Things we practice
Eight guiding principles that define how we think, work, and grow—together—at Mutrack.
Why “practice”? You may ask. It’s because this word implies attempts, changes, evolution, and the ongoing effort to be better than yesterday.
The list you’re about to read is by no means a fixed set of rules. These are things we have been testing, using, and implementing for a while—and we kind of like them.
But don’t expect them to stay this way forever. In five years, Mutrack will be quite different from today—because of you, because of all of us. So, be mindful in practicing them, observant about what works and what doesn’t, and brave enough to share if you see a better way to do things.
Tell me (@Piyorot)—I will appreciate it a lot.
People like us do things like this.
This sentence was coined by Seth Godin—one of the greatest marketers of all time and, more importantly, one of our biggest influences. It has driven us immensely to do great work and take pride in who we are.
People like us value freedom more than money.
People like us take care of those around us.
People like us love challenges.
People like us do it for those who are often abandoned.
People like us give back to the community.
People like us promise and deliver.
People like us are comfortable saying no to things we don’t believe in.
People like us don’t cheat—and don’t help others cheat.
“People like us do things like this” carries two meanings.
The first is about our end results—the products and services we offer to the world. We always have our own perspective, process knowledge deeply, analyze problems thoughtfully, conceptualize better solutions, and create meaningful contributions. We share what we build with generosity. Our work is not just output—it represents us, a group of dedicated people striving to push the community forward.
The second meaning is about how we work. We value freedom more than money or fame. We thrive on independent thinking, performing at our best when we follow our mission—not someone else’s. We create for the niche (people like us), not for the masses. We refuse to conform to environments that don’t align with who we are.
With these two meanings in mind, be proud of what you do, what we do, and who you are. Don’t be afraid to stand by what we believe. Don’t feel guilty for saying no to things that compromise us. Don’t hesitate to walk away from the biggest company in the world if they try to control us.
We have practiced this since day one, and we still love it today. This is what Mutrack is about—driven, committed, and unapologetically true to who we are in a world full of noise and imposters.
And people like us do things like the following.
Are we the only one?
What kind of work interests us? How do we choose which projects to take on? While I can’t explain every detail in this section—you’ll learn them along the way—I do have something important to tell you.
At Mutrack, our decision-making process is guided by a simple but powerful question:
For this thing to happen, are we the only team capable of pulling it off?
We (at least I) ask this question because, at our core, we don’t want to waste time on projects that anyone can do. A simple website? Another generic mobile app? Just another chat software? No thanks. That’s boring work. If you ever find yourself deciding whether a project is worth our time, ask yourself: Are we the only team—the best team in the world (or at least in this country)—that can execute it with true excellence?
If the answer is yes, congratulations—this project might be worth our time.
This is a winning mentality we must practice every day. We won’t win every match, but if we choose to play, we play to win. We fight until we win. We must win so decisively that competing against us—or choosing not to buy from us—becomes foolish.
That means we never give up. We are prepared to fail and try again. And fail. And try again. We keep going.
That’s why you will hear a lot of NOs from me and the team. Not every opportunity is worth it. Only a few projects excite us enough to commit ourselves to making them real.
And when we do, you’ll hear customers and partners say—over and over—that our solutions are the best in the market, with no close competitor.
Whatever we choose to do must have the potential to be the best in the world.
I’m going to say that again—“the best in the world.”
That is the standard you need to uphold. That is the standard you need to improve.
High standard. Our Standard.
If we want to build a world-class product—and we do—we cannot measure ourselves against what the local market offers. We cannot just take a spec and start coding. We cannot simply nod and execute exactly what customers ask for.
We have our own standard—a very high one.
We compare ourselves with world-class organizations, not local competitors. We aspire to be like Apple (aesthetic), Airbnb (UX design), Lego (simplicity and intuitiveness), and more. This list may evolve, but the core principle remains: we aim to be a world-class player in whatever we choose to do.
Your job is not to compare your work with direct competitors. “Hey, their UI looks like this—why not follow them?” Oh, you have no idea.
In enterprise solutions, user experience is rarely the focal point of selling. From day one, we’ve asked, why not? That’s why we (at least I) never study competitors’ products to see what features they have or how they design them—it’s a waste of time and an open door to distractions.
Instead, we must think for ourselves about what customers truly need to solve their problems. We must think about what the best companies in the world would do to conceptualize, design, and develop their products. That’s our starting point. That’s the level we must operate at—in every task, every project, every decision.
We compare ourselves with ourselves. We improve every time we get the chance.
When we design a new version of our app.
When we write another piece of content.
When we present our product to a customer.
When we compose an email to a partner.
When we conduct an online sharing session.
When we code another software feature.
When we build another machine learning model.
Everything. Every time.
Only you know if you pushed harder for a better outcome. You cannot lie to yourself. So ask yourself—is this the best I can do?
Keep going. Keep raising the standard. Our team depends on it.
Build with vision, love and care.
We always have strong opinions about what we do. We are an opinionated company. That means we operate with a clear set of beliefs and values—ones that shape our vision and direction.
We are not a “Yes” company that blindly follows customer demands. In fact, we are quite the opposite. We do not compromise our vision to close a deal, no matter how big it is.
We believe in the power of platforms. That’s why we spend so much time building one.
We believe in designing for the lower-level staff. That’s why we put them at the center of our products and leave privileged users (managers, directors) behind.
We believe in our vision so much that we create products that anticipate needs customers haven’t even realized yet.
We believe in sharing. Every session with customers is an educational one. We don’t hard-sell—we share what we’ve learned, how technology works best, and how they can rethink their processes.
We believe in permission marketing. We don’t push or use invasive tactics.
These beliefs guide us. They help us stay true to ourselves, work on our own terms, use our own methods, and celebrate success in our own way.
No, this isn’t arrogance. On the contrary, we build this company with love—for our customers, our users, and our community. We commit to creating a better future for them, but we cannot do it for everyone. That’s why we must be opinionated—to know exactly who we serve.
Our job is to define “us” and find “us” in the world.
This process may be slow. It may take time to find customers, partners, and communities that believe what we believe. But it’s the only way to create meaningful change. The kind of change that moves society forward.
Be opinionated, but generous.
They are waiting for us to lead and show a better way.
Understanding customers is our greatest strength.
People often get distracted by short-term trends. They ask what’s hot right now, what technologies will dominate this year, or which direction the market is heading. While these questions may sound exciting, they don’t help us build a strong, enduring company. Why?
Because, as Jeff Bezos once said, we can’t build our future on things that change rapidly. Do you agree? Instead, we must dedicate ourselves to mastering something that people will continue to value for years, even decades, to come. For us, that is our ability to deeply understand customers.
Here’s a secret I’m happy to share with you: every time we’ve successfully won over customers, partners, or stakeholders, it wasn’t because we were the biggest, the cheapest, the most technologically advanced, or the best-connected. It was because we understood them better than anyone else.
But when I say “understand,” I don’t mean blindly following their requests. Quite the opposite. We guide them toward better ways of doing things.
We inspire them with a future and a vision.
We teach them how to solve their problems more effectively.
We think ahead for them about what’s next.
We confidently say NO to anything that goes against our beliefs.
Most importantly, we make sure they feel seen, valued, and cared for.
You will be surprised at how much this sets us apart. You will be amazed at how low the industry standard truly is. While other companies approach customers asking what to do and then follow instructions without question, we do the opposite. We enter with opinions, expertise, and a clear vision.
Because we invest heavily in understanding our customers, every conversation we have with them is fundamentally different. We speak from real experience. We share as true experts in our field. We show that we are genuine thinkers, builders, and problem-solvers.
And we know we’ve done this right when customers and partners are willing to wait for us—because they trust that we’re worth it.
This is our competitive edge. We must never lose it. We may not win every deal or every customer, and that’s okay. But it is our job to defend this ground at all costs.
No matter how big, rich, or well-connected a competitor may be, we must be the best at understanding and leading our customers. This is not just a strategy—it is our survival. Never slack on this.
Best idea wins.
As much as we admire the concept of a flat organization—one without managers or hierarchy—implementing it is incredibly difficult, and we might never fully get there. That said, everyone at Mutrack works collaboratively. No one operates in isolation. At the same time, everyone has a title—junior of this, senior of that—so hierarchy inevitably exists in some form.
You will learn how to navigate our structure and make an impact. You will be supported by senior members and leaders, and at some point, you’ll likely be guiding someone else, too. We all share the responsibility of looking out for one another.
But here’s what “best idea wins” means: no matter your title or position, your voice matters. Hierarchy may exist, but decision-making is not dictated by authority alone. We actively encourage everyone to think, speak up, and contribute. No decision will be forced upon you without explanation. Even I, as CEO, will never do that.
If something involves you, we want your thoughts, your ideas, and your suggestions. We value the best idea—even if it comes from the most junior person in the room.
You are here for a reason—because you’re not only great at what you do, but also a good person, and we depend on you to drive us forward in your area of expertise. It would be a terrible idea for us to dictate how you should do your job when we don’t know it as well as you do.
So, speak up. Share your thoughts. Engage in discussions. Criticize the idea, not the person. If your idea isn’t chosen, accept it with grace and commit yourself to making the best idea a reality. Learn from mistakes, iterate, and come back stronger the next time.
No one in this team is smarter than all of us combined. I am not the smartest person in the room, and I never try to be. You shouldn’t either. We work as a team, and your contribution is essential to our collective success.
Be respectful and respected.
Spend time with us, and you will learn how to be a true gentleman or gentlewoman. It all starts with being respectful and being respected.
Everyone here always shows respect—to every team member, customer, partner, and anyone who interacts with us in any way. It doesn’t matter whether they are big or small; showing respect is one of the most noble manners we can extend to others.
Being punctual is respect.
Dressing well is respect.
Committing and delivering great work is respect.
Leading generously is respect.
Speaking thoughtfully is respect.
Complimenting others is respect.
Listening to others is respect.
Helping the person next to you is respect.
Protecting our values is respect (to ourselves).
The list goes on, but you get the idea.
You will experience this yourself—being respectful makes you stand out. Most importantly, it makes you proud of yourself. People will notice that you are different, professional, and trustworthy. They will want to work with you more. You will attract all the best things by being respectful. We value this immensely.
Now, here comes the other side of the coin—being respected.
While being respectful, you must also ensure that you are respected. In most cases, these two go hand in hand: when you extend respect to others, they return it to you. When you act professionally and empathetically, people will respect you.
But remember this—don’t seek to be liked by many; seek to be respected.
What’s the difference? A lot.
Being liked means doing whatever it takes to make someone happy. You say “yes” all the time. You follow, chase, and make yourself available. You become an option—taken for granted.
Being respected means standing by your own ideas, mission, and plans. You seek common ground where both sides benefit. You don’t follow, chase, or try to be chosen—you make your own choices. You decide whether to work with someone or not. You continue to deliver great work and uphold professionalism, even when it means saying no.
When you operate at this level, people will start to respect you.
We need you to remember this.
Don’t chase being liked. Give people reasons to respect you. That’s what will take you far.
A calm company.
We designed this company to be calm. We don’t believe in a work environment driven by urgency and chaos. We rarely have emergency meetings, critical red issues, explosive deadlines, or life-or-death decisions. We have never had a fight or even raised voices at work. Why? Because the processes, culture, and people here make it so—by design.
When we are united and prepared to face any situation together as a team, there’s no need to make things bigger than they should be.
To be a calm company, we choose to:
Stay small and nimble as a team.
Make decisions quickly with the best information and effort.
Bring in only calm, level-headed people to the team.
Accept work and projects that inspire us.
Control our own work factors—resources, time, scope, and quality.
Plan and execute tasks with precision.
Trust team members to do their best work.
Address issues with maturity.
Work only with respectful customers and partners.
Your job is to absorb this value into your work life. Remind yourself that most tasks here are not life-threatening. Of course, once in a while, we may face an urgent issue, but you must compose yourself, stay calm, and trust that the team is there to support you all the way through.
Calmness is contagious.
When we show it to the outside world, we teach others that working with us is a pleasant experience. Because we hold ourselves to a higher standard of conceptualization, planning, management, communication, and problem-solving, others can rest assured that things will be fine in our hands.
These eight practices shape who we are today. I believe they will continue to guide us well into the future. It’s up to you to take care of them—to uphold them, refine them, and make them stronger.
The more we practice, the better we will become as a team.
Thank you for being here and believing in us. Let’s make our time together truly worthwhile.
Piyorot Piyachan
Co-founder & CEO