Work and Play at the Cutting Edge of Culture

We play offense, where every play is about progress down the field toward the goal. We’re not afraid to take big swings if they can lead to big outcomes. We have a game plan with clear expectations that we will execute against. We put the team first and deprioritize our own agenda in order to focus on solving for the biggest impact. With each win, we pause to celebrate the accomplishment, and then we get back to work in preparation for the next game. We pursue the wins because the wins are worth pursuing, for our team members and for our customers.

Our world today moves faster than ever. We move fast and with urgency because we know others are coming behind us with their foot on the gas. If we let bureaucracy form and silos exist, we are only slowing ourselves down. If we move fast and fail, we move quickly to learn from those mistakes and then we move forward. We test, learn and iterate because we know that every hour and every day matters.

If multiple people own a decision then nobody owns the decision. We ensure decision ownership upfront and we empower team members throughout our company to be a decision owner, irrespective of title or tenure. When we fail to identify a decision owner, we go in circles and lose valuable time. Decision owners solicit feedback, broadcast their choices and, most importantly, they decide with urgency and integrity.

We spend time figuring out the most impactful things we can do and we prioritize ruthlessly, ignoring the whirlwind to get them done. We deliberately dedicate our time to the outcomes that matter the most. We acknowledge that everything cannot be the top priority, nor will priorities be singular because multiple swings are needed to get hits and home runs. We align on our priorities across teams to reduce wasted cycles and preventable mistakes while vastly improving our chances of success.

Everyone at StockX, whether a front line team member in Ops, a software engineer, or a senior leader, has a voice and an invitation to use it. The next big idea that transforms our business, or the next small fix that solves a pain point internally or externally, can come from anyone. We do not assume that someone else will come up with the answer. We speak up.

We listen to the chatter, read customer reviews and verbatims, and we assume we have opportunities to improve. We know there are gems in some of the “one-off” comments. We demonstrate curiosity, give the person sharing the feedback the benefit of the doubt, and take time to investigate so that we can learn or improve based on the feedback.

We embrace our personal responsibility to engage in honest and direct dialog with our teammates, treating each with respect. We communicate clearly, using plain language that is easy for everyone to understand. We do not hide problems in siloes or bury them in ambiguous, partial data. Whenever possible, we remove the fluff and avoid acronyms and jargon. We show our cards, speak with honesty, and call it what it is.

We learn something new every day. We recognize change in the evolving world around us and we commit to continuously improve in lockstep. We routinely request feedback from peers and offer mentorship. We lean into suggestions, ideas, and evolving ways of working with curiosity. Our growth mindset drives us to seek out technologies, customer trends, and best practices.

Our buyers, sellers, and team expect us to deliver an excellent experience. We aim to delight every customer. We set about our work with quality and trust as the “ante to play.” We fix broken windows promptly because they matter to our community. We take ownership by reporting issues, relaying feedback, and following through to resolution. We take pride and find joy in the details. We capitalize on every opportunity to build a brand that will inspire our customers for decades to come.