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Eight statements our founders wrote on day one — and still stand behind today.
This is the actual wall we hung above our founders' desks when we started. It isn't polished marketing copy — it's the operating system we still run the company on.
Demos are easy. Production is the test. We optimize for what holds up under real users, real traffic and real on-call rotations.
What we promise is what we deliver. Scope creep is a leadership failure, not a client failure.
Both are about understanding humans and shipping things that work. We refuse to silo them.
We will pick Postgres and a queue over an event-sourced microservice mesh almost every time.
We get paid to think — not to take dictation. We push back when the question is the problem.
Who we hire and how we treat them is the whole company. Everything else is downstream.
A great default — a template, a checklist, a standard library — beats a great individual effort every time.
On the day we are the buyer, not the seller — would we hire us? The answer has to stay yes.
Manifestos sound a little self-important. We wrote ours anyway because we noticed a pattern: every time a company grows past 10 people, the early implicit culture starts dissolving. New hires inherit fragments instead of the whole. Writing it down — and bringing it up in every retro, every pricing call, every hard conversation — is how we kept the original company intact while the team multiplied by ten.
Once a quarter, the whole team reads the manifesto aloud and grades the company against each statement on a scale of one to five. The exercise takes 45 minutes. The discussion that follows reliably surfaces three things to fix. It is the single best feedback ritual we have ever run.
“You can rewrite the brief. You cannot rewrite the principles.”
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