and efficient in person. Really. Let me introduce myself. My name is Sam. For decades, Walmart's focus was outward, pouring billions into logistics, supply chain infrastructure, and international expansion. It was all part of a race to stay ahead of rivals like Amazon, whose dominance in e-commerce has reshaped how Americans shop. And now that many of the largest companies in the country have built state of the art headquarters, Walmart has felt the pressure to keep up. I think coming out of the. pandemic, there's a real need and desire for people to connect with each other, to create community, come together to grow and learn, and I think the campus, the way that it's been designed, has really facilitated that already. So that's what I think the overarching purpose is. You know, there was a time, for example, some of the e-commerce teams were out west and You know, it can be a little disparity. It's the idea here to create one unified Walmart, you know, we're not talking about the store employees, but The corpus, is that the idea behind all of this? Yeah, I think yes, and we're still going to have hubs. We have hubs on the west coast where a lot of our tech talent is, East Coast in New Jersey. We have teams there as well, but the goal is, you know, our culture is present anywhere where we are, and so we'll continue to have that. And go to where the talent is, but know that those teams also come here and work together as well. So this is sort of the heartbeat, if you will, of Walmart, but now that we have other locations where we'll continue to, you know, build our teams as well. You have a sense of what tech talent wants or what, you know, somebody who would be going. A luxury retailer wants. So the point of all this as well is to give those employees the amenities that in a way the market says people with their skills should have access to. Yeah, absolutely. The candidates that we're bringing here, they are inspired, and I think the inspiration comes from not just the beauty of the campus, the green spaces, etc. but it's The ease in which we can connect now on campus. In fact, our sentiment data that's shared with us, our candidates that come in are 3 times more likely to be open to moving to Northwest Arkansas because they've come here, they've visited, they've experienced the area, they've experienced our campus, and they feel our culture.

Can AI help physicians accelerate the treatment of rare genetic diseases? GeneDx, a genetic testing company based in New York City, is applying AI to genomic analysis for children with autism, epilepsy, and other conditions.

Diagnosing Genetic Diseases Faster

Mhm. Hi everyone, and thank you so much for joining me and thank you to Fortune for inviting us to be a part of this. Uh, my name is Katherine Steland and I'm president and CEO of GDX. We diagnose more children with rare diseases than anyone else in the United States, and thanks to a recent acquisition we just announced, we are going to be actually doing that around the globe. But today, I really want to talk about how AI can help us accelerate diagnosis of disease. Um, I think what's remarkable to me whenever I get a talk like this, somebody inevitably approaches me after, because the problem we're solving resonates. Usually they come up to me to say that they have a child who has unexplained symptoms and has had them for not months, but for years. They have another loved one who's struggling to get an accurate diagnosis, and they want to know how soon can they get an answer. And I'm always satisfied to be able to say, if it's a genetic disease, we can do it today. So there's a lot of reasons to be hopeful. We have the tools and the technology in order to diagnose any genetic disease right now. Um, and this is really the product of decades of work that predated me and predated the company. In 1990, the Human Genome Project was started and in 2003, the readout from that project really mapped 20,000 genes and explained why each of us are individuals. And importantly, it also helped give insight in terms of the genetic nature of what may be causing health conditions, everything from cancer to rare diseases to cardiovascular conditions. So we are the product of that. I think what was not anticipated back in 1990 and in 2003 was how AI would accelerate to a rate where we can now have such a massive impact to be able to eradicate what we call a diagnostic odyssey and be able to shift the diagnosis of disease from a reactive place to really getting ahead of symptoms manifesting. Today, if we think about the problem that we're solving. The healthcare system is failing us, and not just a few of us, it's failing many of us. Um, you'll hear me talk about rare diseases, but one of the things I want you to understand is that rare diseases are not rare. 350 million people around the world have a rare genetic disease. Uh, half of them are children. That means 1 in 10 people has a rare genetic disease. There's about 7000 of them, and in fact, last week I was at a conference and heard the latest number. It's actually more like 10,000 or 12,000 thanks to new gene disease discoveries that we're making on a weekly basis. So all of these diseases and think about them. Autism, that's considered to be one, epilepsy is another, cerebral palsy, all of these collectively are very common, and they're collectively a tremendous burden on the healthcare system. So in the United States, the burden of rare disease is about $1 trillion annually. And a significant part of that $1 trillion is the absence of knowing what's actually going on. So it's the absence of having an accurate diagnosis. Um, what's fascinating is today, if there's a child with an unexplained symptom, It takes on average 5 years. For them to get an accurate diagnosis. And during those 5 years, there's on average 16 different tests that that child is taking. None of them are a genetic test. Um, there's on average 3 misdiagnoses, not just a misdiagnosis, but then think about all of the treatment and medical interventions for those wrong diagnoses. And all of that is problematic today, and frankly it's unconscionable to me, given the fact that we can diagnose these children if the technology is used way earlier, and I believe, and I'm starting to see the benefits of this, that thanks to AI we'll be able to diagnose earlier, we'll be able to get this technology into the hands of families who need it sooner. And importantly, AI is going to be a really important part of how we take our data set, put it to work for biopharma companies, and ensure that we can get personalized treatments upon diagnosis. So our part in this, um, our, our vision is to diagnose any genetic disease as early as possible, and that's true if it's a child or if it's an adult. Um, we use two technologies today to do this. So one is whole exome sequencing, the other, the other is whole genome sequencing. In both cases we're looking at the entirety of the genome, all 20,000 genes. We are looking at the sequencing data. We're looking at additional data that we get from the clinic orders that come in about the patient, what symptoms have they had, what treatments have have they been on, and we're able to make a conclusive decision about whether or not there's an underlying genetic disease, and we provide that report. And so, the importance of this today is being able to ensure that we can maintain accuracy as we start to deploy AI in order to speed this up. Like one of the most challenging aspects of um of the industry that we're in, there's only about 1500 clinical geneticists. And so we have an entire problem to solve for that can't happen by just hiring more people. We have a limited knowledge base, and we need to be able to codify that knowledge base and ensure that their efforts are being deployed towards the highest and best use of their time. And we've been able to start utilizing some AI in order to ensure that. Um, exome and genome testing are already today, but the ability for AI to ensure that we can do this at scale is paramount to our success in helping each one of you and your families and loved ones be able to have the chance of living a healthier life moving forward. So how is AI helping us? So one, of course, Table stakes is helping us run our business more efficiently. We reached profitability last year. We want to continue to make sure that we can drive as much efficiency through the organization, but the next two is where it gets interesting and unique in terms of the world of genetics. So the ability to to scale our interpretation platform I just mentioned there's there's few genetics experts out there. We happen to employ a lot of them, but we have to be able to deploy AI to make sure that they can work more efficiently. So we just published data on a new feature called Multi-score, and Multi-score is able to read the order that's coming in. It's able to read the sequencing data. It's able to read the database that we have, which is 800,000 exons and genomes. It's able to read public databases and then come back to our geneticists to say, these are the top 5 genes that we think are causing this. Previously, and by previous, I mean about 6 months ago, all of that was done manually, and that is not scalable. So that's one example of how we're able to scale our interpretation platform. The next biggest opportunity is how do we take that data set and put it to work for biopharma companies. Today, fewer than 5% of patients have a treatment that's available to them upon diagnosis. Um, 90% of drugs in development fail. We want to be able to work with pharma companies putting our data asset to work to ensure that that 90% failure rate becomes a 90% success rate and ultimately then helps the patients have more and more treatment options available to them. So there's a lot of exciting opportunities as we think about the future of being able to really take the data that we've amassed and put it to work for each and every one of you and your families and loved ones. So I'll leave you with this, um, AI without a doubt is accelerating in its impact across every single healthcare sector. It's doing it in genomics today. We're in the very early stages, um, but there is a bigger problem at play here, and that's the fact that we need clinicians to really start ordering these tests. Um, there is an antiquated view of this that it is, it's expensive, that it takes a long time, and we've been able to drive down our costs, we've been able to drive down our turnaround times. We can now actually deliver a whole genome in 48 hours. And so what the, the, the job really becomes for each one of us is how do we become an advocate for your child? How do we become an advocate for a parent, for a grandparent, for a loved one. Um, I have many parent advocates who come to me and they are asking for access to testing. I'm always happy to be able to figure out ways to solve it, but at scale, we have to do a better job being advocates for our own healthcare. All you have to do is ask. Um, so I want to thank you. Um, I appreciate this. I, I most recently had a family member. Um, my niece's father-in-law passed away yesterday from Alzheimer's disease. So while I'm spending time talking about children with rare diseases, I just want to take a moment in his honor, um, to say we need to diagnose every disease early, and the best way to do that is to be an advocate for your loved ones. So with that, thank you.

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