Growth and learning
Growth and learning
Your learning stipend
Every employee gets $1,000 a year to spend on courses, books, certifications, or subscriptions that help you grow — Daisy doesn't pre-approve a list, and it doesn't have to be narrowly tied to your current role. If you're an engineer who wants to take a design course, or a salesperson curious about data analysis, that's a legitimate use of the stipend. Submit it as an expense in Gusto under "Learning stipend"; it resets each January and doesn't roll over.
Conference budget
Separate from the learning stipend, there's up to $1,500 a year per person for one industry conference, including travel and registration, booked the normal way through Navan (see "Travel and expenses"). This one does need your manager's approval before you book, mostly so two people on the same small team don't end up out of office the same week — it's a conversation, not a gate.
Tuition reimbursement
If you're taking a formal degree or certificate program relevant to your work, Daisy reimburses up to $5,250 a year in tuition — that figure isn't a Daisy policy choice, it's the amount the IRS lets an employer reimburse tax-free under its educational assistance rules, so it's the same number you'd see at most companies offering this benefit. Reimbursement beyond that amount is still available with manager approval, but the excess is taxable income to you.
You'll need pre-approval from your manager and People Ops before the course starts, and a passing grade (C or better, or "pass" for pass/fail courses) to get reimbursed after. Submit your grade report and receipt through Gusto once the term ends.
1:1s and skip-levels
You'll have a weekly 1:1 with your manager — that cadence doesn't change once your first 90 days are over, it's the standing rhythm. On top of that, skip-level meetings with your manager's manager happen quarterly, in a small group or one-on-one depending on team size. Skip-levels are for the things that are awkward to raise with your direct manager, or just for a different vantage point on how your team fits into the bigger picture — they're not a performance review by another name.
Your onboarding buddy
You were paired with an onboarding buddy in your first week — someone outside your reporting line you can ask the questions you'd rather not ask your manager, from "is this normal" to "who actually owns this system." That relationship doesn't have an expiration date; plenty of people stay in touch with their buddy long after their first 90 days. See "Your first 90 days" for how the buddy relationship fits into your ramp overall.
Review cycle
Formal performance reviews happen twice a year, in the spring and the fall. You and your manager set goals together at the start of each cycle and review them together at the end — the 90-day check-in sets your first set of goals if the timing lines up, and after that you're on the same cycle as everyone else. Compensation changes, when they happen, are tied to the review cycle rather than handled ad hoc throughout the year.
Questions
Your manager is the first stop for anything about your specific development plan or the review cycle. For stipend mechanics or reimbursement paperwork, People Ops or the Gusto expense flow has the details.