Engineering Team at Treasury Prime

We often solve problems that others haven’t solved before and need to come up with creative solutions that use our unique skill set.

Banking can be a very dry subject, with many arcane corners, but doing it right is a powerful lever for change. We’re talking about modernizing 19% of the entire U.S. economy and that should excite you!

Banks and their customers in the U.S. are often woefully behind, stuck using the first-generation technology from 30 years ago. None of these systems are connected, but we're trying to create a unified platform that can enable any fintech, as well as the bank itself, to build on top of it.

We’re not starting with a blank sheet of paper; instead, we’re starting with a tangle of multiple long pieces of yarn and trying to make a sweater. It takes some creativity (and bravery) to see the tangle, envision the sweater, and dive in to make it happen.

If you love (or can learn to love) building a product that empowers developers and banks to build new products, then we'd love to hear from you!

We start with the basics: every team member is inherently worthwhile and we all deserve each other’s respect.

Companies are groups of people working together, trying to accomplish a common goal. A company can only reach its full potential when the people there all respect one another, listen to each other, and work together.

We value richness in perspective, experience, and background and have already built a team that is well represented across multiple dimensions. As we grow, every new hire as an opportunity to add richness to our team (and avoid creating a monoculture), which is why we eliminate interview practices that introduce biases like whiteboard interviews. We’re open to folks from any educational or professional background as long as they are eager to learn and grow into the role.

Inclusion is important to us on a daily basis, not just in who or how we hire. We practice it through the following principles every day:

• Everyone has a chance, and is encouraged, to speak once before anyone speaks twice. It’s hard to do sometimes, because we’re passionate about what we’re working on, but we try to enforce this policy during all of our meetings. Everyone should be able to say what they are thinking.
• Assume good intentions. We remind ourselves that in all but the most outrageous cases, people want to do the right thing. When they act, they are trying to help.
• Create space for different cultural norms. People should be able to make contributions without adjusting who they are in the workplace. That's how we all succeed together.

If we make our customer happy, we will be happy.

Our APIs allow companies to connect to banks. We consider both sides of the connection to be our customers, and it is our job to make sure both sides are happy.

At both banks and companies, we interact with a wide range of people, including CEOs, executives, project managers, engineers, and administrative staff. Each and every one is not only vital to our success, but also greatly impacted by what we’re implementing. If we don’t empathize with all of these people, and win them over as supporters and even promoters, we can’t succeed.

Putting customers first is foundational to how we operate:

• Our first non-founder hire was our VP of Customer Success – we consider it that important.
• Some conversations are best in person, and we travel to visit customers whenever they agree. By visiting their environment, meeting the whole team, eating in their cafeteria, we learn so much more than we can on the phone.
• We strive for efficient customer communications, fast responses directly between the people who have the information and are working on the issues, using the communications method most effective given the issues at hand.
• We’ve heard from many of our customers that they are tired of technology providers who take their money and then don’t really care if they achieve the desired results. We take that closely to heart, even to go so far as to structure our pricing so that if they don’t use our system, they don’t pay.

An informed team member is an empowered team member.

Each of us has experienced what it feels like at other companies when decision making is divorced from facts on the ground. It is extremely demoralizing when you are the expert and are not empowered to make important decisions or even sit at the table where they are made. Not only does it stifle individuals at a company, but it is also a sign of poor leadership that will likely make bad decisions, and eventually lead the company in the wrong direction.

Our approach is to practice email transparency and share all information (except when it specifically has to be confidential – e.g., HR information). We embrace the accountability that this brings. By having access to all information, individuals can make informed decisions. Additionally, it encourages people to reach out and get any additional information they need: engineers visit banks to understand how they work and form a relationship and our customer success team frequently collaborates with engineers on prioritization and debugging.

Our management philosophy can be summed up as: one team with each individual having the responsibility and authority to get their job done. If your problem goes beyond your domain, then it’s up to you to get help from another person and ultimately bring that project across the finish line.

We have great benefits, and buying you lunch is one of them.

We’re a small, lively team who honestly enjoy each other’s company. We reimburse your lunch on work days, and we love spending the time together to enjoy good food, unwind, and talk about world events, our lives outside of work, or that burning product issue we’re so passionate about.

Plans are fluid: sometimes we go out but mostly we bring food back to the office. (Choosing where to grab lunch is often a lively conversation!) Of course, participation is not mandatory, but we’ll miss you on the days you have other plans.

We have a long-term commitment to new learning and every new hire gets both a buddy and mentor.

We’re a very experienced team, much more so than the average startup, and we all regularly take on new roles and learn from each other. We’re committed to personal growth out of necessity, and also because we love it in our own lives. On a small, start-up team, you need people willing to try everything, and the team needs to create a safe place for people to try new things. We couldn’t get everything done any other way.

When you first join our team, you’ll be matched up with at least one mentor based on what we learn about you during our hiring and onboarding process. New employees meet one-on-one with their mentor every week. These meetings are just to run through the events of the day/week, and are often taken outside during short walks and coffee breaks.

We’re a good home to both experienced and new engineers.

The team is made up of several experienced developers who all have had great success training less experienced engineers in the past.

Our team has trained and helped many junior engineers over our careers. We have taken a biologist who wanted to change careers, taught them functional programming, and seen them go on to have a great engineering career. We’ve helped someone with no startup experience transition from a sales role into product management. We’ve mentored a new grad into a QA engineering path. We can't teach you to have great analytical ability, but we can teach you the skills and tools to be a successful engineer.

We trust that you can manage your own schedule.

We don't care about how long you sit at your desk or when you come into the office as long as you can complete your tasks in a timely manner. We want you to work when you’re at your most productive.

Some of us work from home when we have other life obligations, such as picking up children from school/daycare or fostering kittens. We're usually in the office between 9am and 5pm, but only because that’s the schedule that works best for most people. Some of our team members come in earlier or later, depending on what’s most convenient for their lifestyles.

Our emphasis on transparency and open communication allows us to keep the whole team informed, regardless of who's in the office or when. We have daily video conferences to ensure that everyone is in sync, and we keep our calendars regularly updated to schedule meetings that everyone can attend.

We also have an open vacation policy and a two-week minimum – we’ll send you home in December if we have to!