Only hire exceptional individuals
Given a clear mission and long-term objectives, our team self-manages to identify and solve the right problems and achieve our mission. When we identify a problem we cannot solve, we hire someone who has solved similar problems in the past.
Only do what clearly moves us closer to our goal
Most companies move slowly because they deal with irrelevant stuff—excessive reporting, analysis, aligning, motivating, peer reviews, chain of command—overhead that does not contribute to better products or services.
Figure out what your job is
We inform ourselves by asking team members or analyzing available data. If we see opportunities to improve anything, it's our duty to act or speak up. We all have a personal stake in the company's success. We must help others if this helps us all succeed.
Plan little, ship fast
We avoid long-term planning and plan weeks ahead at most. Things are moving so fast that any plan further than a few weeks into the future is useless. If we’re not shipping weekly, we’re probably not splitting the problem into small enough chunks. We communicate with our team when we ship something.
Focus on users
We are all genuinely interested in our users. People who don’t care about our users having a fantastic experience are not a good fit for us. It is the responsibility of each of us to learn about the users, their problems, the way they work, and think. Consider becoming one of our users for some time.
Trust by default
We give everyone a lot of autonomy in their decisions. To innovate, we all need to take risks and experiment. Some risks will convert into failures. We embrace failure as a learningopportunity and learn from our mistakes and take measures to prevent repeating them. To minimize risks, we are extremely data-driven. Real-time data on most things is always available to everybody.
Automate and optimize
Our motto is “if a computer can do it, a computer should do it.” If you find yourself or others doing something repetitive more than a few times, strongly consider automating it (or at least suggesting it). This makes us very competitive.
Question everything
We’re deeply in uncharted territories—our mission may be unimaginable for most people, and AI is improving extremely fast. What was best practice a year ago is probably obsolete today. We must not let our past experiences prevent us from seeing what technology can do today.
Have fun
While we are laser-focused on achieving the company's mission, we are aware that we spend approximately one-third of our days with each other. We want that one-third to be fun. If you see an opportunity to increase fun for yourself or others, take it.
Resolve issues immediately
If we have a concern or an issue, we speak freely and openly with anyone we think can help evaluate and resolve the issue(s). If you're not sure who to talk to, the team lead or the CEO are always good options.
Responsibility for personal growth
Our company does not babysit us. We need to figure out how we learn and grow best. We are only innovating if we’re learning fast as a company. If we feel we’re not learning quickly enough, we need to reconsider our role.
Keeping motivated
Achieving our mission and delivering revolutionary products or services with a team we’re proud to work with needs to be a 100% sufficient source of motivation for all of us.
Clear work-life boundaries
When at work, we do work. When not at work, we don’t do work. These boundaries keep us sane. We are different, but we share our company’s mission. We keep worldview, political, or belief-related discussions out of your work. The company does not get involved in societal or political issues of any kind. We only have one mission: preserve humanity in sales.
Physical presence matters
We come to the office on most days (e.g., three or more days per week). Working physically together helps us informally share information and bounce ideas off each other. Working from home is OK when you need to do deep work or to accommodate personal logistics.
No assholes
No explanation needed.
