<aside> 🏗️ Company Principles

• We positively reinforce hard work. We recognize people who are setting the bar here. Leaders are the first ones who work hard and set a role model.
• Keep the team as small as possible. All doers, no talkers. Absolutely no middle managers. Small is fast. High revenue per employee is a key metric.
• If they can’t ship, release them. Our environment is wrong for them. They should go find someplace where they can thrive. There’s someplace for everyone.
• Outsource everything that isn’t core. Resist the urge to pick up that last dollar.
• Founders do Customer Service.
• We're not afraid to copy what works. We innovate when we have to.
• Emotional connection is more important than hard skills fitting together. We do this with people we like.
• The team is encouraged to lead healthy, interesting, and engaging lives. We believe work and purpose play an important (even though not unique) role in that. </aside>

<aside> ❇️ Work Principles

• People choose what to work on. Better they ship what they want than not ship what you want. We trust our team to have good judgement.
• We value autonomy to decide where you can add the most value and do it.
• One person owns each project. Get help from others, but you and you alone are accountable.
• Lead, ship, or get out of the way.
• No tasks longer than one week. You have to ship something into live production every week – worst case, two weeks. If you just joined, ship something.
• Peer-management. Promise what you’ll do in the coming week. Deliver – or publicly break your promise – next week.
• Everything we build is beautiful. Design matters.
• We rather build a few things very well than many mediocre things.
• Speed matters. We don’t over-engineer things, we don’t over-plan, we ship stuff, and we fix it fast if needed.
• Discuss in private, disclose in public.
• All information exchanges that can be shared should be shared on Slack. Avoid information asymmetry. Document. Minimize private conversations.
• Minimize scheduled meetings. No recurring meetings. Treat others time as gold.
• Communication is part of your performance </aside>

Re: Work

You need to create a positive environment where people want to work hard. Celebrate the wins, compensate people well, etc. This is table stakes.

We positively reinforce hard work. We recognize people who are setting the bar here. Leaders are the first ones who work hard and set a role model.

One person per project. Get help from others, but you and you alone are accountable.

Peer-management. Promise what you’ll do in the coming week on a team channel. Deliver – or publicly break your promise – next week.

No tasks longer than one week. You have to ship something into live production every week – worst case, two weeks. If you just joined, ship something.

Lead, ship, or get out of the way.

Re: Meetings

Synchronous meetings only for High Impact items that are also Urgent (meaning they are next in the execution pipeline)

How to decide when/if to meet:

Minimize calendared meetings. Open calendars and 5 minute calls on-demand speed up decision making and problem solving in a dramatic way.

• All calendared meetings should be 25 minutes by default with the ability to extend by 15 minutes if necessary.
• Each calendared meeting should have a clear agenda that outlines its context, asks, action items, etc.
• No recurring meetings