Armory CEO Manifesto

These are the commitments I make to every new hire that joins our tribe.

Want To Join Us? We're recently raised a $10MM Series A, and we're hiring for many positions. Get a peek under the hood of life at Armory.

As CEO of Armory, I have four top priorities:

1) Craft and communicate why Armory exists: Software is the highest-leverage way to improve humanity. Which also makes software the highest-leverage way to unlock enterprise value for companies. As software eats the world, and then models run the world, a person’s ability to deliver software with speed at scale will define their ability to innovate & compete. Armory unlocks innovation by accelerating software delivery to enable those winners. Armory's mission is to solve delivery to the point where nobody knows that it happens. If you can run code on your personal device, Armory can deliver it with safety & velocity, and scale it to a worldwide audience in the cloud, automagically.

Read more in our Company Manifesto.

2) 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. [2] That goes for me just as much as any of you.

3) 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. [3] 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.

4) Communicate and enforce our Core Values: Armory has three core values that all of us deeply believe in:

We are obsessed with customer success.

  • We are continually customer-driven
  • Our customers (not us) define the value we’re providing them
  • Customer needs drive how we prioritize features

We are data and empathy-driven.

  • We make decisions with data (and we prioritize getting that data)
  • We can disagree & discuss, and then we commit (aka we “get on the bus” together).

Business runs on relationships. And relationships run on emotions. Empathy is the ability to understand and share the feelings of another. Empathy drives our internal and external interactions:

  • With each other (we work to ensure the success of those around us)
  • With our tribe [4] (we understand and prioritize those that support us)
  • With candidates (we prioritize the candidate experience)
  • With prospects (we work to understand the pain they are feeling that we can solve for)
  • With customers (we work to turn our customers into heroes within their organizations)

We have a culture of experimentation.

  • Before we hire for a new role, we try doing it ourselves to really understand what’s needed for it to be successful.
  • We retrospect on our (and the company’s) success and failures.
  • We treat our culture like our product — we experiment with it, and we use the resulting data to guide us and optimize it. This means that at any point in time we may be trying strange or unconventional things. Some of those things could make you uncomfortable — like our salary transparency experiment. The most important thing is that you be willing to experiment through any discomfort, and share your feelings openly as we retrospect so we can use those as data points to optimize our outcomes.

Learn More:


[1]: Software will be in everything over the next decade. Enterprises that learn to extract more enterprise value through software will out-compete those that don't. 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.

[2]: We are a continuous learning organization. We use KPIs and OKRs to create clear prioritization & execution that flows from our vision and strategy. A manager's #1 job is to ensure the success of his or her team.

[3]: 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.

[4]: 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. We-- and the families that support us-- are a tribe. 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. Once you've been at Armory for three years, 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.


I'm the CEO of Armory. We help software teams ship better software faster. Learn more at