How we think about problem-solving, ownership, collaboration, and performance at HouseSigma.
THE METAPHOR
We start with the mission and decompose it into hundreds of problems HouseSigma might solve. Think of each problem as a stone. Solving it means moving that stone through a consistent path.
HouseSigma has hundreds of stones — some waiting to be moved, some currently moving, some stuck between steps. Every employee is moving stones forward. The question: what kind of organization helps us move the most important stones in the most efficient and rewarding way?
OPERATING MODELS
No company is purely one model. But where we want HouseSigma to function is somewhere leaning toward Model B.
Model A
People are specialized into narrow steps. Each stage has different owners, creating complex scheduling and coordination overhead.
Model B
Each person can move a stone through most or all steps. Assign an owner, they drive it forward. The scheduling problem becomes dramatically simpler.
HOW WE WORK
Solve problems deeply with ownership, and collaborate to multiply impact.
Each individual should be able to solve problems as deeply and as independently as possible. This is not the same as refusing collaboration. It’s the opposite.
There will always be challenges we haven’t faced before and can’t solve independently right away. The key mindset is to keep pushing forward rather than thinking “if I can’t do it, I’ll stop trying.”
It’s unrealistic to expect a non-technical person to debug deep database issues. But it’s very realistic for them to use approved no-code/low-code tools to prototype a solution, clearly express requirements, and collaborate with engineering from a stronger foundation.
OPERATING MODELS
Instead of depending on others to move your stone forward, you collaborate to move faster, solve better, and learn more. The difference is agency: you’re not waiting for permission or handoffs. You’re driving, and pulling in help strategically.
“Able to solve end-to-end” is a capability and growth direction, not a requirement to do everything alone. Think about a strong builder or contractor — they may understand framing, plumbing, electrical, finishing, and installation. But that doesn’t mean they always do every part themselves. They focus on the best outcome and collaborate when it amplifies impact.
No. We absolutely value deep expertise. The goal isn’t to turn everyone into the same profile — it’s to help everyone become more end-to-end capable within their lane, so the team moves faster and outcomes improve.
Think of it this way: before, you had only your specialized wrench. Under the North Star, we hope everyone develops a set of basic tools alongside their specialized wrench.
OPERATING MODELS
BEHAVIOURAL FRAMEWORK
Our core values fit into our behavioural pillars.
Motivation
Willpower
Ability
If someone is strong across all three pillars, they’re far more likely to continuously solve new or existing problems end-to-end. This is also why we interview for values — we’re testing the underlying predictors of success, not whether someone has seen our exact problems before.
PERFORMANCE
Outcome-only ratings have a major limitation: they tell us what happened, but not why. Two people can have the same outcome for very different reasons — for example, one may have been more motivated, while another may have had stronger ability. Without understanding why, feedback becomes vague and hard to act on.
The “what” — what changed because of you?
The “why” — which engine needs attention?
The Outcome rating tells you the destination. Values ratings tell you which engine needs attention.
THE PATH FORWARD
If we want HouseSigma to move faster, solve harder problems, and scale without coordination, we need to:
Discover what it’s like to work at HouseSigma and the kind of impact you can have here.
