Our non-ESOP approach to employee ownership meant we got to determine how our program worked. The legal advice we got was very helpful, but it
Our non-ESOP approach to employee ownership meant we got to determine how our program worked. The legal advice we got was very helpful, but it
Editor’s Note: Since this post’s publication, we’ve further improved our approach to distributions. Find a revision to our Rainy Day Fund here, and continue reading
Having decided to take the bold step of becoming an employee-owned company, written up a prospectus, determined a valuation, and heard “yes” from seven interested
Editor’s Note: Since this post’s publication, Atomic has further refined its approach to determining a valuation. Keep checking in on Great Not Big as we
This post is the second in a six-part series on Atomic Object’s ownership and the non-ESOP approach we took to gradually shift from a founder-owned
In 2007, when Atomic Object was six years old, I decided I wanted to broaden our ownership base to include employees. In 2009, we executed
Growth challenges the structure of any organization. In my experience, it’s easy to let those changes sneak up on you. As part of our recent
Editor’s Note: Since this post’s publication, Atomic has continuously refined its approach to determining a valuation. Here’s a more recent post on the topic from
Editor’s Note: Since this post’s publication, Atomic has significantly refined its approach to employee ownership, and we’ve shared our learnings along the way. Read more
My friend Matt introduced me to Russ Roberts’ EconTalk podcast while we were in Germany in September. At his suggestion I recently listened to an