company culture

independent decision-making

we encourage independent decision-making by employees.

We share information openly

We share information openly, broadly, and deliberately.

we are extraordinarily candid

we are extraordinarily candid with each other.

avoid rules

we avoid rules and processes.

our values

Below are our values, the specific behaviours and skills we care about most. The more these values sound like you, and describe people you want to work with, the more likely you will thrive at Gixel.

How we live our values

It’s easy to write admirable values; it’s harder to live them, therefor we want everyone to help each other live the values.

being Role models

We hold each other responsible for being role models.

give Feedback

We work hard to get people to give each other professional, constructive feedback - up, down and across the organisation - on a continual basis. even if it is uncomfortable to do so.

invest time

We invest time to make giving and receiving feedback a normal part of work life. Because we believe we will learn faster and build strong professional relationships.

we are all fallible

Leaders demonstrate that we are all fallible and open to feedback.

Freedom and Responsibility

There are companies where people ignore trash on the floor in the office, leaving it for someone else to pick it up, and there are companies where people in the office lean down to pick up the trash they see, as they would at home. We try hard to be the latter, a company where everyone feels a sense of responsibility to do the right thing to help the company at every juncture.

Picking up the trash is the metaphor for taking care of problems, small and large, and never thinking “that’s not my job.” We don’t have rules about picking up real or metaphoric trash. We try to create a sense of ownership so that this behaviour comes naturally.

Our goal is to inspire people more than manage them. We trust our teams to do what they think is best for Gixel — giving them lots of freedom, power, and information in support of their decisions. In turn, this generates a sense of responsibility and self-discipline that drives us to do great work that benefits the company.

working together


For every significant decision there is a responsible captain of the ship who makes a judgment call after sharing and digesting others’ views.

When the captain of any particular decision is reasonably confident of the right bet for us to take, they decide and we take that bet. Once the captain makes a decision, we expect everyone to help make it as successful as possible.

Afterwards, as the impact becomes clearer, we reflect on the decision, and see if we could do even better in the future.

Disagree Openly

If you disagree on a material issue, it is your responsibility to explain why you disagree, ideally in both discussion and in writing. Silent disagreement is unacceptable and unproductive.

Context not Control

We want employees to be great independent decision makers, and to only consult their manager when they are unsure of the right decision. The leader's job at every level is to set clear context so that others have the right information to make generally great decisions.

We tell people not to seek to please their boss. Instead, seek to serve the business.

We do not seek to preserve our culture — we seek to improve it.

Every person who joins us helps to shape and evolve the culture further. We find new ways to accomplish more together.