These are the commitments I make to our Tribe.
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As CEO of Armory, I have four primary areas of responsibility:
Set the vision of the company and the strategy to achieve it: The Software Revolution means a company’s ability to get software in the hands of users will define its ability to compete.  Our ten year vision is to create a platform that helps Global 2,000 enterprises ship better software, which is a requirement to compete as software invades their industries. Our immediate mission is to make software deployments boring-- vs. today's fire drills-- which is the first step for the G2K as they start to prioritize making software a core competency. Even the best boardroom strategy is meaningless in a software-first world without the ability to continuously deploy software in the background without downtime and errors. We inject safety, velocity and intelligence into the software deployment process.
Hire and retain exceptional talent: We do not compromise on our people. We prioritize our people through our actions, not just our words. It is my job to surround myself -- and each of you-- with people that are smarter than the people already here. We will always work to increase the caliber of our team, and that means not being shy about quickly moving non-performers out of the company. We will be transparent about how well each of us is performing so there are no surprises.  That goes for me just as much as any of you.
Ensure there's enough money in the bank: Cash is the oxygen that enables us to execute, and it's my job to make sure you don't need to worry about it.  Here’s your main responsibility in this area: When you spend the company's money, do it in a way that's best for the company. It's that simple. A one sentence expense policy.
Foster a Tribe culture: We-- and the families that support us-- are not just employees. We are a Tribe in every sense of the word. The important people in each of our lives are the ones that enable us to succeed  and we celebrate their contribution to our Tribe. Our events are family friendly. We offer a companion airplane ticket when we send you to conferences. We offer unlimited PTO because we focus on your output, not your inputs. We continue to vest your stock options when you go back to school and return to our Tribe afterwards, and we give you 10 years to exercise your options (instead of the standard 90 days) to recognize the effort you've put into building value with us.
Want to dig in deeper?
: Software will be in everything over the next decade. Today there's no concept of our "clothes not working" or "our walls not working,” but as software permeates our lives, the relationship a user has with any Global 2000 company will be defined by how effectively it can ship software without breaking customer trust. When your car stops driving you (or worse) because of a software failure, you'll very much care.
: We are a continuous learning organization. We use OKRs to create clear prioritization that flows from our vision and strategy. A manager's #1 job is to ensure the success of his or her team.
: More broadly, my job when we're in startup mode goes beyond fundraising: To ensure each of you can succeed at your jobs without having to think about anything that distracts you from doing so.
: Startups are, by definition, impossible -- otherwise someone would’ve already done it. It takes a Tribe, not just employees, to overcome the impossible nature of a startup.