How We Think
This is a reference document for our core operating philosophy. We believe that most "operations" problems are actually systems problems, and that better tools rarely fix broken logic.
1. Structure > Motivation
The Claim: You cannot hire your way out of a bad system, and you cannot motivate people to be efficient in a chaotic environment.
Most leaders try to fix performance issues by asking their team to "try harder" or "be more careful." This fails because human error is usually a symptom of system friction. We fix the system so ordinary people can perform extraordinarily well without heroism.
2. Systems > Tools
The Claim: A tool is not a system. Buying Asana is not the same as having a project management process.
A system includes the trigger, the input, the decision logic, the transformation, and the output. The tool is just the container. We design the system first; the tool selection is the last step, not the first.
3. Automation Must Be Fragile to be Robust
The Claim: Automation that "kind of works" is dangerous. It should either work perfectly or fail loudly.
Silent failure is the enemy of trust. We build automations with strict error handling. If an input is bad, the bot stops and alerts a human. This "loud failure" ensures data integrity and prevents downstream pollution.
4. Documentation is an Asset, Not a Chore
The Claim: If it isn't written down, it doesn't exist. Tribal knowledge is a liability.
We treat documentation (SOPs, Process Maps, decision trees) as a tangible business asset, like inventory or cash. It is the only way to scale operations independent of specific individuals.