- 100
- 99
- 98
- 97
- 96
- 95
- 94
- 93
- 92
- 91
- 90
- 89
- 88
- 87
- 86
- 85
- 84
- 83
- 82
- 81
- 80
- 79
- 78
- 77
- 76
- 75
- 74
- 73
- 72
- 71
- 70
- 69
- 68
- 67
- 66
- 65
- 64
- 63
- 62
- 61
- 60
- 59
- 58
- 57
- 56
- 55
- 54
- 53
- 52
- 51
- 50
- 49
- 48
- 47
- 46
- 45
- 44
- 43
- 42
- 41
- 40
- 39
- 38
- 37
- 36
- 35
- 34
- 33
- 32
- 31
- 30
- 29
- 28
- 27
- 26
- 25
- 24
- 23
- 22
- 21
- 20
- 19
- 18
- 17
- 16
- 15
- 14
- 13
- 12
- 11
- 10
- 09
- 08
- 07
- 06
- 05
- 04
- 03
- 02
- 01
- 00
WORK AT SLATE AND WIRE
People are the asset we refuse to burn. We hire for values, then spend time so someone grows in the craft and as a colleague. Liking the work is not optional.
The bench mixes analysts, designers, engineers, QA, producers and leads. Shared habits: cover for each other, say the awkward thing early, keep the jokes dry, and get a little sharper each sprint.
The room is mixed on purpose. Stacked strengths beat a lone hero. That is how the better work gets out the door.
The hunger from year one is still in the room. We still only build work we would stand behind — now with roles, plans and a process that keeps that heat from burning the schedule.
SALTANDPEPPER
Culture
(Humans first) We work with people, not org-chart slots — clients, partners, colleagues. Soft skill and a hunger to improve beat a perfect CV.
(Motivation) Motivation is the default, not a poster. People pick work they want, so we skip the heavy watchdog layer. Every task has a reason and a name on it.
(Teamwork) Nothing ships from a locked room. We name what is strong and what is weak, and anyone can put an idea on the table if it would make the product better.
(Growth & Development) We read the field and still set our own bar. Reviews happen on a clock; so do the fixes. Headcount can rise; quality does not get traded. Everyone has a written plan, not a vague pep talk.
(Feedback) Feedback is the first tool, not the last slide. Give it, take it, change the work. Retros run inside crews, with partners, and with clients.
(Creativity) We invite invention in the brief and in the calendar. Odd ideas get a test, not a shrug.
(Flexibility) You can change seat and pick briefs you actually want. Desk on Rivington Street or remote — your call. A six-month pause is a meeting, not a no.
(Workflow) We keep a short script for when something breaks, so anyone on the bench can move without a two-hour hunt.
( Education )
Path from 0 to Lead
You can arrive with almost no production hours and still grow into a unit lead or a special-project owner. We back people, then we back the ideas they put on the table.
Mentorship
One good mentor lifts the whole room. We hire people who will teach. You get a guide — in-house or external — for as long as you stay.
Training and education
Teams sit down and walk live work, not slide decks. Outside teachers still come in — courses, talks, paid mentor hours — so the craft does not freeze.
Internship
Intern waves for engineers and managers have run here for more than ten years. Plans, mentors, and a real path to junior seats are how the production line stays fed.
Interviews with the team
Interview
with Anton, our Production Director
Atmosphere
The London floor is built for people who stay late because the work is interesting, not because someone is watching. A staffed kitchen, shared lunch, consoles and a foosball table sit next to the desks — the room is a workshop, not a lobby.
BUILDING world-class digital
since 2011
more @slateandwire.com
putting stories and experiences on the open web
RESTLESS MINDS
A floor built to make
space to stretch
