Values say what we believe.
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The full version. v3, August 2026.
Don't ask what to do. Show what you did.
Bias for action, because evidence of work beats discussion about work.
You can fix a draft. You can't fix a blank page.
Don't bring a blank page and wait for directions. Make the smallest reversible move that improves the situation, then show the work: what you changed, why you chose it, what happened, and what you'll do next if it still needs work. The standard is visible ownership, not reckless action.
This starts with these documents. If you don't like something here, edit it. You don't need permission, and you can tell people afterwards if it matters. It can always be changed again later.
The failure mode here is acting without telling anyone. Post what you did and what happened, especially when nobody asked you to do it.
Fix it if you see it's broken.
Extreme ownership, because the company only works when every problem has an owner.
At Everis, there are no spectators.
You are profoundly responsible for your work, your team, and the company. You don't wait to be told and you don't ask for permission, you fix it and tell people afterwards if it matters. You spot problems, seize opportunities, and act like a founder every single day. When something falls through the cracks you pick it up, whether or not it is “your job”. You are tenacious in the face of obstacles, you finish what you start, and you hold yourself accountable for outcomes, not effort.
Someone in support notices on a Saturday that signups have stopped. It is not their area, nobody else is online, and they do not know how the payment stack works. They dig until they find a broken checkout link, get an engineer up to push a fix, and write up what happened before Monday. Nobody asked them to, and the company lost one morning of signups instead of a whole weekend.
This does not mean doing everything yourself, so pull in whoever you need as early as you need them. It does mean that dropping a problem into a channel and moving on is not a handover, because the outcome stays yours until someone agrees to take it.
Move in hours, not weeks.
Speed and urgency, because the fastest team finds the truth first.
Waiting until you are 90% sure is already too late.
Speed is the earliest predictor of success here, in how you work and in how you decide. Make decisions with 50% of the information and fix them after. Most decisions should be made immediately, and every decision should have one clear owner. When in doubt between fast and polished, choose fast.
An idea from Monday's call is live by Wednesday and has a result by Friday. If a task has been “in progress” for two weeks, something is wrong and someone should say so.
None of this means rushing decisions you cannot undo. Move fast on anything reversible, and slow down for the few things that are not.
Say the hard thing.
Radical candor, because nobody can fix what nobody tells them.
Withholding feedback is unkind, and it is disloyal to the company.
Giving feedback is uncomfortable for everyone, which is exactly why someone who gives it to you is being generous with you. They chose the harder conversation instead of saying nothing and letting you carry on. Say it to the person directly and say it now, rather than saving it for a review or telling someone else. When you get it back, say thank you and ask a question before you defend yourself. Praise works the same way and belongs in public, so give shoutouts and kudos in meetings and on Slack whenever someone does good work.
After a demo, a teammate tells the presenter the intro ran too long and lost the room, then helps them cut it. The next demo goes much better because of it.
This is not a license to be a jerk. Care about the person while you are being direct about the work.
Raise the bar.
High standards, because the whole team rises to whatever one person proves is possible.
One person's best becomes everyone's normal.
We want people who beat the standard rather than meet it. When one person does double what everyone thought was the limit, the whole team resets to the new number.
A calling team treated 100 calls a day as the max. A new joiner did 200. Within a month, 200 was normal, because everyone had seen it done. The bar for the entire team was raised.
This is not about beating your teammates, because the target is the old standard rather than each other. A higher bar means more output, not more hours.
Do your one thing first.
Focus, because time is the only resource you cannot get back.
Focus is saying no to the twenty things that feel easier.
Protect your time and everyone else's. A small number of actions produce most of the value, so find those and do them first. The hard part is not doing the one thing, it is working out which one it is, because it is usually the least comfortable item on your list.
Someone starts the week with twelve things on their list. They work out which one actually moves their number, give it their best hours, and let the other eleven wait until it is finished on Friday.
This does not mean doing less work. It means your best hours go to the most important thing rather than the easiest.
Treat everything as an experiment.
Low ego and fast learning, because volume teaches what planning cannot.
Your ideas are not as special as you think they are.
Treat every idea as a hypothesis until the data says otherwise. A team that ships fifty things learns far more than a team that carefully plans five, so run more experiments than feels comfortable and keep each one small enough to be cheap. Let the data pick the winners and keep your ego out of it. Run that volume inside your one thing rather than across thirty scattered ones.
- Content. Publish thirty posts and study the three that landed, rather than polishing one.
- Outreach. Test ten subject lines on small batches, then scale the winner.
- Engineering. Ship small changes every day instead of one large release a quarter.
- Product. Put five rough versions in front of users and build the one they keep using.
- Everything else. Ads, pricing and hiring all work the same way.
None of this is an excuse for sloppy work. Every experiment has a hypothesis, a metric, a cost limit, and a review date.
Working here is demanding, and we say that openly.
The pace is fast, the feedback is direct, and you get real responsibility from day one, which is a combination that does not suit everyone.
If you think a principle is wrong, argue it with evidence. Once we decide, everyone commits, including the people who disagreed.
And if someone cannot commit, we part ways respectfully.