This is our Culture Code
Where people and their values meet, there lies the culture they create.
This is a manifesto of our values which creates the culture we love and take pride in.
Where people and their values meet, there lies the culture they create.
This is a manifesto of our values which creates the culture we love and take pride in.
Good culture not just attracts the best people, it motivates them to stay. Good culture makes showing up to work every day exciting, rewarding, and fun. Culture is to recruiting as product is to marketing. Customers are more easily attracted to a great product. Talented people are more easily attracted to a great culture.
Whether you’re new to the team or just looking for a refresher, this platform is intended to keep everyone working in the same way, to achieve the same goals. It’s meant to remind us of our core values; every day, in every way.
Each of us is deeply involved in every aspect of the company. All of us move forward hand-in-hand; looking out for each other at all times.
From setting organizational goals to collaborating on creative ideas across teams, we support and further each other’s ambitious plans. There is a constant stream of knowledge-transfer between teams that are pursuing similar goals and target markets; enabling us to learn and evolve from each other’s experiences.
Through our culture of collaboration, we seamlessly cross-leverage the problem solving capabilities and innovative thinking of every team member for the collective progress of the organization.
One of the ways we pursue collective progress is by acquiring new skills at all levels. We maintain physical and mental well-being, balance work and personal life, and focus our energy on what’s truly essential.
With a dedicated Learning and Development Associate for the team, we are constantly exploring opportunities for skill upgrades at the individual level as well as at the team level. To address top skill gaps within each team, specialized training workshops are conducted on a regular basis by external thought-leaders and subject-matter experts.
Plenty of guided self-learning opportunities exist as ‘learning paths’ within our Learning Management System; enabling new team members to ‘hit the ground’ running.
In addition, each individual has free access to a wide library of MOOCs (Massive Open Online Courses) which cover curated programs on a vast variety of topics.
Quarterly IDPs (Individual Development Plans) are charted out for each employee. These cover key developmental goals, areas of strength, and specific guidance on learning opportunities to enable consistent improvement.
Intra-learning programs such as ‘Enlight’, free access to professional counseling for emotional health issues are some of the other initiatives towards maximizing our capabilities that help us perform our best.
During this crisis, yours and your family’s safety matters to us the most.” read a company-wide email sent by Bhavin Turakhia (Founder, Radix) in March 2020. The email further said, “Be empathetic: to friends, family, customers, team, vendors, and everyone else. We are all in this together.”; a mere reflection of what we practice as a team for collective progress.
Soon after we moved to working from home, every team member, no matter where they were stationed, were sent ergonomic furniture to ensure they were comfortable and taken care of while working from home. Along with that, an employee welfare bonus, a mandatory wellness break, as well as Covid-specific financial support schemes for employees and their families were made available to secure team well-being at all levels.
We simplify decision-making by systematically and
methodically using data to power our judgement.
We belong to an industry that is known for its transparency. With access to this rich data, we make better decisions, finer predictions and superior judgements pertaining to our business and marketing. To put simply, whatever we can do or dream of doing, we first get the data that supports it.
It’s no surprise that we have invented unique metrics to measure marketing efficacy, website engagement, customer value, customer satisfaction, amongst other things. Our predictive analytics capabilities have rapidly evolved to a point where we can make highly accurate predictions regarding the probability of customer churn, allowing us to design specific programs to extend customer relationships.
We’re constantly expanding our data-science capabilities to take advantage of the vast data available; not just specific to every unit of product we sell, but also to include any domain name sold by anyone, anywhere.
Radix aims to automate as many decisions as it can through Artificial Intelligence based algorithms. In situations where we may not have the ideal dataset, or in places where formulas may still not have the answer, we leverage the best available information to aid our judgement and intuition.
At Radix, we track:
In early March 2020, the world was just waking up to the seriousness of Covid-19 crisis. While we knew things would get a lot worse before they got better. It was an unprecedented situation and staying on course with our marketing strategy didn’t make sense. Something had to be done, fast. To understand what was to come, we initiated an intense ‘Big Data’ gathering exercise. This included macro analysis of global search trends and analyzing specific changes in online user-behaviour, customer sentiment, and media consumption patterns.
In a matter of a fortnight, we developed renewed marketing plans which leveraged the opportunities driven by drastic changes in user behavior, motivation and buying patterns caused by the global pandemic.
Eventually, we ended up thriving during the peak-lockdown period while offering various support programs to protect impacted customers by, for instance, extending the tenure of their domain names at no cost.
This is a great example of how being data driven helped us make a decisive pivot to our strategic plans at a time of unprecedented uncertainty. Result was substantial - both in terms of business growth and customer satisfaction.
We are deeply committed to understanding our customers, and driven by the opportunity to help them succeed. Equally eager is our passion to reach new prospects and demonstrate ways in which we can be more of an able ally than an anonymous tech service provider.
We invest a significant amount of time and resources towards market research. It would be fair to say that our market research agency is a close partner and often at the genesis of any new idea, problem statement, or experiment.
While almost all of our customers buy domains from our channel partners, we spend an extensive amount of time closely analysing how they use their domain names. Their actions give us a wealth of insight into their usage patterns and perception of the product. We’re able to draw upon this data to uncover challenges and opportunities for each customer segment
One might think that the absence of any direct contact with our customers makes it nearly impossible for us to get to know them.
We’ve created not one but many unique processes for leaning into our customers’ needs, desires, underlying problems, and biggest motivators.
True False
To just listen to what customers tell us.
To listen to our customers, but also to analyze what customers do.
To see the world from our customer’s point of view
Back in 2016, having attended numerous tech events around the world, we had had the opportunity to interact with hundreds of early-stage startups that were using our domains. Speaking with them made us realize that, at the time, tech events were one of the most effective go-to-market strategies for these new startups. Through events, they were able to bring their products in front of investors, media, and potential customers all at once.
However, due to a lack of resources, early-stage startups could not make use of mainstream tech events as their go-to-market strategy. We could understand their pain points; especially when some of these startups were building truly innovative products but lacked the means to bring it in front of the right audience.
This led to the birth of the Startup League, a unique program that we launched to help early-stage startups get booths at key events. Through Startup League, in just a couple of years, we were able to support 120+ startups from over 30 countries across 25 events such as The Next Web, TechCrunch Disrupt, Web Summit, Dublin Tech Summit, Slush, Uprise, etc.
They have been able to pitch their products to VCs, journalists, industry influencers, and potential customers, and have been able to form strategic partnerships.
Ours is a David vs Goliath story. We are a young team that’s fast becoming one of the leading disruptors in a space dominated by mammoth incumbents with substantially higher resources and decades of legacy.
We believe that even when we are good at something, we can still get better. And better. And better.
We love to go the extra mile in everything we do. Stretching our limits is what helps us beat our own expectations and set new benchmarks. We reject short-cuts, we refuse to settle for second place.
Radix uses OKRs (Objectives & Key Results), a goal setting framework which allows us to set organizational priorities and create alignment between these priorities and each task. The same model is also used by some of the most successful tech giants such as Google, Amazon, Twitter and Microsoft.
OKR forces us to be razor focussed on the key priorities and avoid other ‘shiny objects’ which come along the way.
Another key facet of OKRs is its emphasis on setting ‘stretch goals’, at least 20% higher than a good outcome. The result of this ‘stretch goal’ philosophy is that it makes us think of radical and innovative ways with potential to deliver exponential (rather than incremental) growth.
I joined the Directi Group back in 2005 and it was my very first job as a fresh graduate. I didn’t know much about the Internet as an industry, and to be part of a team that was on-to disrupting this space was quite exhilarating.
We have always set a high bar for the smallest of tasks that we do. This core quality has been ingrained in all of us at Radix. We’re constantly being challenged to do better.
No goal seems too big or too outrageous to us. Over the course, we have faced multiple challenges—some more difficult than the others, but we’ve always come out of them with new learnings; always pursuing win-win outcomes.
I can proudly say that the past 15 years have been nothing short of magical for me. From starting off as a fresher to leading the Channel Partnerships at Radix, my journey has been filled with exciting milestones; all because I always had the next milestone waiting for me at every corner.
Would you rather take decisions and follow-through from start to finish or wait for someone else to tell you what to do ?
We all take proactive decisions towards the best interest of the organization and the projects at hand. We take initiatives that we believe will help us move forward. But it doesn’t end there. We also take full responsibility for the results we deliver.
If it’s a successful project, everyone joins in to celebrate. If it’s a failure, everyone joins in to learn from it. Our sense of ownership is also reflected in how we take care of all the resources at our disposal as they were our own.
All of us plan, prioritize, act, and drive results for our projects with full responsibility. Our leaders show us the direction we have to go in, our managers coach us on how to get there; but other than that, we are accountable for the initiatives we take.
We recognize that the sharpest minds work best when they’re given adequate space. We all work like entrepreneurs: we hustle, stay agile, learn fast, and find creative and fun ways to cross the hurdles along the way,
I had recently joined Radix and was very new to this industry. Just two months into it and I was asked to lead an important negotiation with some external partners. I obviously thought no way I was going to be able to do that. Turns out, I didn’t really have a choice.
In hindsight, I am so glad I was put in that situation. The leadership entrusted me with this massive responsibility which encouraged me to think creatively and rise to the challenge.
Five years on, I can recall so many similar experiences which have turned out to be stepping stones in my personal and professional growth .
In all our pursuits, we seek organizational success
combined with personal satisfaction. The key ingredient?
Absolute integrity at every step of the way.
Any result out of integrity > Any success out of deceit
We keep the best interests of all stakeholders at the forefront of our business dealings. For us, it’s far more important to be a trustworthy ally than to strike a profitable transaction for short term benefit.
Our business flourishes in large part due to the prioritized push we get from our 150+ partners from all over the world. This prioritization is something that we’ve earned by consistently over-delivering.
When it comes to partnerships, our mantra is to figure out how to be the best long term ally that constantly looks for ways to contribute to the partners’ success.
They are highly knowledgeable and skilled at all things related to our industry. We take pride in the way our business relationships are based on mutual trust, respect and honesty. We believe that our own success and growth is a by-product of our partners’ success. We have a policy of sticking to facts and data, and being 100% transparent.
By building and nurturing our business relationships with utmost integrity, we have gained many lifelong friends in our industry.
It is essential to create an environment in which individuals feel secure enough to own up to and surface these speed bumps so the larger team can come to the rescue as well as collectively participate in the learning experience.
In 2017, as we were wrapping up tallying our financial performance for the year, we noticed something that just wasn’t adding up. After a deep dive, we figured that we had not paid out the due rebates to one of our long-standing registrar partners. To add to it, we were almost nine months late! Obviously, the concerned partner had also not realized this miss from our end.
Without any further delay, we reached out to them to acknowledge the mistake and proceeded to pay-out the due rebates.
We take risks, aim for audacious goals, set and beat our own benchmarks.
It was our friends in the industry that gave us the moniker “Radix Radicals” owing to our unconventional approach to industry events.
We started small but that didn’t stop us from setting audacious goals or competing with industry behemoths. What separated us from the rest was the fact that we challenged the status quo and did everything differently. As a young team, we made a dent in our industry pretty fast.
Being part of Radix means thriving in a work culture that ensures you're always heard. Be it in forums or in 1-on-1s with your manager, you play an active role in contributing to the larger picture. An opinion given or an idea suggested, is always considered and given its due. Good ideas are further made great and implemented collectively, while the not-so-good ones are revisited to be acted upon in the future.
This radical approach makes Radix the organization that creates space for each team member to stand up, speak up and shine!
This culture code is as much a reflection of our values
as it is a handbook of how to be a Radical.