Engineering culture isn't a perk.
It's a system.
We use behavioral economics and design thinking to build the rituals, defaults and feedback loops that make great distributed teams inevitable.
Three systems, one culture
Onboarding that sticks
Design the first 90 days as a behavioral funnel. Cut friction, set the defaults that compound, and make ramp time a metric you control.
90% of people never change a default — so we design the default, not the policy. Every engagement starts with a teardown of where your current system leaks attention, trust, and time.
You leave with a prioritized map of nudges, ranked by effort and expected lift.
From teardown to habit
Diagnose
A two-week teardown of your rituals, defaults and feedback loops. We find where the system leaks.
Design
Co-design the nudges with your leads. Small, reversible changes ranked by expected lift.
Embed
Ship the rituals, instrument the signals, and hand your team the playbook to run it themselves.
The numbers rock
They didn't hand us a culture deck. They rewired how our distributed team actually works — and the calendar got lighter.
The obvious ones
No. We redesign the actual mechanics — defaults, cadences, feedback timing — and instrument them. Workshops are optional; behavior change is the deliverable.