Inside the box: how we work
We make product decisions in stores and contact centres, not in meeting rooms. That is why everyone on the team spends time in the field.
Before designing a feature, we made it a rule to spend a day beside the person who will use it. A screen built without knowing the pace at the till, the store manager’s morning routine or the question the contact centre repeats all day looks right on paper and slows people down in practice.
Small teams, short distance
We keep product, engineering and field teams at the same table rather than on separate floors. The shorter the distance between a piece of customer feedback and the code it becomes, the more honest the product stays.
A product becomes good the day it makes the job easier for the person in the field — not the day it looks good in a demo.
That is what we look for when hiring, too: less which technologies someone has used, more how curious they are about understanding the other person’s work. Teaching someone to code is easier than teaching curiosity.
The weekly rhythm
We start the week with notes from the field: which customer could not ask for something last week, which screen slowed someone down. Those notes go straight into the roadmap; they do not wait in a separate "requests" list. On Fridays we show something that works, however small — a screen, not a slide.
We have no strict rule about remote or office work; our only rule is that whoever does a piece of work has seen who it is for. Code written by a developer who once stood in a store and watched the till is different from code written by someone who has not.
