Flat organization with product-aligned teams

Our strategy is to provide a unified suite of tools for mortgage lenders.

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Speed

This means we need to ship a lot of products into one platform. That’s a lot of engineering work.

We accomplish this by structuring our engineering organization into small, autonomous teams.

And then, we support them with our core platform which enables these autonomous teams to reuse common work and delivery new products rapidly.

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Small teams

We split MorFi Technologies into small teams that own at least one of our products.

The principles that govern these small teams are:

• Can decide what to build within their own products
• Can ship without outside interference (although the core platform team acts as a governing authority)
  • No product by default (often times a team starts with nothing and needs to figure out exactly what to build)
  • No design by default (although we have a design system and need consistent theme across products)
• Should work directly with its own users (until it has hit product-market fit within MorFi’s platform)
• Should be small

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Minimal hierarchy

We deliberately keep MorFi Technologies flat. This maximizes team member autonomy and increases shipping speed.

We have a tiny exec team (our founder) that is responsible for the following:

• Setting the overall direction and strategy for MorFi Technologies
• Decide which products to build
• Make decisions about who to hire and pay
• Ensure cross-team initiatives are efficient
• Ensure code quality and standards are consistent across the platform

For everything else, our small teams should be able to decide how to do their important work.

MorFi Technologies is not a good place for people who want to be told what to do. We expect you to be proactive and take ownership of your work. Furthermore, MorFi Technologies is not a good place for people that are territorial, or believe that you shouldn’t talk with other teams. At MorFi Technologies, you can talk to anyone you want (regardless of team structure or hierarchy).

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Achieving goals

Building a startup is hard. There are a lot of complications to resolve, and steps to take.

At MorFi Technologies, we give each small team a product to build. Generally, building that product will be more complicated than it initially appears, and even when the product is built, getting people to use it will be another effort.

Instead of trying to optimize a collection of key metrics, or OKRs, we focus on the following:

• Compete ruthlessly
• Be relentless in the pursuit of quality
• Build a product that people want to use
• Pay attention
• Have a bias for action