The Principles

Once agreed on the Principles - we agreed on many decisions based on them. Teammates leverage the agreed principles to make their judgements and decisions aligned with the common goal without infinite reconciliations. So they move faster and hit targets.

Generally, new companies
. The only reason is their new culture which can solve creativity paradoxes and punch through legacy players.

I commit to:

Put clients first, ego last
Demand exceptional performance from myself and teammates
Give candid feedback and eliminate talking behind the back
Use stress to grow and never give up, never quit
By doing the above, I will build the culture of Freedom and Responsibility for mission driven


Culture is born in the war of economic selection. Culture is the war between the past and the future. Once a greater culture is born, it erases cultures of the past. Past cultures strive to survive and thus the war is imminent. That is evolution.

Thankfully the war is now on the markets. Cultures compete for clients via products and prices instead of guns. Thus the war is now global and ligtning fast. Evolve culture lightning fast or die.

Culture is not something what we have in our hearts. It is not a set of our beliefs. Culture is a set of actions. Who you are is what you do. Culture is how and which decisions are made, especially if no one sees.

We have beliefs and Principles and we will do everything to make them working. We leverage shocking rules to make it clear.
For example, if one is not following the Rule to be the client of the product her is building - her would not be able to build it.

We commit to follow LATOKEN Principles. If we violate any of them we report it, make our best to fix mistake and learn from the failure. We help teammates to follow the principles. If we think one is violating the principles - we will tell about it to her or speak up to her supervisor, and of course would not talk behind a person’s back.

Our Goal of Life is to make the world better with a product
Otherwise, what one would do in a startup? Why startup needs tension originated by conflicts of other goals with the innovator’s mission? How one would choose the right priorities? There will be constant tensions with our principles such as Client First, Ego Last or Never waste time or Get out of comfort.

2. Clients First, Ego Last
We are the users.
Be the client of the product you are building.
Align each task
and second of your life with the clients success. Architect 200 tn of your synapses and 100x more of synapses around for your life mission lasting beyond your body life.
Feel grievance about client
, not about yourself. Clients are not for serving our egos of being the rulers of the future.
Get shit done
- do whatever is needed for the future client success, not for career or money or comfort.

3. Become a Visionary Over Achiever
Envision the future
we are building and be responsible for this future, clients, company, and teammates.
Shine this vision
to teammates, so they see how their tasks move to the envisioned future.
Set priorities
and hit the target in a single bullet.
Make clear
OKRs, or any progress or failure.
Take the full responsibility.
Everyone is responsible for her daily tasks, sprint, goals, clients and for the entire planet for the future to come. Everyone can change the world.
Have your highest-performance responsibility area
, limit jumping around. Know who you are and what is your personal mission.
Take a reasonable risk
. Tolerate mistakes and do not tolerate incompetence. Mistakes are ok, if reported and learned. If you suffer - good, it means you are growing.
Get out of comfort to grow
- comfort means death of innovation and creativity. Comfort means you do not have stretched goals to grow to change the world. Do not waste life in comfort as you decided to be start-upper if you are reading it.
Align your life with the mission.
Every evening or weekend you have meaningful time with yourself, teammates, your relatives and friends helpful to achieve your mission. Isn’t it?
Think big.
Count in second- and third-order consequences.

4. Magnet Top World Talent to Every Role
Raise the bar
with any hire. Newcomers must be better than we are today, so we become greater tomorrow.
Everyone is responsible for hiring.
Managers are promoted based on their ability to attract and develop top talent.
Brutal candor
: we embrace the tough love to give and get real feedback openly to grow. No politics, no backtalk allowed. If you disagree with a supervisor or group decision you tell it openly and immediately, no second after talks. If you would not say something to a person face, you would not say it at her absence.
We are radically conscious
and make an effort to comprehend deeply counterintuitive innovations. Those who rest on astrology and metaphysics would not survive a week there.
Never waste time.
If we go to a date, we learn or build something moving forward to our mission and are open about it. When we walk or work out we listen to audiobooks of Titans.
Magnet the top people
whose culture you want to pass in generations and free space for them from legacy cultures of comfort zones.

5. Always Learn, especially From Failures, Enemies and Titans
Mistake is ok if used for learning
. Hiding mistakes is a crime. We ask for help when getting stuck or feel incompetent.
Double effort
when failed. Learning how to get out of shit is the greatest one. Get shit done.
Discover the root
problem. Ask “why did it happen 4 times to get in-depth insight what should be fixed.
We do not defend
or excuse our ego. We focus on how to get things done. And protect our assets such as clients loyalty and success, culture and processes.
Enemies are our best friends
as they force us to learn complex things.
Learn from Titans.
Read their Books (legendary founders and investors, not info-businessmen).
Excel to shift
the highest world benchmarks. Find a 10x better way to do things. Leverage weekend hackathons to find a no-code tool.

6. Create Feedback Loops
We do calls with clients
and product testing.
Clients insights
are shared by Client success managers, QA, SMM and everybody.
We vote
to express our team opinion and react on important posts in Slack.

7. Be Ethically and Radically Transparent
Grandma should understand
your OKRs, tasks, and failures at first glance.
must be “Who needs What because of Why”.
Give open feedback
. We do not hide our opinions and never backtalk. If we suffer from our openness - this mean we are growing. If we see something unethical or if we are unhappy, it is our job to speak up.
Prefer productive open conflict
to find a great solution over tacit compromise over mediocracy.
Negative feedback
in public is better than no feedback. Especially if one demonstrate negligence to the principles.
Never do backtalk or gossip
. We share with others only what we would say if the other person was in the room. If we discuss a misalignment - it should be heard by the person or her supervisors as we want to correct it. Otherwise it is likely to be collusion against a teammate, and potentially against all teammates and clients. We stop and report backtalk.
We ask for help
when getting stuck or feel incompetent.
Keep confidential
data under lock such as client personal data, salaries, bonuses, procedures related to security.
Report to supervisor
and CEO if the Principles or Code of Ethics are violated or not working well.

I am joining LATOKEN because I believe in the mission to put money at people’s fingertips to build and co-own the future.

I am joining LATOKEN because I believe in the Principles, will act accordingly to them and will do everything I can to make them working perfectly for the mission..

I will demand from others to perform and use my critical reasoning and high standards if hear excuses for adequate or lack of performance.

Principles to benefit clients

Ensure principles are used to build great product for clients. Report if Principles are misused. Slack had “empathy” as a top value, however some employees started to use it against candid feedback... what happened - see in this video.

Screenshot 2020-08-13 at 20.31.57.png

How do we help the Principles to work. Learn:
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