Our values
Here's what we won't do to make a buck.
Fundamentals over scale
This is not a hyper-growth company.
We keep the startup ethos of aggressive experimentation, of lean, flat, and autonomous teams. We can “move fast and break things” - but only things we can repair or afford to lose. Trust, in particular, is hard to repair.
We grow only when growth is sustainable and doesn't sacrifice the core value we deliver. Growth is a means to the end of value.
Trust is king
We live in an era of distrust. Everyone knows everyone they do business with lies to them constantly. We don't.
We do not spin, we do not mischaracterize, we do not omit, and we do not grey-pattern. When in doubt, ask yourself: if I weren't incentivized to say this, would I say it? If the answer is no, don't say it.
Radical honesty means we can't hide problems behind marketing. It means we can speak of our work with pride. And it means we don't get in the habit of lying to each other, either.
Be a place for those without one
Businesses leave a ton of talent on the table. Tech used to know this, but has lost it as it's become a finance game more than a building-things game.
Weird introverts get left out because they won't do corporate cheerleading. People with moral convictions get left out because they won't sell out.
We look for those people, and we train them. That creates powerful loyalties and greases social wheels in ways management can't.
Embrace complexity internally
We are a service: an organization you come to to deliver you an outcome. We are not a tool that you use to seek that outcome for yourself.
Using us should be descriptive, not procedural. Users' involvement should be limited to saying what they want or need, not on configuring or learning how to get those things. Ideally, that involvement should be done via existing workflows (e.g. Slack).
We should, however, build (and expect ourselves to understand) complex internal tools. They are powerful force multipliers.
