Typically, we accompany digital product companies by forming mixed teams, with people from Lean Mind and those hired by these companies.

We feel part of Lean Mind and part of our client teams. So much so that we call our client companies collaborators.

In our daily work, we operate as if we were part of a single organization, performing the same work. If someone unfamiliar with the team observed them for a while, they wouldn't be able to tell which organization pays each person's salary.

However, as external collaborators, we must adjust our service attitude to meet the expectations of those who hire us. Whenever a collaborative relationship is established, there is an expectation from the client, whether explicitly stated or not.

We need to find out what it is and ensure everyone understands it clearly and explicitly. Since everyone understands "consulting" differently, there are many ways to implement it. Some consulting firms work almost like recruitment agencies, sending people to clients whom they've just hired and don't know at all.

With this scenario, it's inevitable that some might turn to Lean Mind looking for developers they can eventually hire permanently. However, this is not our aspiration; we are not a recruitment or temporary employment agency.

Our goal is to accompany teams and individuals to grow professionally and for businesses to thrive.

It goes far beyond writing code in a project. Anyone working at Lean Mind has this goal in mind: to contribute to the professional and personal development of the people they work with, for the companies that hire us to be prosperous, and to make better digital products.

We accompany for improvement, knowing that at some point we will leave, as we do not want to create an indefinite dependency relationship.

It's clear that each leanminder will do it from their experience; the expectations from someone with 10 years of experience are different from someone with 2. Although the experience and knowledge are not the same, the attitude will still be to accompany for growth, during a defined period. Each will do so with their resources, with the training they receive at Lean Mind, and with the support of more experienced people. What traits does this attitude have, and how does it distinguish us in daily life? To answer this question, we must remember the profile of our ideal client: it is an organization that shares values with ours, meaning it values how we work, aspires to improve, and has a noble purpose. In a subtle, respectful, and humble way, as external collaborators, we are committed to:

• understanding how our client makes money or what their success metrics are.

• knowing what their objectives are (to focus on them).

• helping prioritize actions that have the highest return on investment for the business (accompanying in strategy).

• questioning the dogmas, processes, and tools of the organization we arrive at: people who have been there a long time have become accustomed to living with unnecessary pains, assuming things are just that way.

• identifying and working on everything that can be improved; being firm on the matter and delicate with people until progress is achieved.

• escalating unresolved conflicts as necessary to get them resolved.

• reporting any disrespect, humiliation, or abuse of power we witness.

• sharing our knowledge about engineering practices and also about soft skills, such as non-violent communication, feedback delivery, conflict resolution...

• asking for help whenever we need it, and helping whenever asked.

• spreading the Lean Mind culture, a living example of an organization where people grow and thrive.

We are careful not to enter like a bull in a china shop; the first thing we do is observe and learn how everything works wherever we go. Before suggesting or attempting to change anything, we must understand others, put ourselves in their shoes, and know their history. This can take weeks or months.

For all these reasons, in our case, soft skills or real skills are even more important than technical ones.

The treatment of people must be exquisite, professional, and at the same time close. One of my main motivations for doing the podcast, ni cero ni uno, is to convey these real skills.

We are demonstrating that there is a people-centered business model that is viable and profitable. Now we also want to demonstrate that there is a consulting model that is not body shopping, that effectively promotes the development of people and organizations.

Hence our motto: GOOD {CODE} PEOPLE. Good people who write good code, committed to sustainable development, continuous improvement, and positive impact on the teams we work with.