Satispay culture

This document has the scope of sharing the values we believe in, the vision we have for the company and what we want to achieve. To work and succeed at Satispay you have to share these values and this vision.


These are the values that inspire us:

Do it smart: always ask ourselves if we are doing what we are doing in a smart way, if there is a better way to do it and if the product we are building is smart itself

Be responsible: we have the privilege to work on a project that can make a great impact and change the world. There is no point in changing the world if we are not making it a better place.

Believe: if we want to make a positive and great impact and change the world in a better way, we all need to believe we can really do it!


To become the most successful financial instrument in any market we enter.

The goal is ambitious, but in the end, if we have to work hard and fight every day, at least we are fighting for something big!


Satispay improves everyone’s life by making everyday payments and money exchanges easy.

We are constantly evolving and adding services related to payments, purchases and financial services, always with the purpose of making a great and positive impact on everyone’s life.


User first

To stay true to our values and achieve our vision, we need to ask ourselves, about everything we do: does it create real value for our users?

As Jeff Bezos says: “Don’t worry about competitors, don’t worry about making money for shareholders, and don’t worry about the short-term. Focus on the users and everything else will fall into place.

Work hard!

Work hard and smart. Use 100% of your energy to get the job done, learn new things rapidly and contribute effectively, also outside of your responsibilities.

It might be tiring, but at the end of the day you will enjoy the results that it brings with it.

Top team

What we build is the sum of what every component of our team is good at. So building a top team is mandatory, always! Keep in mind that the bigger our team is, the harder it is to keep up with this goal; so question your team members, and never stop:

  1. Does she/he share our values and our vision?
  2. How might Satispay be affected if she/he would leave the team?
  3. Do you think that she/he has improved since they joined the team? Was she/he able to improve on weaknesses and transfer skills to the rest of the team?
  4. Would you let her/him have full independence on hiring a new component of the team?

Give and ask feedback, especially critical feedback

Hard feedback is the most difficult to give, but it’s also the most important. If we think that someone we work with is doing something in the wrong way, not aligned with our values, we have to tell her/him immediately. In this way, we can learn the reason why he/she is acting this way, if it is appropriate or, simply, correct the problem when it is created. Not talking about problems makes them bigger and ruins the working environment. Telling someone she/he is making a mistake is the best way to help that person improve at a personal and professional level.

Of course try to be as nice as possible when giving negative feedback :-)

Don’t be touchy and proud, it’s useless

We have always considered Satispay bigger than ourselves. By doing so, we put our ego aside. We do not have any problem finding out we are wrong, indeed we are happy to acknowledge our mistakes and learn from them. We need to make mistakes fast and learn from them. There is no point in wasting time in useless discussions just to prove and protect our point of view. The end goal is not to be right; the end goal is to create value for our users. For this reason, if we are discussing, we need to stop and think what’s the point of the discussion and carry on only if we are discussing for the right reason.

We have to act as fast as possible because we are always going to make mistakes if we are doing something for the first time. We need to start doing something new so we can make mistakes as soon as possible, learn from those mistakes, fix what we have done, and make the right thing as soon as possible.

Scaling is always re-invention

To keep scaling our company we need to be always ready to challenge what we do and how we do things and be ready to change, to constantly reinvent what we do, how we work, how we hire, how we make decisions.

No controllers

If someone’s work consists of controlling someone else’s work, there is something wrong.

It is okay only in the training period. If a person is doing something she/he has never done before, it’s okay to review her/his work. If this process goes on for more than three months, it means that:

  • things have not been explained properly, or
  • responsibility has not been transferred, or
  • the person is not the right one for that task/work;

If the “supervisor” is insisting on controlling and reviewing, it means she/he is not focusing on other stuff, is wasting time and is not letting the person who is doing the job grow and be the real owner of the task; she/he will never do the work properly, because it will always be reviewed and, probably, modified.

Some things are irreversible or nearly irreversible, with big impact consequences – one-way doors — and these things require a second check, but most things aren’t like that (probably 95%).

Communicate properly

We strongly suggest to write, write and write! It is useless to propose ideas, projects, solutions verbally. All these things have to be written down.

By writing an idea:

  • We assess it for the first time and we can better understand if it is feasible and if it can create real value for the users;
  • We understand who needs to be involved to implement it;
  • We limit interruptions to the minimum

As Jeff says (again): “Clear writing reflects clear thinking. And clear thinking results in clear writing.”

If talking is required, make sure you are concise and well articulated. Listen carefully and seek to understand before reacting.