What are the orange behaviors?
The 10 Orange Behaviors are norms that will be part of our culture in the future.
We’ve created them together to set the main principles driving us in our day-to-day work and underlying our relationships.
If someone doesn’t respect them, please let them know. Nobody will be penalized but we should always be aware and respect what is important for us and, especially for Pack.
PS: if you think that something should be changed, please feel free to challenge all of us.
What if we observe someone misbehaving?
We believe in continuous personal and professional growth, both in short- and long-term settings. Every team member should have a clear development path, supported by quarterly OKRs and KPIs. Growth is not only individual, but we are all responsible for helping each other grow and improve. Proactivity is required in experimenting and raising the bar higher to build a continuous improvement system. As an example, when we come up with a new idea and a new way to improve a process or a feature, we proactively make the change and share it with others.
Open conversations and continuous feedback are the foundation of our culture. We expect everyone to give and receive regular feedback and to participate in quarterly goal reviews. You are encouraged to ask questions, challenge ideas, and share concerns at any time, with anyone.
Continuous feedback is part of our day-to-day, and we are always ready to support someone in their professional and personal life.
We actively promote a culture of questioning, both challenging each other's decisions and introspectively examining our own. Fostering curiosity and a deep understanding.
When sharing or receiving feedback, I am consistently open and direct, ensuring a psychologically safe environment for discussion. I speak with stakeholders in an honest and direct manner, as this truly embodies who we are as a company.
Our ambition drives us.
We aim high and want to create real impact: in our product, in our clients’ lives, and in the labor market, improving the conditions and welfare of employees. This means setting bold goals, thinking disruptively, and taking ownership. We push beyond limits and believe every idea can make a difference. When I come up with a new idea and a new way to improve a process or a feature, I proactively make the change and share it with others. When I don't have strong knowledge about a topic, I always welcome new learning and knowledge sharing. When I thrive in something, I share it without gatekeeping between colleagues and team members.
For this reason, we have to set challenging goals and always continue to push ourselves.
But ambition without adaptability doesn’t work in a startup. We embrace fast changes, shifting priorities, and unexpected challenges. We’re not attached to rigid plans, we adapt with curiosity, resilience, and focus on the outcome.
Every employee is part of this journey; we are building this company together. For this reason, every idea matters, and we encourage disruption.
We hire A-players fast, fire fast when needed, and onboard with care. Both effectiveness and speed are more important. Onboarding must make people autonomous and aligned quickly.
We have to choose people who closely fit with our values and needs. We don't have to settle if we are not convinced enough.
We have to understand what are the best working methods/conditions for each role and build/organize the working structure for them.
We work by objectives.
When we have a critical common problem to solve, we break down and standardize the process to achieve the goal. When there is an agreed goal, we are free and accountable in how we achieve it based on the resources we have.
We set goals and measure them with clear OKRs and KPIs.
Our performance system defines what success looks like at individual, team, and company levels. When trade-offs happen, company goals come first, then team, then individual.
At the end of each quarter, we review the performance so far and discuss it, giving advice and organising some support activities to improve in the following period.
We believe in the power of mistakes.
Every person should make mistakes and learn from them.
This is the reason why we created a Notion Dashboard where we take notes about them.
At the end of each month, we take a moment to share them with everyone and to speak about the main topics.
When talking with stakeholders of Pack, I always act as an owner of the company.
When facing a difficult task, I am accountable for the impact and actively assess the situation to find the appropriate solution.
We always try to optimize how we work for scalability via:
When we are facing a challenging situation, we show up to meet the challenge in the most efficient way. When we run out of credits (for sales tools, AI, etc) I find another platform and create a new account to get more credits. When I have to do something (sales enrichment, demo recording, ops processes, etc) I always take the time to constantly look for another solution that could make me spare time or money.
We don’t separate who we are at work from who we are outside of it. At Pack, we embrace authenticity — but we pair it with responsibility.
A professional context may exist anytime your behavior might reflect on the company, even if it seems like you’re ‘off-duty’.
Whenever we are in a space (physical or digital) where others might reasonably associate our behavior with Pack, we behave accordingly.
This includes:
We don’t aim for strict rules, but we expect good judgment, mutual respect, and situational awareness.
Ask yourself:
We believe in freedom — but freedom doesn’t mean acting without awareness.
It means integrating your personal style within a culture of clarity, respect, and accountability.
We also acknowledge that friendships and personal relationships can exist outside of Pack’s scope.
As long as everyone directly involved is informed and comfortable — and no one else is impacted or made to feel excluded — Pack does not aim to police personal dynamics.
But we do care about trust, inclusion, and professional credibility.