It wasn’t long after the company’s founding that Mike Trionfo, CTO, recognized that he would need to increasingly hire more engineers to keep up with the platform’s explosive growth. He knew that he had a high-performing team, but was concerned that they might lose momentum at scale. Trionfo and his team wanted to ensure that they would continue to value accountability, transparency, and being challenged to improve as they grew.
"We wanted new hires to come into an environment where the culture is defined, and the expectations are clear," Trionfo recalls. "We wanted to scale that growth-oriented mindset."
At the same time, the engineering team was having discussions about ways they could improve. They didn’t feel like their processes were as good as they could be — the engineers weren’t coming to work and getting as much out of their days as they wanted to. "We knew in our guts that there was more we could be doing," he says. "It was obvious to me at that point that if we wanted to level-up as a team, and be able to scale effectively, we needed data that would show us how we were doing."