Armory CEO Manifesto

These are the commitments I make to every new person that enters our tribe.

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As CEO of Armory, I have four top priorities:

1) Craft and communicate why Armory exists: Happier developers create more impactful software. Armory's Platform automates software delivery to help software teams ship better software, faster.

  • We have a high leverage opportunity: Software makes human lives better. It's the highest leverage way to improve humanity -- our quality of life, our happiness, our effectiveness.
  • We're in an exploding market: The move from data centers to public clouds is the biggest single shift in computing we’ve ever seen.
  • Every decision each of us at Armory makes -- from strategic decisions, to product feature prioritization, to daily execution -- is made with a focus on improving the happiness of developers working in our customers' software teams.
  • Our automated software delivery Platform accelerates deployment velocity so software teams can ship better software, faster, enabling our customers to unlock enterprise value and innovate faster.
  • The happier and more productive we can make developers through our Platform, the more impactful they can be in their jobs, and the more successfully our customers will be able to innovate.

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) 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 [4] 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.

Learn More:

How Companies Go Digital: We highly recommend O'Reilly's free PDF e-Book about migrating toward cloud-native technologies and practices by shifting from monolithic onsite architectures to applications designed solely to operate on cloud computing platforms. Get the highlights here.


[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.


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