Principles
Decision filters we apply when designing, building, and operating systems.
These principles define how we think, decide, and work.
They are not slogans, and not aspirations.
They are standards we apply to systems, decisions, and collaboration.
They shape how we take responsibility.
Taking Responsibility
Responsibility must be explicit.
If ownership is unclear, it does not exist.
For every important decision, system, or outcome, at least one accountable owner must be identifiable.
Clear responsibility improves decisions, reduces friction, and prevents problems from dissolving between roles or contracts.
Ego is not part of the system
Decisions are made based on arguments and outcomes, not status or pride.
Being wrong is acceptable. Refusing to reconsider is not.
Systems improve when ideas can be challenged without becoming personal.
Separating identity from decisions allows better solutions to emerge and keeps learning continuous.
Arguments over authority
Decisions improve through clear argument and honest debate.
Authority, seniority, or status do not replace reasoning.
Healthy disagreement is part of good engineering.
The strength of an idea should determine its direction, not the hierarchy of the room.
Pragmatism
We prefer solutions that work over solutions that look impressive.
Every decision is a trade-off, and we choose approaches that fit the problem, the team, and long-term operation.
Pragmatism means focusing on real constraints and real objectives.
It requires discipline to avoid unnecessary complexity and to choose what is appropriate rather than what is fashionable.
Independence
We value independence where it matters.
Critical parts of a system, especially data and core infrastructure, should remain under direct control.
Not everything needs to be independent, but the parts that define long-term risk and leverage should be.
These principles are part of our engineering handbook.
You can find the full set, including detailed explanations and context, on GitHub: