At Stripe, we don't have a separate product organization, which allows for closer involvement in product decisions by both the engineering manager and myself.

As Stripe has grown, we've placed a large emphasis on internal transparency, which has proven valuable for aligning everyone with the company's mission and ensuring access to information.

At Stripe, I saw that combining high energy, sound judgment, low ego, and small teams creates magic.

At Stripe, we developed operating principles instead of traditional company values, which helps candidates assess if they align with the company's culture before joining.

At Stripe, we have three meals a day at long tables to encourage human interaction. This setup significantly increases the amount of interaction among employees, which is crucial for maintaining a strong company culture as we grow.

At Stripe, the design process is collaborative, with designers, engineers, and product managers working closely together to ensure a coherent user experience.

The culture at Stripe emphasizes deep integration with users, encouraging everyone in the company to engage with the product and share feedback, which is crucial for creating well-designed products.

At Stripe, we encourage employees to take on challenges that may not be typical for their roles, such as managing teams. This approach allows individuals to grow and find their strengths, even if they initially struggle with leadership.

At Stripe, we focus on building roads for technology, enabling others to build their own solutions, rather than just creating products ourselves.