<article>After a year at WunderGraph, one thing stood out. The speed is real, but so is the structure behind it. This is what that combination feels like day-to-day, and why the past twelve months feel fuller than the calendar suggests.We've been growing rapidly. We’re 3x bigger than we were a year ago, with more roles still to fill. Our culture blogs explain <a href="https://wundergraph.com/blog/wundergraph_manifesto">what we're looking for</a>, <a href="https://wundergraph.com/blog/applying-at-wundergraph">how to apply</a>, <a href="https://wundergraph.com/blog/building-the-company-we-always-wanted-to-work-in">the company we're building</a>, and <a href="https://wundergraph.com/blog/engineering-growth-framework">how growth works here</a>.This essay is different. It’s a reflection on my first year at WunderGraph, stepping in as the technical content writer. Over that year, I learned that roles here aren’t something you just step into and execute. They’re something you shape as the company grows.<hr>When I joined, the team was small and engineering-led. My first weeks were spent learning how the product worked, how the company communicated, and, more than anything, figuring out how to contribute most effectively. At that stage of a startup, structure isn’t something you inherit. It’s something you help create. What I needed to learn was that clarity doesn’t come first. It emerges through movement. Direction isn’t absent. Most of the energy goes into the work itself. Dailies, all-hands, and retreats exist to create shared context and alignment, not to add process overhead, so roles can continue to evolve without slowing the work.Working remotely added another layer to that learning. I was the only one in my time zone, getting oriented to a fast-moving system from a distance. The first month was challenging because I was still figuring out where I fit and how to contribute. I start early for meetings across time zones, which means I can also pick up my kids every afternoon. Early mornings in exchange for being present when it matters. That's the deal.<h2>When Ownership Became Clear</h2>Clarity arrived gradually, and then all at once.A retreat in Norway was the first time I met most of the team in person, about a month in. Seeing how the team operated face-to-face changed how I understood the company and where I fit within it. It became clear that the narrative itself, how we explained what we were building and why it mattered, was still being shaped. Up to that point, I had been learning the story. In Norway, I began to see how I fit inside it.A few months later, during a WunderGraph hackathon in Germany, I finally had enough context to see where I could contribute beyond day-to-day execution. Preparing for the <a href="https://wundergraph.com/blog/series-a-announcement">Series A announcement</a> made it clear what work was ready to be claimed, and that was when I shifted from working within a lane to helping define it.By the time we gathered in Gran Canaria, about ten months after Norway, the change was unmistakable. The first retreat had about ten people; now the company had tripled in size. Work was happening in multiple directions, and while things still came back together for decisions, the coordination alone made the scale shift obvious.But what struck me more than the size was the pattern. Even with more people and more complexity, decisions still moved quickly because people stepped up to own them.<h2>How Ownership Actually Works</h2>That ownership works because it’s anchored to clear company-level goals. Autonomy isn’t untethered. It's guided by all-hands meetings, cross-team collaboration, and goal setting that keep everyone oriented as we scale, without adding layers of approval or process.As the team grew, it became clear that progress comes from those willing to move before everything is fully mapped. That individual drive only works because the company maintains shared goals, gives direct feedback, and treats feedback as part of the work, not a separate step. Within that structure, the work rewards those who surface gaps instead of waiting for instructions, make their thinking visible, and are willing to iterate in public rather than polish in isolation.Very little energy is spent on ceremony here. Most of it goes into decisions that actually move the company.Early on, I tended to wait for things to feel more settled before moving, rather than letting the work itself define the next step. As the year went on, forward motion became the baseline, and decisions were made while things were still in motion. What began as a focused effort on tightening our search and content foundation expanded into shaping the cadence and voice of our social presence as well.One concrete example: shortly after the Series A announcement, I saw our LinkedIn posting strategy needed attention. Rather than waiting for direction, I tracked patterns, researched what was working elsewhere, proposed a plan, and owned the follow-through.But that work doesn't happen in isolation. For example, I meet with Viola at the beginning of each week to analyze what customers are telling us. Those conversations directly shape how I think about messaging, not as technical features, but as solutions to the coordination problems teams describe.<h2>Why the Work Matters</h2>One of our core beliefs is to be 150% behind our mission.It's not about performative enthusiasm. It's what happens when you understand the problem and care about finding a solution. After months of learning how teams piece together tools across different systems and increasingly complex API landscapes, writing about WunderGraph shifted from explaining a technical product to the problems customers face every day. How teams collaborate, who owns what, and how decisions get made.The technology addresses that organizational challenge. In practice, it shows up when people care enough about the outcome to take responsibility for figuring it out.<h2>What Speed Really Means</h2>Another core belief is “Strive to do in a day what others do in weeks.”That sounds intense, and it is. But it is not about working yourself into the ground. It’s about removing friction so you can focus on the work that matters.Moving fast doesn't mean being constantly online. In practice, rest is built into the system through retreats, async work, and a focus on what you deliver rather than when you're online. The pace is demanding. The work moves with real urgency. It lasts because flexibility is built in, not because the intensity is lower.<h2>Who Thrives Here</h2>The culture doesn’t require a specific personality or working style, but it does require ownership. “Wear any hat that needs wearing. There’s no job that isn’t your job.” That’s not aspirational language. It’s how work gets done here.In a remote-first company, that ownership shows up through clear communication, direct feedback, and a willingness to surface problems early rather than letting them linger. Different working styles are respected, but the expectation to communicate openly and take responsibility doesn’t change.<h2>A Year In</h2>The most defining part of the last year wasn’t learning specific tools or processes. It was learning how to operate while things were still forming and recognizing the values taking shape around me. Resilience carried more weight than polish. Adaptability carried more weight than certainty. Self-direction carried more weight than permission. The people who thrive here aren't waiting to be told exactly what to do. They're identifying something that needs to exist, claiming it, and seeing it through.<h2>What I'd Do Differently</h2>Early on, I waited longer than I should have to claim responsibility. It was less about needing permission and more about understanding how clarity emerges from movement here. That includes being willing to surface what doesn’t work early, creating shared learning instead of isolated mistakes.How do I want to grow from here? The company has laid clear paths for progression. Initiative is visible here. Consistent work gets noticed.I didn't grow into a predefined role. I learned how to shape one that can scale with the company. What keeps me here is that this still feels like a place where that shaping isn’t finished.<h2>Is This Right for You?</h2>At this point, it should be clear whether this environment aligns with how you want to operate. If you need clearly defined lanes and stable expectations, this will feel disorienting. If you see gaps and think “I could build that,” you’ll feel at home.People tend to struggle here if they wait for full clarity before acting, rely on constant validation, or expect problems to be neatly assigned rather than claimed. The work rewards initiative and visible ownership, not quiet execution within fixed boundaries.If this way of working resonates, we should talk. Check our <a href="https://wundergraph.com/jobs">open roles</a> or reach out directly.</article>

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A year at WunderGraph, what ownership really means in a fast scaling company, and how roles are shaped rather than assigned.

What a Year at WunderGraph Looks Like

<article><h2>TL;DR:</h2>We’re growing fast and meeting more candidates than ever. We review every application by hand, but we’re also seeing a rise in AI-written and fraudulent submissions. This post explains what we look for, how our interview process works, and how to get the most out of it if you’re considering joining WunderGraph.<hr><h2>Hiring at WunderGraph in 2026</h2>In 2025, we tripled the team as we accelerated our growth. And we’re keeping that momentum going into 2026.We are continuing the hiring sprint at WunderGraph and expect to add around 20 new colleagues, mostly across engineering and GTM. We’re also getting ready to launch two new products, including Hub, our collaborative workspace for designing and shipping APIs, and another early-stage product we’ll share more about soon.We love talking to our candidate community and wanted to share some patterns we’ve noticed. Alongside that, you’ll find guidance on how to get the best out of the process. Consider this recommended reading if you’re interested in working with us.<h2>AI applications</h2>We mean it when we say we don’t use AI to screen applications. Every single application is reviewed by the hiring team, and that team does not include AI. The work you put into applying deserves to be seen by real people.What we’ve noticed, though, is that many responses to our questions sound AI-generated. Out of 100 applications, around 98 include AI-written answers, especially when explaining why they want to join us. Because of this, we’ve made our questions more specific and individual.These questions are your chance to show who you are and what you do.It helps us get to know you when you engage with the questions in your own words.<h2>Fraudulent applications</h2>🇧🇬 🇫🇮 🇪🇸 🇷🇴 🇵🇱 🇷🇸 🇳🇴These are just some of the flags people have claimed to be from, but unfortunately, they are clearly not.Our team is global, spread across ten countries, and collectively speaks eighteen (and counting) languages, with more being added all the time.Throughout our careers, we’ve worked with people from all over the world and have celebrated and appreciated cultures from around the globe. That makes us especially aware of when someone is pretending to be from a country they aren’t actually from.In addition, we conduct checks and verifications before each person starts, so it’s not just about the languages.We’re well aware that some groups, whether state-sanctioned or not, try to infiltrate businesses by pretending to be someone else, and we remain ever vigilant. They’ve given us an ever-growing library of funny internal anecdotes (the digital masks continue to be the funniest of them all - hello uncanny valley!).And for the next Spanish candidate, our team is likely to greet you with “¡Hola! ¿Qué tal?”(This goes for Hej, Hei, Hallo, Bună ziua, Dzień dobry, Zdravo, Здравей, Moi.)<h2>The state of the hiring market</h2>We understand that the job market is not great right now, both from our own team’s experience and what candidates tell us. Sadly, we cannot hire everyone or fix the ghosting issue that many have been experiencing.However, we ask that you engage with the process in earnest and show off who you truly are! We know that it’s not always possible, and we’re not asking you to perform, but please focus on what you really want us to see.On our side, we:<ul><li>promise not to ghost you</li><li>stay with you throughout the hiring process</li><li>try our best to keep the process quick and efficient</li></ul><h2>How to get the best out of the process</h2>Interviews are an essential part of both the company and the candidate's process. As a candidate, this is your chance to show who you are and what you’ve done. In addition, you will have the opportunity to get to know us beyond the blogs, open handbooks, and posts.You need to get to know us just as much as we want to get to know you. Otherwise, we’re all wasting each other’s time, with you potentially joining a company that isn’t right for you and us hiring someone who isn’t the right fit for us.And unfortunately, not everyone will be a match.However, here are some general tips:<ul><li>Read up: We have published a lot of information about who we are, what we do, and the people we are looking for. We try to be transparent, so there is plenty of information for the curious whether it’s the <a href="https://www.notion.so/WunderGraph-Public-Handbook-and-Resources-20db19e0a0ec800690cac27c35fadc73?pvs=21">Handbook</a> or our <a href="https://wundergraph.com/blog/category/all">Blog</a>. WunderGraph welcomes the curious!</li><li>Prepare: Each interview stage is designed to help you shine. There will be some challenges in the interview, and the questions won’t be softballs, but they are there for you to show off some of the challenges you’ve overcome.</li><li>Engage: Whether it be a task or a question, please take it as seriously as we take your application. For tasks, we give a rough time guide, but if you get a spark of creativity, follow it and let us see it! Do not treat the time guide as a deadline; instead, show us your best work.</li><li>Ask: We love it when you ask questions. Bonus points if you ask questions about something specific you’ve seen in something we’ve published. We want you to be curious about where you will work!</li></ul><h2>Overview of our process + tips</h2>We’ve designed our interview process with efficiency and insight in mind. To that end, each stage has a well-stated purpose and expectations.Overall, the process is made up of three main team interviews, supported by a brief discovery call at the beginning and a relaxed coffee chat at the end. Here is the full breakdown:<h3>Discovery call</h3>This is for us to learn more about you beyond your CV and application. This conversation will be with either Alex or Mariya, and will last around 20-30 mins. During that time, we want to learn what motivated you to apply to WunderGraph. We will also have a quick chat about the logistics of working here.Think about how you would explain what you do to someone who is not in your domain and practice that for this interview. Also, have a good think about what moves you to do your best work.<h3>First Interview (Technical discussion for engineering)</h3>This is the first conversation you’ll have with the team that you will eventually work with. Usually, it covers details about your past work and deep dives into your technical expertise. You should also explore the <a href="https://github.com/wundergraph/cosmo">Cosmo repository</a> on GitHub to learn more about how everything works. Our <a href="https://wundergraph.com/blog">blog</a> has detailed technical deep dives from the team and founders, and the team loves getting specific, detailed questions.Be prepared to talk in detail about your work and domain with fellow domain experts (engineers, marketers, sales, etc.).<h4>Task + discussion</h4><ul><li>Task: We try to give you an example that's representative of the work you’ll do here, so we can see you in action. For example, engineers will get a coding task. Usually, it’ll take you a few focused hours to complete the task, but it’s not timed. It’s not about how fast you complete it, but the quality of the work.</li><li>Review: Before any potential invite to a discussion, we review your code first.</li><li>Discussion: If the code meets expectations, you will be invited to discuss it with the team, where you will go over how you solved the problem and, if anything, how you would change things if we give you more context or different parameters.</li></ul>Especially for engineers but applies to everyone - do not submit AI-written work only. Really think about what the work you're submitting says about you, as this is the only thing we'll have to go on when making our decision. Take this opportunity to show us how it's done! During the discussion, you will need to back up what you did, how you broke down the problem, and why you did it that way.Bjorn, our COO, wrote a <a href="https://wundergraph.com/blog/ai_assisted_coding_and_hiring">blog about using AI in engineering interviews.</a><h3>Founders call</h3>We’re still at the start-up stage, so it’s important that you hear from the founders about our culture and company, and that our founders have the chance to meet everyone coming in!Be honest about what kind of culture and environment you are really looking for. What motivates and inspires you? We're a mission-driven lot, and you will need to find a motive to thrive here.<h3>Call with the team</h3>Think of this as a coffee chat to get to know the team you will be working with and see if you will mesh, work, and deliver together. As we’re fully remote, it’s important for you to meet more than just the management team.Bring yourself, who you are, what you love doing, and what you want to do next. The team will likewise let you in on how we work and play together.<h2>Conclusion</h2>We are building a team of people who care about their craft, ask good questions, and want to work on hard problems with others who do the same. The job market is difficult right now, and interviews can feel stressful, but our goal is simple: treat every candidate with respect, stay human in every interaction, and give you a clear view of the work and the people behind it.If you decide to apply, bring your real voice, your real experience, and the work you are most proud of. We will meet you with the same openness on our side, and if it turns out to be the right fit, we would be happy to welcome you to the team.<hr><hr></article>

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What we look for, how our interview process works, and how to get the most out of applying to WunderGraph.

Applying for a Role at WunderGraph

<article>In March 2025, a few of us from different parts of the world crowded into a small Italian restaurant in Bretten, Germany. There were about 13 of us around the dinner table, sharing drinks and stories. When I asked Bjorn, our COO, about his plan for WunderGraph from a people perspective, his answer was straightforward:<blockquote>I want to build the company I always wanted to work in.</blockquote>For me, that made all the difference, especially since I had just joined the company. I realised we were at a stage in our growth where we were allowed to dream and maybe even make those dreams real. I’ve always believed in fairness, transparency, and leading with empathy throughout my career, so for me, that was the dream.At WunderGraph, our mission is to build high performance systems that make it easier for teams to collaborate with data and with each other. Strong engineering is only possible when collaboration scales with the company. That balance is what drives our work and our products. It’s about always improving and scaling how we work together, at each stage of growth.Because building a company isn’t just about scaling systems, products, or revenue. It’s about scaling how we work together. Every feedback moment, every decision, every celebration sets a precedent. If we don’t define what “great” looks like, then habits will form by default, not design.WunderGraph tripled in size this year, and we’re now focused on intentional culture design with meaningful touchpoints throughout the year.<hr><h2>🧭 2025: The Year We Became a Team</h2>2025 was both tough and exciting; it was the year WunderGraph truly became a team, not just a tech startup.We grew from a tight founding group into a company of 34 people, spread across 10 countries and representing 18 nationalities. If diverse backgrounds bring innovation, then we’re off to a strong start with a team located around the world.One metric we focused on this year was increasing women’s representation on the team. We know the numbers across tech, especially in startups, can look grim. Our current gender ratio is 32.4% women and 67.6% men. It’s a good start, especially given that we’re above the European tech average of 22.5 percent women (Euro Tech 2024–2025). As a People leader, one of my priorities for 2026 is increasing women’s representation in engineering and in leadership so we can tap into more diverse perspectives and strengthen our competitive edge.Tripling in size in under twelve months requires discipline, clarity, and consistency. Between April and November 2025, we ran over 730 first-stage interviews while maintaining a human-first, values-driven approach.Here’s how WunderGraph stacked up against industry benchmarks this year:(Sources: LinkedIn Talent Trends 2025, Ravio Compensation Trends 2025, Lever Hiring Benchmarks 2024, SHRM Recruiting Benchmarks 2024, Greenhouse Hiring Report 2024.)These numbers aren’t about speed for its own sake. They reflect our ability to stay decisive, human, and aligned in how we hire. Even at this pace, our candidate experience stayed top tier, placing us first for responsiveness in our category on Cord. We set ourselves an SLA of replying to candidates within three days of applying, and we remain stubborn about not using AI in our recruitment process and hiring decisions. There are real people on the other side who took the time to show interest in working with us, and we treat that as an honour. Last year we were a team of twelve; now we have industry professionals actively seeking us out. I consider that both a success and an advantage.Our turnover rate is 21.7% with 4.3% voluntary and 17.4% involuntary exits. We are bringing together a top team to solve hard problems. We are building developer tooling, a challenging and demanding work. We serve some of the biggest companies on the market. This is why we hire for colleagues who constantly make us better and push for innovation. Some of the people we brought on board were not the right fit for the current growth stage and unfortunately we had to part ways. We’ve been candid with the team about the reasons, and we’ve taken feedback on board in every case.To improve in this area, we redesigned our onboarding flow (which now receives excellent feedback), launched the <a href="https://docs.google.com/spreadsheets/d/178OitBcl8ayGO6987o96c0NJd5K5LR0QgkvtGn_PZz0/edit?gid=977983517#gid=977983517">WunderGraph Engineering Growth Framework</a>, completed our first performance and compensation discussions.As part of that work, I also wrote a blog about our approach to engineering progression, which you can read here: <a href="https://wundergraph.com/blog/engineering-growth-framework">The Engineering Growth Framework</a>.And most importantly, we listened. We did this through surveys, open sessions, and our culture co-creation workshops. Our latest eNPS (Employee Net Promoter Score) of 73 (which matches our Customer nps by the way) reflects a team that’s deeply engaged and proud to be part of what we’re building, a clear sign that belonging and belief remain strong even as we scale.<h2>🤝 Building Culture Face-to-Face</h2>As founders, we’re often pedal to the metal, always chasing the next milestone. But sometimes, the best thing you can do is slow down with your team. Step back, reflect, and recharge so you can move faster after. I’m learning that slowing down isn’t falling behind. It’s actually what sets you up to go further.We take great care into shaping our culture, and this is led from the top, our founding team. That’s why 2025 became the year of intentional in-person connection.We met in person five times this year, with one more event planned in December:<ul><li>Alta, Norway (January): We kicked off the year surrounded by the northern lights.</li><li>Bretten, Germany (March &amp; June): Two deep working sessions where we co-created our culture framework, tackled leadership challenges, ran hackathons, and built alignment for growth.</li><li>Gran Canaria (November): Our company retreat was a blend of celebration and alignment. This is where we truly felt like one WunderGraph.</li><li>New York (Sales Strategy): A sharp, forward-looking strategy session for our GTM and sales leadership.</li><li>Germany (Ops &amp; Finance Meet Up, November): A focused meetup to solidify operational excellence for 2026.</li><li>API Days Paris (December 9–11): We’ll be sharing talks on secure GraphQL for AI with MCP, intent-first schema design with Fission, and event-driven federated GraphQL subscriptions.</li></ul>So much potential goes missing when we keep grinding without a reset. In a fully remote setup, the leak is slow but real. We skip breaks, push through weeks, and the tank quietly drains. Retreats aren’t a perk. They are how we refill the tank, reconnect as humans, and rebuild the trust that turns ideas into shipped work. WunderGraph is about people. I’m proud to be one of them.Our approach blends remote work with intentional rhythm sessions throughout the year to align, reset, and set the pace together.<h2>💬 What the Culture Workshop Told Us</h2>In June, during our Culture Co-Creation Workshop in Bretten, we took a hard, honest look at how we’re doing.<h3>💪 Where We’re Strong</h3><ul><li>Accountability (100% Healthy): People own their work. There’s no room for micromanagement, and no need for it.</li><li>Psychological Safety &amp; Equal Voice (100% Healthy): Everyone feels safe to speak, challenge, and contribute.</li><li>Raising Problems &amp; Embracing Change (80% Healthy): We iterate fast, adapt faster, and see change as part of our DNA.</li><li>Handling Failure (73% Healthy): Failure is treated as feedback, not final.</li></ul>These are the foundations of a scaling company that values trust and autonomy.<h2>💡 What Scaling Intentionally Looks Like</h2>Overall, when scaling WunderGraph, the goal is not to become bigger but better. We still operate with a lean structure, and it has served us well so far.We’re already taking concrete steps:<ul><li>New hiring frameworks → structured, values-driven, and inclusive by design.</li><li>Upgraded onboarding → early feedback from new hires is much improved</li><li>Leadership and team development → beginning in 2026, we will focus more intentionally on identifying gaps and supporting team growth.</li><li>Knowledge sharing systems → reducing silos as we scale, how we prioritise work.</li></ul>We’re learning to blend remote efficiency with human connection, growth with belonging, and speed with intentionality.<h2>❤️ The Company We Always Wanted to Work In</h2>WunderGraph, at its core, isn’t about policies or playbooks. It’s about people who care deeply about building something better, together. It is about an engaged team that wants to help companies build bridges between data and their people.We want WunderGraph to be:<ul><li>A place where accountability feels empowering, not heavy.</li><li>Where feedback is normal and embraced, not scary.</li><li>Where clarity beats politics, and trust beats process. Hence our no BS policy.</li><li>Where people feel, at the end of the day, they were able to do their best work.</li></ul>Paul, our Senior Growth Marketer who joined us in 2025, has summed it up beautifully.<blockquote>I really feel I have landed on my feet being part of such a kind and supportive team. Everyone is so aligned on the business goals which makes getting the help and support you need so much easier. In my first week I finished my working day and said to my family that I have had the nicest working day in my entire career.</blockquote>We also made culture a focus at our company retreat in Gran Canaria, where we wanted to understand why our people joined us and why they want to stay at WunderGraph long term.When you first create a company, most people spend little to no thought about culture. It sort of emerges along the way. This was never the case for me personally, having spent more than two decades with different companies in different roles. I knew that if I ever were to start a company, I would do many things differently, starting with culture — and culture always starts (and lives and dies) with leadership.Although I appreciate every experience with my previous employers, they still all sucked more or less at culture, because leadership (top execs) wasn't leading or underestimated their effect as an example for middle management and all staff around them. You cannot expect full commitment from your team if you don't walk the talk as the executive team (emphasis on team!), and it's nothing the middle management can fix for you. You may still build a good company, but hardly an exceptional company, because it's exceptional teams that make exceptional companies.So when we started WunderGraph, it was my chance to finally build what I always envisioned: a company where leadership leads by example and is able to build the cultural foundation for such a truly exceptional team from day 1.On our retreat in Gran Canaria last week, I was amazed (again) to see that it actually seems to be working. I'm lacking the words to describe how it feels to see the team that we brought together spark with ideas, vibe with each other, share contagious inspiration and commitment.Even though I feel an almost indecent level of pride, I'm also incredibly humbled, because even though we as founders may have set the right things in motion, it's the people that pick up on it and actually make the dream come true that only existed in my head.It's really one of the most satisfying experiences ever in my life, and it makes me hungry for more — and I think our team feels just the same. (BTW - we're hiring, just in case you wondered :)Make no mistake, scaling up a company is very hard. But this is what I signed up for in the first place, and I'm honored to be joined by so many great and talented people. The only thing we'll have to work on are our collective karaoke skills, but that's a story for another day.Why people chose to join us this year:<ul><li>Many joined because of personal connections, trust, and the leadership's reputation.</li><li>The underdog - a lot of our colleagues love the build stage, the momentum, and the chance to create something better than the industry standard.</li><li>The work itself- especially for the engineering team, where our focus on engineering excellence, open source roots, technical challenge, and creative autonomy has been a major attractor for builders, engineers, and storytellers.</li><li>Culture and Values - transparency, an egoless and collaborative team, our international environment, and high ownership came up repeatedly.</li></ul>When looking at why they would stay with WunderGraph long term:Challenging environment Plenty to learn while solving real problems.Belonging The people and the diversity. That sense of belonging with purpose — building a company you believe in alongside people you trust — is a major retention factor.Compensation It came up playfully but meaningfully. People appreciate that WunderGraph is starting to formalise growth frameworks, salary reviews, and equity, tying individual contribution to company success. Staying here feels like building something that will pay off both financially and personally.Learning As one Wundernaut mentioned in an anonymous survey: &quot;The founders are great mentors. I learn a lot from everyone in the company.&quot;<h2>Building on This Foundation</h2>As Bjorn said, “I want to build the company I always wanted to work in.” We all do. And in 2025, we took big steps toward that vision.Here’s to scaling with intention, and to the culture we’re co-creating. We have the autonomy and the space to build a culture we are proud of, one that feels good from the inside. We also have the responsibility to do so, for the people who are here and for those who will join us along the way.If you’re interested in speaking with us, please review our <a href="https://wundergraph.com/jobs">current open roles</a>. Reach out to Alex or Mariya — we’re always open to a conversation:<a href="https://wundergraph.com/jobs">We're Hiring</a>In an industry that can feel cutthroat, we've built something different. A culture where people want to work together, build something great, and actually enjoy the process. That's not just nice to have. It's our competitive advantage, and it's why we're going to win.</article>

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How WunderGraph scaled in 2025 with intentional culture, better hiring, stronger representation, and a people first approach to building a great company.

Building the Company We Always Wanted to Work In

<article>TL;DR:AI is another tool to make repetitive, menial tasks easier. It should help people focus on the tasks that move the needle, not replace them - because empathy, curiosity, and creativity can’t be automated.<hr><h2>You Can’t Outsource Your Thinking</h2>There’s this idea floating around lately that a single person, with the right mix of AI tools, can run a billion-dollar company. It’s a nice fantasy at best, and a layoff pretext at worst (efficiency-focused and probably good for headlines) but let’s put it this way: I don’t think, in our current reality, it’s possible or sustainable. And clearly so.Going back to our human nature, we must remember there are only twenty-four hours in a day, some of which (hopefully) are spent sleeping, eating, and maybe touching some grass. That downtime isn’t wasted; it’s how our brain processes everything we’ve absorbed. And that deeper processing is exactly what AI can’t do.This may be seen as one of the drawbacks of relying solely on humans, and it would be, if every task were repetitive work that required no creativity, empathy, or curiosity.<h2>The Cost of Efficiency</h2>But most of that work has been automated for years. So the real issue isn’t whether AI can do more, it’s our fixation on efficiency at the cost of sustainable business and customer experience.And there’s something a bit troubling about this notion that we have to justify our right to work as humans, just to avoid being replaced by machines.So, should we start outsourcing our creativity and empathy now, too? The idea that AI can replace our thinking isn’t just unsustainable, it’s bad for business.<hr><h2>What Makes Work Human</h2>You have to build, test, fail, and learn. This is your basic human task set. Even if you’ve read every business book ever written (or had your AI read them for you), your startup might still fail. Some customers will churn. Some products won’t make people happy. There’s simply too much context, history, luck (or lack thereof), and randomness in human behavior to model perfectly.Now, in a world inhabited only by precise, perfect machines, AI could replace every interaction. You would have a world with no bugs, support needs, human error (or humans), but also a world without curiosity. No one asking what if. No one experimenting for the sake of it.That world is not human-friendly. And by extension, not customer-friendly or sustainably profitable.The same principle applies to how we build software at WunderGraph. The best tools don’t remove people from the process; they remove friction so teams can spend more time thinking, designing, and solving real problems together.We’ve all experienced what happens when that balance tips the wrong way. The endless automated phone tree that never offers the option you actually need. The chatbot that interrupts your screen to offer “help,” only to repeat canned responses.<h2>When the Balance Tips Too Far</h2>I once had to order an important bank document through an app bot. It acknowledged my request, confirmed I’d receive it in 24 hours… and then nothing. The bank eventually offered compensation, but the damage was done. As a customer, I no longer trusted their system. Since there was no way to reach a human, my next step was simply to switch banks.AI doesn’t take accountability. Humans do. We’re the ones who face the customers and make things right.<hr><h2>Craft Takes Time</h2>I grew up in Italy, where people are passionate about crafting something meaningful from simple materials, be it food, fashion, or art. When you think about it, Customer Success is a craft too.It’s meant to spark emotion, not just process transactions. Especially in an age where everything is being analyzed for replacement, this is the part that should stay human-led.Post-sale, this is the biggest opportunity to differentiate. To deliver something that no machine can replicate.Care Attention Curiosity Passion Dedication Empathy<h2>Care Can’t Be Automated</h2>If you outsource your thinking and actions to AI, you may see short-term profits.However, you won’t build a loyal, long-term customer base. Your post-sale experience will look practically identical to every competitor that also chose to use an AI-driven approach.You will miss the opportunity to learn. You won’t learn about their surprising adoption patterns, the new tech they’re exploring, and their real pain points. What may seem irrelevant on the surface is often the conversation that builds connection and reveals critical insight. That’s what I believe Customer Success is truly about: discovering the ever-changing spark that fires up your customer.<hr><h2>Keeping Humans in the Loop</h2>We try to protect that spark at WunderGraph by building systems that keep the human in the loop and amplify the creative, human side of collaboration, even as AI and automation evolve.Cut too deeply into your own teams with automation, and you lose that. Fewer people means fewer brainstorms and less creativity (keyword: brain! I find it fascinating that we still don’t exactly know how it works, and yet we think AI can replace most of its thinking.)This is a long-term issue not to be undervalued. Customer Success professionals are team players, both for your team and the customer’s. The most meaningful progress in technology, teams, and customer relationships comes from people who take the time to think and care deeply about the problem they’re solving, no prompts required.</article>

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A thoughtful look at why AI can’t replace empathy, curiosity, or creativity in business—and why keeping humans in the loop is good for both customers and companies.

Why Customer Success Can't Be Automated

<article>At WunderGraph, our goal is to bring everybody together to build digital products end-to-end. From interface design to API implementation, we provide the platform to go from sketch to product in a category-defining collaborative experience. We want to take the friction out of bringing digital ideas to life, making room for your ideas and productivity.2025 has been the most exciting year for WunderGraph so far. We successfully completed our <a href="/blog/series-a-announcement">Series A</a> (<a href="https://techcrunch.com/2025/03/27/ebay-backs-wundergraph-to-build-an-open-source-graphql-federation/">TechCrunch coverage</a>) in January. In December 2024, we were a team of 12, and as of August 2025, we are now over 30. We still can't believe it! At the end of September, we will launch <a href="https://wundergraph.com/hub">The Hub</a>, and we are confident it will transform how organisations collaborate to build digital products.We’re growing quickly on all fronts, and with growth comes complexity. Our engineering team remains the largest at WunderGraph, and we’re continuing to scale Sales and Marketing in the U.S. and beyond.To support this growth, we need a solid foundation-a clear, thoughtful career framework that grows with us, supports our people, and enables a culture of high-impact work.&quot;You have brains in your head. You have feet in your shoes. You can steer yourself any direction you choose.&quot;<ul><li>Dr. Seuss</li></ul><hr><h2>The Pain Points: Scale Without Structure</h2>As we tripled our team this year, three core pain points became clear:<ol><li>Hiring at the right level: Fairness and consistency are always top of mind. We want a transparent process for our team and for anyone interested in joining us.</li><li>Supporting career growth and conversations: Our founding engineers are still with us after 3 years, and many talented colleagues have joined since. We want everyone to have the opportunity to build a fulfilling career at WunderGraph.</li><li>Consistency across the board: Consistency is critical when managing a global team with diverse backgrounds and skills. Having a framework that aligns the whole team on expected impact and results is a top priority.</li></ol><hr><h2>How We Built WunderGraph’s Engineering Career Framework</h2>We kicked this off as a collaboration between our CTO, <a href="https://www.linkedin.com/in/dustin-deus/">Dustin Deus</a>, the People &amp; Culture Lead, <a href="https://www.linkedin.com/in/alexandra-stoica-assoc-cipd-a66628a9/">Alex</a>, and the wider leadership team, with feedback loops from our engineers. From the start, we made it clear: this is version 1, and it will grow with us.To reach this version, we reviewed 30+ engineering career frameworks from tech companies with similar profiles, from Series A to Series C, including <a href="https://handbook.gitlab.com/handbook/engineering/careers/matrix/">GitLab</a>, GitHub, <a href="https://sourcegraph.com/blog/software-engineer-career-ladder">Sourcegraph</a>, <a href="https://circleci.com/blog/why-we-re-designed-our-engineering-career-paths-at-circleci/">CircleCI</a>, <a href="https://buffer.com/resources/engineering-career-framework/">Buffer</a>, <a href="https://web.meetcleo.com/blog/progression-frameworks-at-cleo">Cleo</a>, and more. We studied evaluation criteria, level mapping, progression logic, and performance models. Then we combined those learnings with our company values and future vision.To align levels, pay, and roles with the market, we partnered with <a href="https://ravio.com/">Ravio</a>, a modern benchmarking platform built for tech companies.<hr><h2>Engineering Excellence and Mindset: Keys to Career Progression</h2>“Talent might give you a head start, but it’s pure dedication and discipline that turn dreams into something real and lasting.”<ul><li>Dustin Deus, CTO</li></ul>At WunderGraph, we believe our people deserve the opportunity to do the boldest, most meaningful work of their lives. Our <a href="https://docs.google.com/spreadsheets/u/5/d/178OitBcl8ayGO6987o96c0NJd5K5LR0QgkvtGn_PZz0/htmlview#gid=977983517">Engineering Growth Framework</a> is built around one word: impact. Impact isn’t just about shipping code. It’s about how you do it, why it matters, and who it enables.Our career discussions and decisions are grounded in demonstrated impact across three performance areas. These are inspired by <a href="https://www.microsoft.com/insidetrack/blog/digitally-transforming-microsoft-our-it-journey/#:~:text=Nadella%20changed%20this%20ethos%20by,incorporated%20into%20individual%20performance%20reviews.">Microsoft’s performance model introduced under Satya Nadella</a> (not the ones before—if you know, you know) and tailored to our values:<h3>The Three Areas:</h3><ul><li>Engineering Excellence (Individual Impact) → How well you own and grow your technical skills. This includes technical contribution, problem-solving, and innovation.</li><li>Partnering with others (Together Impact) → How you work with others to amplify results. This covers teamwork, knowledge sharing, cross-functional support, and customer interactions.</li><li>WunderGraph Culture (Help Team Thrive) → How well each of us embodies WunderGraph values, culture, our core beliefs (<a href="/blog/wundergraph_manifesto">read Alexandra's companion article</a>), and ways of working.</li></ul><hr><h2>How We Use the Framework</h2>We reference and apply the Framework often to make sure it doesn’t sit in Notion as a static document, but stays a living part of our engineering culture. Here are some of the ways we currently use the Engineering Growth Framework:<ul><li>Hire engineers with the right experience and growth mindset: Hiring is complex and critical, so we ensure candidates align with the framework before joining.</li><li>Reflect on strengths and areas to develop: Both individually and in 1:1s.</li><li>Guide conversations around performance, growth, and goals.</li><li>Support recalibration when expectations and delivery diverge.</li><li>Shape long-term, fulfilling careers.</li></ul><hr><h2>Two Paths to Grow: IC and Management</h2>Not every engineer wants to become a manager, and they don’t have to. Our framework supports two equally valued tracks:<h3>Individual Contributor (IC) Path</h3>Each of the 6 levels has two horizontal steps, reflecting the growth that happens within a level before moving to the next:<ul><li>Step 1 – Growing confidence. You deliver reliably and meet expectations.</li><li>Step 2 – Seasoned contributor. You go beyond expectations and create impact across teams.</li></ul><h3>Management Path</h3>We’re building a unique Management Growth Framework, with clear paths to and from the IC track. It reflects our belief that leadership is a role, not a rank, and that technical and people leadership are equally important.<hr><h2>Performance, Progression, and Pay</h2>We had our first engineering-wide performance conversations based on the Framework in July 2025. The goal is to continue with quarterly check-ins during this period of accelerated growth to track the team's development.Progression and associated pay at WunderGraph happens in two ways:<ul><li>Vertically: from one level to the next (e.g., Eng 02 → Eng 03)</li><li>Horizontally: across the two steps at each level before moving up a level</li></ul><hr>“Tech Lead” is a hat, not a title. Any engineer can step into this role on a project-by-project basis.<hr><h2>Feedback from the Team</h2>We involved the team for initial feedback, and we were grateful to see that the framework was well received. It reflected the way we already work and the expectations we had set before writing anything down. Everyone agreed on the need for clarity and fairness. We’re committed to iterating on the framework as we scale, so we’ve invited ad hoc feedback to our People Lead and will hold organised review sessions after one or two calibration cycles.<hr><h2>Calibrating Senior Engineering Roles: Staff vs Principal Levels</h2>We know that Staff level (Eng 05) and Principal (Eng 06) are where definitions can blur. In larger companies, these roles focus heavily on architecture and cross-team collaboration. In a smaller company like ours, these roles can take many forms, from strong technical leaders to hybrid strategists. They are crucial for executing our strategy and keeping the team aligned on our north star, whilst still remaining very hands-on. We continue to refine these levels with input from the team and through external benchmarking.We remain open to amending the framework as our team and company evolve. Our engineers are already using the framework in practice, and we allow everyone the opportunity to provide feedback. After at least six months of use, we will form a working group to review whether it still reflects our strategy and the team’s reality.<hr><h2>Looking Ahead</h2>We’re proud of the foundation we’ve laid, but we know this is just the beginning. WunderGraph is growing, and our framework will grow with us.We’ll continue to connect career growth to impact, not checklist achievements. We’ll continue to prioritize clarity over complexity. And we will keep building a culture where excellence, mindset, and collaboration matter most.In the interest of transparency, you can explore the <a href="https://www.notion.so/wundergraph/WunderGraph-Public-Handbook-and-Resources-20db19e0a0ec800690cac27c35fadc73">WunderGraph Public Handbook and Resources</a> as well as the <a href="https://docs.google.com/spreadsheets/u/5/d/178OitBcl8ayGO6987o96c0NJd5K5LR0QgkvtGn_PZz0/htmlview#gid=977983517">WunderGraph Growth Framework - Engineering,</a> to learn more about our engineering mindset and culture.If you’re passionate about shaping the future of APIs and want to be surrounded by a top team that values ownership and engineering excellence, we still have some spots open in our team. See our current vacancies here: <a href="https://wundergraph.com/jobs#open-positions">WunderGraph Jobs</a>.WunderGraph Hub is our new collaborative platform for designing, evolving, and shipping APIs together. It’s a design-first workspace that brings schema design, mocks, and workflows into one place.</article>

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The engineering career framework at WunderGraph fosters growth, progression, and scaling teams with transparency, fairness, and strong culture.

The WunderGraph Engineering Growth Framework

<article>You might know WunderGraph as the builder of Cosmo, our full-lifecycle GraphQL API management platform for federated graphs at scale. Cosmo handles composition checks, routing, analytics, and distributed tracing, all in one place. And behind the scenes, we're already building the <a href="https://wundergraph.com/hub">next wave of developer tooling</a> to fill the gaps the ecosystem hasn't solved yet.We are now a globally distributed remote team of 30 people across 9 countries.In March 2025, we closed our <a href="https://techcrunch.com/2025/03/27/ebay-backs-wundergraph-to-build-an-open-source-graphql-federation/">Series A</a>, giving us even more momentum to move faster, build deeper, and keep delivering for the developer community.As WunderGraph continues to grow, one thing has become crystal clear: the way we work together is one of our biggest strengths. We believe that here, together, we can do our best work. So we decided to write it down, not as fluff, but as a clear, no-BS guide to what we believe, how we operate, and the kind of people who thrive here.It’s our Manifesto: a set of core beliefs that guide how we work. This is version 2, written for the stage WunderGraph is at today. It goes deeper than version 1 and sets the bar higher with every new person who joins. That’s how we keep learning from each other and stay sharp.<h2>Why did we create the Manifesto?</h2>We’re building innovative tech for the developer community, but that’s only part of the story. We’re also building a high-performing, tightly aligned team that solves hard problems fast. We need both to succeed, and that only works if we’re all pulling in the same direction.So we asked ourselves:<ul><li>What do we expect from each other?</li><li>What kind of mindset does it take to move the needle here?</li><li>What makes working at WunderGraph feel different?</li></ul>The result is 17 beliefs that cut through the noise. They’re real, direct, and reflect how we work every day. We use them to hire, to stay aligned, and to move fast with focus and urgency<h2>How It Came Together</h2>The Manifesto wasn’t created in a vacuum.It was shaped by the people building WunderGraph every day. In June, we kicked it off on-site in Bretten with the leadership team. We then presented it to the whole company to make sure it wasn’t just leadership-speak, but something everyone stands behind. It has continued to evolve through async input and leadership discussions aligned with our People strategy.<h2>How We Use It</h2>This isn’t just internal culture wallpaper.<ul><li>It’s linked in every interview invite to help candidates understand how we work and decide if our environment is right for them.</li><li>We talk about it during the interview stages.</li><li>We include it in onboarding so new hires have clear and transparent guidelines.</li><li>It lives in the <a href="https://www.notion.so/wundergraph/WunderGraph-Public-Handbook-and-Resources-20db19e0a0ec800690cac27c35fadc73?source=copy_link">WunderGraph Public Handbook and Resources</a> because transparency matters, inside and out.</li><li>Most importantly, it reflects what’s already true: our team moves fast, owns hard problems, and delivers real impact. This puts into words what we already live every day.</li></ul><h2>What’s Next</h2>Culture doesn’t stand still and neither do we. We grow every day: as a team, a company, and a product. In November, we meet again in Gran Canaria for a retreat and take the next step<ul><li>Evolve the Manifesto into a Values framework that supports us as we scale</li><li>Gather and reflect on feedback</li><li>Make sure our culture grows with our ambition</li></ul>This is about building a team that can move fast and scale smart, without losing what makes us special: our grit, engineering excellence, and people.<h2>The WunderGraph Manifesto: Core Beliefs</h2><h3>Core Beliefs: How We Work Together</h3><ol><li>We’re building a top team to solve hard problems. That’s why we hire people who move the needle and push innovation every day. Skill, attitude, and focus matter. If you’re looking for a high-impact role where you can apply your growth mindset and ownership, this is for you.</li><li>We demand a lot, which is why we pay at the high end of the market. For entrepreneurial-minded people, equity is an option too.</li><li>Keep pushing us forward, and you’ll earn real flexibility in return. That might mean picking up your kids, going to the gym, or heading out early to do something you enjoy (besides work, of course 🙂).</li><li>Be 150% behind our mission of “Building the future of API collaboration” because you're genuinely excited to be part of it.</li><li>Get stuff done. We keep our organization flat and lean (no overhead, no politics, no silos) so you can focus on what matters: shipping, breaking paradigms, moving the needle, and bringing smart ideas to life that make a difference for our customers.</li><li>Walk the talk. Our leaders don’t just guide, they roll up their sleeves and build with you. When we make a promise, we keep it.</li><li>You’re hungry to do what it takes for us to win as a team. Work and making an impact are key parts of your identity and fulfillment. And yes, it’s okay (but not required) to work or text on weekends or at night.</li><li>Strive to do in a day what others do in weeks. Focus on done, not perfect, so we can get things in front of customers and learn fast.</li><li>Crash through walls to get things done. Respond in minutes, not hours or days.</li><li>Be extremely persistent if it means getting the job done. Check in on important things 10 times a day if that’s what it takes to make a difference. Don’t let yourself be put off.</li><li>Wear any hat that needs wearing. There’s no job that isn’t your job. We call this “ownership.”</li><li>Drive things relentlessly as an individual, but always act as a team. Don’t be afraid to fail. If you do, share what you learned so we don’t repeat mistakes. We have your back.</li><li>Be obsessed with our customers. It’s our job to move fast and solve problems. Use every opportunity to learn. If a customer feels like we dropped the ball, we did.</li><li>Sync quickly when its necessary to solve a problem, especially if it involves a customer. Use async for less urgent topics. Keep meeting overhead low so you can focus on what matters.</li><li>Be ready to travel. Occasional meetups and retreats around the world are part of our culture. Being face-to-face with teammates or customers builds trust and real connection.</li><li>Be open and direct with feedback. In a remote-first company, transparency and clear communication are essential for team success.</li><li>Always be learning. Never settle. Use every resource to broaden your perspective. Question the status quo. There’s always room to grow, both personally and professionally.</li></ol>We’re growing, we’re innovating, and we’re looking for people who want to be part of the journey.On the engineering side, we’re doubling down to push our product further and launch new product lines (more on this soon).At the same time, we’re rolling out our Go-To-Market strategy in the U.S., building a Sales and Marketing team on the ground to bring Cosmo to more customers.🚀 If what we’re building and how we’re building it resonates with you, we’d love to hear from you.👉 <a href="https://wundergraph.com/jobs#open-positions">See open positions at WunderGraph</a>WunderGraph Hub is our new collaborative platform for designing, evolving, and shipping APIs together. It’s a design-first workspace that brings schema design, mocks, and workflows into one place.</article>

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Inside WunderGraph’s culture manifesto: how our core beliefs shape hiring, remote teamwork, and scaling a global GraphQL platform — fast and without fluff.

How Our Core Beliefs Drive the Way We Scale

<article><h2>Wrapping up a Week in Bretten</h2>Today marks our last day together in Bretten. As we close out this week-long sprint, I think it’s safe to say that it has been an excellent experience for everyone, including new teammates and those who have been with the company from the beginning. It was natural to settle into a comfortable rhythm- a great breakfast at the hotel, followed by a general migration to a well-laid-out workspace upstairs. After a full day of work, the day was wrapped up with dinner at one of the fantastic restaurants in Bretten.There is a reason that sharing a meal is so deeply ingrained in every culture. It’s a time to unwind and connect—not just about tech, but about different hobbies and passions, from video games (and, of course, game design) to deep-sea fishing. A personal highlight (and a favorite among many of us visiting this region for the first time) was trying Maultaschen, a delicious dish so culturally significant that it holds Protected Geographical Indication (PGI) status. In 2009, the European Union officially recognized Maultaschen as part of the cultural heritage of Baden-Württemberg.Moments like these highlight something that remote work, for all its advantages, can’t fully replicate. WunderGraph is a remote company, and being remote offers countless opportunities and benefits. How else could an engineering team consist of brilliant engineers from all over the world? But as I mentioned at the start of the week, certain aspects of working in person can’t be replicated behind a screen.My role revolves around writing and documentation, which means that I spend most of my time with releases and the finished product. I rarely get the opportunity to sit in and watch the engineering team brainstorm, try things out, and build in real-time. Getting to be a fly on the wall throughout this week-long hackathon—despite its name, a hackathon has nothing to do with hacking but refers to an intense coding event (<a href="https://www.techtarget.com/searchcio/definition/hackathon">more on that here</a>)—offers a new perspective on what happens behind the scenes, and what makes WunderGraph unique.It’s one thing to send a Slack message requesting a screenshot for documentation; it’s another to stand behind the engineer, watch them run the code, and see the full context of what’s needed. Similarly, screen-sharing on a call can be efficient, but there’s a visceral difference when the entire team huddles around a laptop or shouts ideas at Jens as he takes notes on a whiteboard, collectively problem-solving and innovating at the moment. As the person responsible for rounding up new features and releases each month, it’s always exciting to share what’s new. But watching those ideas come to fruition—seeing them brainstormed, debated (always in the friendliest way possible), and built in real-time—adds a new level of appreciation.<h2>Looking Ahead</h2>As we wrap up our week and head back to our separate corners of the planet, it is important to carry these experiences. These retreats aren’t just about work; they’re about reconnecting with people you have worked with and met in person, meeting new teammates, and missing those who, for whatever reason, cannot join. Not everyone can make it each time, but the experience is invaluable. Personally, I am already looking forward to the next one.</article>

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The WunderGraph team gets together in Bretten, Germany to work together.

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