Reforge

“I believe we are at just around a 150 total employees across the whole company right now. That doesn't include our executives and residents, subject matter experts, and the partners we work with. That's full-time employees working on the business.”

“Of our executives in residence, I would say most Now we're exploring this kind of like advisory, fractional, or otherwise portfolio-based approach to their futures. Whereas most of them came from full-time roles beforehand.”

“Through a lot of the macroeconomic changes, we massively flattened the org. We converted a lot of managers back into what we call Captain IC roles... We changed our entire compensation structure so that there is zero compensation trade-off, whether you just wa…”

“All of this AI tooling is going to give these like super ICs, these captain level ICs, even more leverage in solving problems and their creation abilities as part of that. And so I think in the future, what we're going to see, and I'm not the first one to say …”

“I actually think most of the meat that is actionable, that helps you define not only what to build from a product perspective, but how your growth motion and growth model should work is actually defined in the use case that you're going after and the different…”

“Culture is really about being super opinionated and actually acknowledging this is not a place for everybody. And you've got to encode those values that actually say, this is a place for who as well as for who it's not.”

“As the team grows, a lot more of the initiatives and ideas obviously come bottoms up from the organization. But oftentimes by the time it would get to me, the person would have taken an approach or all of these filters would have gotten put in place. They woul…”

“If you want to gain traction around something, you often should be looking at what everybody is doing, and then try, and the purpose of looking at what everybody is doing is not to necessarily understand Those best practices so that you can repeat them. Your g…”

“It's not about being specific about who you're solving for. It's about being specific about who you aren't solving for. I've found like that is the thing that ends up being the one that helps being the better guardrail for a team.”

“Even in our hiring combos, 80 to 90% of the decision is based on Either some type of portfolio review or some type of what we call a simulation.”