SmlXL

Driven by values

Our goal is to make public computers more transparent, useful, and accessible. Our approach relies on us understanding public computers and software as a blackbox. Every innovation we introduce will stem from a deep understanding of the ecosystem we operate in. We strive to add value and earn the trust of those who rely on our services. In this rapidly evolving domain, we anticipate potential hurdles and changes and constantly design solutions to stay ahead.

Autonomous and aligned

At our core, we trust in your ability to steer your own ship. This kind of freedom, while empowering, can sometimes lead to different directions or unexpected crossroads with others. That's natural. When it happens, we view it as a chance to regroup, recalibrate, and refine our collective approach. However, once we align as a team, it's all hands on deck. We operate cohesively, with everyone confidently managing their roles. We value both the self-drive and the courage to voice differences. So, take the lead, share your perspective, and strive for alignment.

Stay unblocked and course correct fast

Our company's most precious resources are our time and energy; they're the true cost centers of our operation. Any obstacle that hinders our flow, especially being blocked, is not just an inconvenience—it's an urgent matter. Recognize these roadblocks swiftly, triage and communicate them proactively, and seek resolutions with the same intensity.

We're bound to face challenges and take wrong turns occasionally; our strength will not be never making a mistake but acknowledging these quickly, learning, and then swiftly charting a new course. Value every moment, protect our collective energy and prioritize unblocking pathways to success.

Collaborate

Collaboration, given our distributed setup, is crucial. It's not about always agreeing but engaging in a constructive dialectic. A few guiding principles: Know your teammates. Leave room for others and acknowledge their achievements. Always reason from first principles and assume positive intent. This takes inspiration from GitLab's insights: tackle the "steel man" argument, not the "straw man". Your work is separate from your identity; defend the truth, not your ego. And when discussing work, let those most familiar with it lead the conversation. Share knowledge freely, especially lessons from our mistakes

(Much of this section echoes GitLab's excellent writeup on the topic)

Endlessly curious and Master of your craft

We are building a complex set of products in an environment that is extremely dynamic, unforgiving, and often adversarial (hacks/exploits, people trying to game the system to get more rewards, etc.) The quality of our work is imperative.

• Since we also have to move fast, it’s not always necessary or feasible to be perfect, but we should strive to articulate the path there and make sure we all understand and capture the tradeoffs we made and reason from first principles.

• If there is someone in our team who is an expert or knows more, don't hesitate to ask for help and mentorship.

• There can be tension between efficiencies from automation and the quality of manual craftsmanship. It is important that we all become masters of our craft and be able to call out what we are not proud of and find the gaps in our work.

• Part of mastering a craft is caring about your craft so much that you want to evolve it and pass it forward; we emphasize passing our knowledge and sharing it internally and externally.

Give feedback effectively

Providing and receiving feedback is uncomfortable, but it's a massively important skill and essential part of your role here. When providing feedback, make it about the outcomes and the work itself. The SBI framework (situation, behavior, impact) is helpful, we also believe that adding "purpose" and "intent" makes it even more powerful. The purpose is to clearly articulate the purpose of you giving the feedback. The intent is a reminder to ask questions about the intent of someone's behavior, as you might be missing some detail or context.

• Provide sensitive feedback in the smallest setting possible, privately and promptly

• Talking about what feedback you've received and what was helpful in a group setting helps reinforce the culture.

• Praise, on the other hand, should be public. Acknowledge good work.

Be positive and kind, especially when it’s hard

It's important to be kind and positive and assume the best intent, especially when difficult. There are going to be disagreements, and we are going to get frustrated with one another. When you get frustrated with something or someone, try to think about the positives and what you admire and attempt to reframe things in a more positive manner. It's important to mention that being positive does not mean you can't be critical. Be critical, but try to be solution-oriented.

Fast and performant

We make products that are fast and performant and improve with every release.