Our Values
Before the list, one word about "culture."
Culture is many minds running on one shared system. Not a single person. Not your manager. Not your founder. It is all of us, together, in everything we do as a team. Every line of code. Every reply to a customer. Every call on what is "good enough." That is culture, forming in real time.
These six values are how we keep that system coherent.
1. No titles. Just work.
We do not float above the work.
The person who owns the strategy also writes the doc. The engineer who designed the system also chases the flaky test. A new hire ships to production in their first week; someone a decade in still jumps into the support queue when it backs up. The more senior you are here, the closer to the work you tend to be — not further from it.
There is no big work and no small work. There is just the work. If it needs doing and you can do it, you do it. Title never enters the conversation. Rolling up your sleeves is not optional at Plane. It is the baseline.
2. See it. Own it.
If you see something broken, it is yours.
A bug in a flow you do not own. A typo in someone else's doc. A customer waiting too long in a channel no one watches. A process leaking time across two teams. You do not file it away and hope someone else notices. You fix it, or you find the person who can and make sure it lands.
Ownership here is not scoped to your role. It is scoped to what you notice.
3. All in. Always.
We do not dabble. We do not hedge. We do not split our attention across five things and hope one of them works.
When we pick a direction, we go. Fully. With everything we have. No quiet side bets. No half-measure to fall back on when it gets hard.
Going all in is uncomfortable, because it removes your excuses. That is the point. We would rather bet big and learn fast than play it safe and stay average.
"The speed of light is my shorthand for what's the limit of what physics can do. Every single thing we do is compared against the speed of light. Memory speed, math speed, power, cost, time, effort, number of people, manufacturing."
Jensen Huang, The NVIDIA Way
This is the standard we are building for.
4. Live on the edge.
The day this job feels easy is the day you stop growing. And the day Plane stops getting better.
We expect everyone here to work just past what they are sure they can do. New scope. New skills. Harder problems. Feedback that stings because it is honest. The edge is where the learning is, and we want every person at Plane standing on it.
If you are cruising, that is a signal. Not a reward.
5. Say it. Ship it.
We say things plainly. We do not soften feedback until the signal disappears. We do not sit on bad news. We do not route disagreement through three layers of politics before anyone is allowed to push back.
And we ship.
We have process — we are not chaotic — but the pace at which we move will surprise you in your first month. Ideas go live in days. Decisions get made in a Slack thread, not a six-person meeting. People here would rather fix the problem in front of them than schedule a call about who should fix it.
You are stepping into a fast, intense, slightly crazy world. That is not a warning. That is the best part of working here.
6. Low ego. High trust.
The fastest companies in the world are not the ones with the smartest people. They are the ones where smart people disagree without it turning personal, decide quickly, and move.
That takes two things from each of us.
Low ego. You are not your idea. When someone pokes a hole in your plan, that is a gift, not an attack. You hold your work loosely. You change your mind when the argument is better. You do not need to be the smartest person in the room. You need the room to make the best decision.
High trust. You assume the best of the person on the other side. That the PR they shipped was the best call they could make with what they knew. That the question they are asking is in good faith. That if they are pushing back, it is because they care about the same outcome you do.
Disagree hard. Decide once. Commit fully. Then go.