We’re on a journey to make culture an actionable part of every board meeting
We believe that society’s main aim should be to look after the people within it. Somewhere along the way, this has been lost.
Our community
We work with some great charities who work tirelessly to support those in their communities.
Our values
We understand others
We think for the future
We do the dishes
We believe in everyone being equal. If you’re the CEO, or an apprentice, be prepared to ‘do the dishes’! We are not a corporate entity and we want to stay this way. We want people to be willing to listen and learn, to celebrate together, but stay ego-free and down to earth.
Join our award winning team
We are always on the lookout for like-minded individuals who want to help make a difference.
Evolyst Ltd
Grosvenor House
11 St Pauls Square
Birmingham
B3 1RB
VAT: 213 5881 15
ISO 27001 Cert. No. 280182021
How we make decisions together
We don’t believe that a few people in a boardroom should decide the direction of the whole company. Every major choice we make — from who we hire to which charities we support — is opened up for discussion. We use a consent-based approach: a proposal moves forward only if no one has a strong, reasoned objection. This means you don’t need to win an argument or outrank someone to make your voice heard. You just need to explain the real, practical problem you see.
Before a decision is made, the person proposing it will share a short written summary on our internal message board. Anyone can ask questions, suggest tweaks, or flag risks. We then give everyone 24 hours to respond. This is deliberately slower than a top-down instruction, but it means we make fewer mistakes and build more trust. It also means that when a decision is finally agreed, nobody feels like it was forced on them.
We don’t use job titles to settle disagreements. A junior developer’s objection carries the same weight as the CEO’s opinion. If you can describe a better path and your colleagues see the logic, the idea moves forward. That’s how we keep hierarchy from creeping back in and how we make sure the best thinking — not the loudest voice — leads us.
Our daily rituals and ways of working
We keep meetings deliberately short and purposeful. Every morning starts with a 10-minute virtual stand-up where each person shares what they plan to do that day and where they might need help. It’s not a status report for managers — it’s a chance to coordinate with your team and offer a hand to someone who’s stuck. We also hold a weekly all-hands where any team can present work in progress, ask for feedback, or raise a concern directly to everyone.
Most communication happens asynchronously in shared documents and open channels. You won’t find dozens of private DMs cutting people out of conversations. We default to posting in public spaces so that anyone can read, learn, and contribute. This keeps new starters from feeling lost and stops information from becoming a source of power.
Some of the rituals we protect no matter how busy we get:
- Friday demos — every team shows something real, even if it’s half-finished.
- Monthly retros — a honest look at what worked, what didn’t, and what we’ll change.
- Random coffee pairs — each week, two people from different teams are matched to chat for 20 minutes.
- Open book finances — every employee can see our full budget, revenue, and spending.
How we support mental health and wellbeing
We know that people do their best work when they feel rested, safe, and in control of their own time. That’s why we don’t track hours, expect late-night replies, or reward burnout. You are trusted to manage your own schedule and to say no when your plate is full. We provide a paid mental health day each quarter — no questions asked, no need to call it a sick day. You just take it when you need it.
Every employee has free access to a confidential counselling service, available 24/7 by phone or video. We also train all team leads in basic mental health first aid so they can spot early signs of stress and know how to offer practical support without overstepping. If someone is struggling, our first question is always “what do you need from us?” — not “when will you be back to full speed?”
We build flexibility into our roles from day one. You can work from home, adjust your start and finish times, or compress your week if that helps you balance caring responsibilities, health needs, or simply the rest of your life. Where possible, we also allow unpaid sabbaticals after two years of service. The point is simple: your wellbeing comes before any deadline.
What we expect from each other
Working here is not a passive experience. You are expected to own your work from start to finish, to ask for help early rather than hiding a problem, and to speak up when you see something that doesn’t match our values. We don’t have a blame culture. When something goes wrong, we look at the system and ask “how did we allow this to happen?” instead of pointing at one person. But that only works if everyone is honest about their own part in a failure.
We also expect you to give feedback directly and kindly. If you’re frustrated with a colleague, talk to them before you talk about them. We use a simple framework: describe the specific behaviour, explain the impact it had, and suggest a concrete change. No anonymous complaints, no passive-aggressive notes. This takes courage, but it keeps our relationships strong and our work moving.
Finally, we expect you to keep your promises. If you commit to a deadline, meet it — or raise the alarm as soon as you know you can’t. Nobody will punish you for being wrong or for needing more time. But quietly letting a commitment slip erodes the trust that holds our flat structure together. Own your word, and you’ll find the whole team has your back.
