Our most important core value, we only exist thanks to our customers.

Happy customers are fundamental for growth, success and sustainability. We care more about making our customers happy than making more money.

Small details matter in every interaction with our customers. Perception and brand are largely built on details; it's the difference between good, excellent and exceptional. There's an opportunity to add value with every interaction and this creates the perception of our product experience and brand.

Let's empower ourselves to solve problems and say yes, considering the customer's collective interest. This value also applies internally when working cross-functionally with other teams!

Normal companies don't make history or leave a positive and lasting impact on the world. Normal is never what we should aspire to be or use to define ourselves, our work or our reasoning. This can be thought of in 2 sections:

1. Competitors

   • What our competitors do is normal. We have to at least match what they're doing and, in most cases, we should surpass it.

2. Our experiences

   • Regardless of whether we come from different companies or have experience with Indrox, we should challenge our status quo. Ask yourself if you're doing things in the most optimal way.
   • Or is there a better way? Be open to challenging what you know is normal.

We are built on the principle of doing things differently by people who don't subscribe to the status quo or settle for good enough. Be proactive and think outside the box to get ahead of challenges and don't be afraid of change.

Every person at Indrox is evaluated by their growth mindset. Growth leads to fulfillment, happiness and success.

We can't do everything at once, but we can change things in small increments. Iteration really matters in growth, through experimentation and testing. The reality is that things change often and it's much better to iterate in small cycles and not overvalue long, extended projects.

Growth happens with progress towards perfection. We stop when trying to make it perfect when the fastest growth is incremental. We're not afraid to fail slightly, as long as we learn and don't repeat the same mistakes.

We believe perfection is possible. Even if it doesn't seem like perfection is achievable, we should still believe it; but we won't get there overnight.

There's a balance between challenging directly and caring personally. Be open with context and direct with your opinions, without being rude.

Don't "manage up"; say what you need to whoever needs it. This helps us avoid a "political work environment" where too much friction is created to achieve something. You're empowered to go directly to whoever you need and not go behind people's backs or talk to their managers; it's inefficient and creates a toxic culture.

Do what's best for the company, not what's best for you. We are ONE team.

Be direct and go direct. Say what you feel, be positive, optimistic and assume good intentions.

Context is important. Negative perception usually comes from lack of context behind a decision. Always assume that, if you have a negative opinion about something that happened, you're missing context. As we grow, there's a lot of context that isn't shared. If you're missing something, go to that person and ask for more context.

Transparency ultimately leads to efficiency, and our product enables maximum transparency.

With great goals comes hard work, but time is too valuable not to have fun along the way. We are a team that strives for greatness, transparency, respect; our goal is to create a safe space to really show up and be vulnerable, be bold, daring, agree, disagree, laugh, cry, experiment and play.

Not everything is urgent. If everything is urgent, then nothing is urgent. Consider our work with "qualified urgency" since everything we do should align with our strategy.

Everyone is responsible for creating a great culture at Indrox. We're all in this together. While not every minute of work can be joyful, overall we should enjoy what we do and have fun with the people we work with.

A successful company creates value and, from that value, has the opportunity to give back to the world. A significant portion of the value we create is distributed to causes that benefit random people going through hardships. We ensure our team and their families who are going through difficult times are cared for through internal acts of kindness.

Don't do it for the label or recognition, do it for what happens after the action. What is the ripple effect and is something positive really being done? We can assume this as a company and as individuals. Are we being net positive in our daily lives inside and outside of work?