gabriel

It’s super interesting for me to see how many successful companies had this kind of setup, where products got created from a place of passion and as soon as they start to speculate on what the market wants in order to make more money, they inevitably start to fail because all you’re looking at is the present situation, not how it’s going to be in

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There is one meeting across the whole company once a week, but we minimize these so people don't have to wake up super early or go to bed very late.  We care about work-life balance. Lots of team members have kids, and we respect people's free time.

Adapting Maslow’s hierarchy of needs, I proposed a pyramid of needs for Futureland, with basic usability as it’s foundation.

Everybody wants to have a village, but few are willing to be villagers. Building presence takes work. It requires vulnerability, patience, and the willingness to show up even when the room is not full. That might mean hosting an event for ten people when you have ten thousand followers. The cost of community is inconvenience.

Meeting in person and knowing each other outside work creates a different type of bond. We try to do continent-wide meetups focused on smaller groups.  Planning in person is also beneficial because  spending time on Zoom is exhausting.