As an engineering team, we care deeply about how our customers and end users use our product. We focus on providing the right balance between ease of use and power-user oriented features. What this means is that engineers aren't building something just because their manager says so, but instead, everyone understands the use cases and how what they're working on brings value to the end users. By using the product and understanding our customer’s goals and behavior, we come to know the technology within this scope better than almost anyone else in the industry, and can therefore provide the best suggestions and strategy for how to solve problems.
“The customer comes first” is our #1 guiding principle. Everyone at Alto is genuinely passionate about our mission to create the most patient-centric pharmacy in the world. There are 125,000 deaths every year due to patients who do not take their medications properly -- those are 125,000 avoidable deaths. The current system is broken and getting your prescription meds are difficult and confusing: prior authorizations, renewals, high copays for drugs not covered by your insurance, travel to the brick-and-mortar pharmacy, and long lines or closed pharmacies. Alto removes the pain points to create a process that is now simple, friendly, and fully transparent. Given the statistics and adherence rates, Alto has saved an estimated 45 lives and we’re determined to save thousands more. If any of this resonates with you, please let us know. We'd love to hear from you!
Everything we do at Zeus is to provide the best experience for the owners and residents who use our service. We look for engineers who have a customer-first mindset and want to solve customer problems through technology. For owners, we pay them guaranteed rent and handle all of the work. For residents, we ensure they have a simple booking process and an amazing place to stay for a few months.
Our customers place a great deal of trust in us: owners are handing us their biggest financial asset and residents are spending tens of thousands of dollars with us. We take these responsibilities seriously and go above and beyond to make them happy. We approach our customer relationships with the mindset that we want them to be lifelong customers. To earn their trust, we are transparent with them, even if it’s bad in the short-term. We go out of our way to delight our customers with thoughtful gifts because we want them to know that we care about them. We personally call people who have negative experiences with Zeus so we can find out why and keep them as a customer. Any feedback we get, good or bad, is shared in a Slack channel so that everyone can read and learn from it.
The customer experience is so important to us that everyone at Zeus uses the product at least once so they can put themselves in the customer’s shoes. An employee stays in every new home on Zeus before a resident stays there as a quality check. It’s our version of “dogfooding.” We’re testing new programs for Zeus employees to stay in Zeus homes for months at a time and really immerse themselves as residents. We get tons of great feedback this way and there is no greater motivator than feeling the customer’s problems yourself.
Sonar was built to improve the interactions between businesses and their customers. To ensure that we are aligned with the needs of our customers (and of course, their customers), we rotate support so that everyone at the company can spend a day fielding questions and handling issues. While it can be difficult, this is how everyone can gain a true understanding of the current reality of our clients. We are close to our customers and are diligent about visiting their offices and getting feedback from the people who are using Sonar. Of course, there are various factors that shape our product roadmap but ultimately, the priority is the end product experience. Even as a small startup, we value building what our customers need over building what is easiest. For example, we never cut corners or make tradeoffs simply because of the limitations of our libraries. Instead, we’ll take the extra time to do it right.
Our company operates with a clear list of priorities, at the top of which, are our clients. Account managers know that they can leave a company-wide meeting if one of their clients needs something. It is understood that our customers are number one and come before anyone else. Our Wizards and partners come second which is why we do everything we can to make sure they feel welcome in our office. They are invited to go anywhere and make themselves at home. Many of our HQ meetings are focused on how to improve the experience for our Wizards and partners. HQ comes third, and then everyone else comes in fourth. What this means is that we don’t talk about or glamorize our investors and we don’t devote resources to create buzz in the press. No vanity. No clickbait marketing. At Eden, we stay focused on this hierarchy and always put our clients first.
1 Open Positions
We place the privacy and security of our users before all other concerns. Design and product decisions are driven by what will benefit our users. Our goal is to defeat mass surveillance and protect our users’ privacy. We are popular among journalists, leakers, politicians, activists, dissidents, and security professionals, but we also serve the general public. Our work is open source, so we engage our customers through Github, on social media and through our support staff. Engineers often interact with customers. Customer feedback has a significant influence on our roadmap.
Building a profitable business and doing right by your customers are not mutually exclusive. Our CEO, Tim, started the company with the belief that if he helped users make better financial decisions, revenue would follow. Our content team is the embodiment of that belief. While our editors and writers often know who our partners are, they do not know the terms of those relationships. Their objective is to help the user make the best possible decision, understanding that every user has a unique set of circumstances. Sometimes, the best decision is to work with a non-partner or to do nothing at all. By guiding users to the best possible decision, we build trust and a long-term relationship with the consumer. This provides the foundation for our $100M+ profitable business and drives the understanding that the best personal finance solutions are inherently customer-first.
Our product roadmap is driven by customer feedback. Everyone in the company has some exposure to customers, be it through shadowing sales and customer success calls, watching recorded user sessions, or participating in user interviews. We’re very driven by what the customer wants as opposed to using cool technology for technology’s sake. All of our product roadmap is driven by customer feedback, discussed, and prioritized by the whole team. We’re looking for engineers that always have their end user in mind.
Women sizes 14 and up are over 50% of the population of the US, yet on average they spend significantly less on fashion than their lower sized counterparts. The lack of product variety, poor/demeaning in-store experiences, and societal pressure all contribute to this. These are the problems we are solving for this customer every day at Dia. Every feature we build, every machine learning system we create, and every flow we optimize is aimed at improving the the customer experience. Engineers are fundamental to this process, and are expected to be looking at the data and thinking about the customer for each thing we build. We even style boxes for our customers as part of our onboarding!
We are an open-source project with over >7k community developers who contribute to our code. We have a Slack channel that has >4k members and we regularly interact with people in the channel. We actively seek feedback from the community, our customers, and view feedback as a necessary component in order to build a successful product.
Our customers vary from small startups like Inform Direct to large international organisations that have been around for decades like the charity Shelter. We like to work agile and give our customers lots of opportunity to give us feedback. We use Trello to allow our developers to communicate directly with our customers to get answers promptly and logged in the correct place. We always have at least two developers working any given software project. We typically have a single point of contact on the customer side, someone who is responsible for gathering information, answering our questions, and making decisions. We usually work with the customer remotely, but will have face to face meetings from time to time.
We build custom solutions for our clients. Thus, we need to understand their business and their pain points to build them a solution that will work for them. We work for a lot of smaller businesses or startups that are not yet widely known. Our bigger and more well-known clients are Bosch, Zurich, DA Direkt, SAP, and BASF.
How we communicate with our clients depends mostly on how the project is organised. If the client is part of our scrum team, engineers will communicate directly with the client. In more "traditionally managed" projects, communication is mostly channeled via PMs. When it comes to scrum, we do our meetings with the client in either our office or in theirs. Mostly, we try to rotate so that the client is regular visiting our offices as well. That seems to help to build trust in us when the client can "see" us work.
Since our marketing strategy is based on mouth to mouth propaganda, we make sure to deliver the best service to our clients.
Customers genuinely love our product. Don’t just take our word for it — check out what some of our customers have to say. Our workspace reflects our unwavering dedication to our customers. Our conference room names are inspired by our “Gustomers” (think Hair Salon, Cheese Market, Boba Shop), and we even have an office mural to showcase the many types of business owners we serve.
While our engineering team doesn’t interact with our customers on a day-to-day basis, we understand that every Gustie directly or indirectly impacts our over 60,000 customers (over 1% of all U.S. businesses!). Eddie Kim, our CTO and co-founder, put it best: “No matter what we’re building, we make sure every line of code has two subjects in mind: the people we work with and the people we serve. They’re the heroes and heroines of the programs we write. And when you instill that kind of spirit into your team, it somehow lights up everything you do.”
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Eaze has a unique first time experience - getting cannabis delivered in under 15 minutes creates a feeling of “Wow!” that our customers remember. The only way we win is by continuing to deliver on that amazing experience.
We work with many stakeholders, from dispensaries and drivers to cannabis brands. When given the choice to make something better for us or for our customers, we’ll always put the customer first.
Distributed Revision Control and Source Code Management
San Francisco, CA (HQ); Boulder, CO; Amsterdam; Tokyo; Remote (65%)
GitHub is a product made for developers, by developers. While GitHub is created for and used by individuals, teams and large enterprises, our number one priority is to provide an amazing developer experience. And we think we have a pretty good sense of what our users’ needs are, considering we are developers ourselves. As members of our own GitHub community, we built Explore, which makes it easy to stay up-to-date with currently trending repositories, browse collections of curated content related to a particular field, and find curated topic pages.
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While our customer base of YC partners and founders is small, they are a critical group of users. Our software supports everything we do at YC: founder applications, our public recommendation system where anyone can recommend a startup, the Startup School MOOC, our social network for founders called Bookface, our Demo Day software, and of course, Hacker News (though HN is run by a separate team of LISP hackers).
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Whether it’s your first week or your hundredth, as an engineer, you have the opportunity to connect with our customers directly. We obsess over customers. We ship fast and gather customer feedback through customer phone calls and on-site visits. This quick feedback loop allows us to build products that get at the root of what our customers are solving for, rather than simply building what we think they need.
15 Open Positions
Everything we do is motivated by the question: "What can we do to deliver real value to our customers?"
As engineers, we bear the ultimate responsibility for what our product does and are expected to fully understand the mindset of our clients and their daily struggles. We collaborate very closely with the business team and regularly listen in on customer calls (we aim for once a week). Our single engineer-cum-product-manager leads the effort of turning these learnings into a roadmap, broken down into actionable tasks. We then meet every two weeks to refine, prioritize, and assign those tasks. We think of product development as an engineering function and strive for everyone on the team to have the necessary exposure and latitude to be strong drivers of customer happiness.
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 empathise with all of these people, and win them over as supporters and even promoters, we can’t succeed.
That’s why our customers have to come first. But how do we actually put them first?
For the last several decades, city planners and officials have been hand-drawing routes on paper printouts. The process of shifting a bus route a few blocks requires discussions and debates between so many players, from state and local agencies to community groups, can take months. Knowing and understanding this process and the problems our customers face is the first step, and must be done before building out the solutions.
We are already working with 225+ cities in the US, including San Jose, Oakland, and Boston, and have cities in 9 other countries using Remix including Australia, Canada, and even Iceland. This year, we’re actively expanding our international presence and we certainly can’t do it alone. If you want to join us or reach out for any other reason, we’d love to hear from you!
Whether it is one of the dozens of health insurers who use Relay to improve member outcomes, or one of the nation's largest cable companies leveraging our technology to proactively guide customers as they move addresses, Relay’s technology transforms the way businesses communicate with their customers. We constantly evaluate our product through the lens of Relay customers to understand how it can help them achieve their goals and better engage with their customers. When implementing new features and functionality, we make sure to track engagement, adoption, and satisfaction. Moreover, we constantly seek feedback from customers to inform our product roadmap to generate new ideas and insights.
ClearBrain’s customers are growth teams at large, fast-growing consumer apps, and services with very large amounts of first-party event data (think: terabytes). Our mission is to multiply their data science capabilities by allowing them to build and iterate on machine learning models in minutes, not weeks, and all without code. When we succeed, we save our customers huge amounts of human effort by automating data syncing, feature engineering, model updates, user scoring, and creating and updating smart audiences every day or week for them.
We are always thinking of our customers. Grant gives a customer overview every week to share learnings and case studies from customers and prospects. We share all of our customer meeting notes in Slack. An engineer at ClearBrain will be present at one or more customer meetings every week, to see see first hand how our work is being used and capture new potential product directions. Case in point, we once had a customer thoroughly critique our UI which inspired Theo to proactively revamp our visualizations for 2 weeks straight.
The majority of new features we build for our product are motivated directly by customer feedback. We meet with our customers several times per month to assess how they’re using our product and diagnose latent needs. Often times, we’ll build things they haven’t directly asked for, but have observed them doing manually in the context of our product. When we approach feature development, we approach it from a perspective of what most effectively solves their problem rather than what shiny new tech to use. We prioritize functionality over complexity.
Our customers range from marketers to product managers to app developers, who want to create powerful customer experiences using deep linking and understand and leverage its value using attribution -- and we make this extremely easy. Check out some case studies on how some of the largest mobile app developers like AirBnb and Instacart are using Branch. By having such great relationships with our customers, we have access to an incredible amount of direct feedback to help guide our product and engineering decisions. Our goal as a company is to help our customers grow their apps and we take that into account in every decision we make.
Our retail clients include small mom-and-pop delivery services, large dispensary brands with multiple locations, and everything in between. Our Sales and Customer Success teams receive feedback everyday from each type of client. Every two weeks, our Sales, Customer Success and Engineering Teams get together for a product meeting to discuss the feedback and how it should affect our roadmap. For larger projects, our team makes in-person visits to our clients to understand the in-and-outs of their processes. Only with better insights on how our clients do business can we design a better, more efficient product for them to use.
1 Open Positions
Our motto is to “build the right thing fast, instead of the wrong thing, right.”
We are a small engineering team that is insanely driven by solving customer problems. We're passionate about software development, cloud architecture, microservices, containers, and tooling that enables engineering teams to be more efficient.
Our engineering team is part of the weekly product experiments meetings and are involved from ideation to feature delivery. Because we are building a tool for other engineers, the feedback we get from our engineers is extremely valuable. We use Slack to communicate with each other. More importantly, all of our customers are invited to our Slack workspace for real-time feedback on newly developed features.
We move quickly and try to deliver at least 1 new experiment every week. In order to accomplish this goal, we highly value and depend on automation. After each peer code review, a merge to master delivers the code directly to production, all fully automated. Our deployment pipeline is composed of automated tests, canarying and blue/green deployments.
We are a customer-driven company. One of our mottos is, “One hour with a customer is worth 8 hours in the office.” We are building Armory as a series of Russian stacking dolls with the customer at the center, which is why we open a Slack channel for everyone one of our customers. We currently have more inbound demand that we can service and have a solid group of customers like Lookout, Scopely, and Makerbot. Many companies recognize the need for a solution like our platform and they are finding us.
As a company, we believe that the one thing we can’t change is our mission to help creative people create. Our platform is a reflection of this. We make decisions, build, and change features with our end users in mind and as our core decision-making framework.
Our customers are a diverse group of passionate creatives and entrepreneurs, and their energy animates everything we do at BackerKit! One of the best parts about working at BackerKit is seeing the cool and diverse projects that our customers are creating. We are also incredibly lucky to work with BackerKats who are creators themselves. We learn from our customers as well as from one another, and it is truly magical when those groups overlap. In fact, BackerKit will match up to 10% of funding for any employee who launches their own crowdfunding campaign! We support all creatives, including the ones on our team.
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