Core Values

These are the values revealed by how Media Tech actually operates — not aspirational statements pinned to a wall. They are the load-bearing behaviors of a 20-person distributed company that ships customer-facing software at CMMI Level 2.

1. Documentation as infrastructure

We treat written knowledge as a load-bearing part of the company, not an afterthought. Every decision worth keeping gets a decisions-log entry. Every process worth repeating gets a skill. Every shipped feature has notes that match what actually changed. If it isn't written, it didn't happen — and we can't onboard a new person to it.

2. CMMI Level 2 on customer-facing work

Process discipline isn't bureaucracy — it's how a 20-person distributed team holds the bar of a much larger company. Requirements are managed, work is planned and tracked, configuration is controlled, quality is measured. Internal experimentation stays loose; anything customers touch goes through the discipline.

3. Distributed by default

We are 20 people across 15 countries. Async-first isn't a perk — it's the only way the company functions. Decisions happen in writing so they survive timezone gaps. Meetings are rare and recorded. Calendar overlap is treated as a finite resource.

4. Honest about what we don't know

Calibration over confidence. If a skill doesn't cover something, we say so. If we don't have data, we don't make it up. If reasoning is from first principles, we flag it. The audit trail exists because trust comes from being checkable, not from sounding certain.

5. Real names, real ownership

Every skill has an owner. Every decision has a name attached. We don't hide behind "the team" or "ops" or "someone should." Sofia owns GDPR. Tom owns releases. Ahmed owns engineering. Naming is how accountability lives.

6. We don't burn out

No weekend sprints, no hero work, no "just this once." If the work doesn't fit the week, the work plan is wrong — not the people. Steady ship beats heroic ship every time.