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Company · Culture/03

How the work runs, written as rules.

Culture pages usually list adjectives that no company would claim the opposite of. This one lists the rules we actually operate by — including the ones that are annoying, because those are the ones that tell you something.

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Written, not aspirational·Applies to everyone including leadership

Operating rules · 8/01

The operating rules.

Each of these has a visible consequence. If you joined and found we did not do one of them, we would want to hear about it in your first month rather than your exit interview.

Write it down before the meetingProposals arrive as a document, not a deck, and people read it in the room. A meeting that could have been a document usually was one — badly.
Name the ownerEvery decision has one person's name on it. Consensus is how the options get gathered; it is not how the decision gets taken.
Show the sourceAn assertion in a review carries the query, the log line, or the record it came from. This is the same rule we hold the agents to, and it did not start with them.
Say the bad news firstSlippage, breakage, and a wrong call get reported at the top of the update rather than buried in paragraph four. Nobody has ever been penalised for the top-of-update version.
Small, reversible, in productionShip in increments that can be rolled back. Long-lived branches and quarter-long redesigns are how a team loses the ability to correct itself.
Go and lookBefore designing for a warehouse, a site crew, or a finance close, somebody watches one. Requirements written from a call are guesses with better formatting.
Protect the maker's dayMeetings cluster; the rest of the day is left whole. Overlap hours are 10:00 to 16:00 UTC, and outside them asynchronous is the default rather than the exception.
Disagree, then commit — in writingObjections are recorded in the decision document, including whose they were. When the call goes the other way the objection stays on the record, so we can check it later.
The week/02

What a week looks like.

Not a schedule — a shape. It is here because the honest answer to 'what is it like to work here' is mostly about where the interruptions are.

  1. 01

    Monday: commit

    Each team writes what it intends to have in production by Friday, and what it is deliberately not doing. Fifteen minutes, in a document.

  2. 02

    Midweek: build

    Two protected days with no standing meetings. Reviews happen asynchronously; blockers escalate immediately rather than waiting for a slot.

  3. 03

    Thursday: show

    Working software against real data, not slides. Anyone in the company can attend, and customers sometimes do.

  4. 04

    Friday: close

    What shipped, what slipped and why, and one thing we got wrong. The last part is the reason the meeting exists.

The honest part/03
Better now than in six months

Who this does not suit.

Written plainly, because the expensive version of this conversation is six months in.

If you need consensus to act
Decisions here land with one named owner, often quickly, sometimes with an objection recorded against them. That can feel abrupt.
If you dislike writing
A great deal of the work is written first. Fluent writing is close to a hard requirement in every discipline, not just the ones you would expect.
If you want a large surface to specialise on
Teams are small and people carry more than one thing. Depth is welcome; a narrow perimeter is not really available yet.
If shipping to real operations frightens you
Our software runs payroll, stock, and invoices. Mistakes have consequences for people who did not choose to be part of the experiment, and we act accordingly.
Elsewhere/04

The rest of the company, in the same words.

Next step

If that reads like a description of your good weeks, come and build.

Hiring runs in four stages and we tell you where you stand after each one.

See careersHow we are organised