Why Class101

[English Version] CLASS101’s Mission & Culture for the Next Decade

It has now been ten years since I founded CLASS101 in September 2015. This document reflects on the lessons I’ve learned over the past decade and outlines how we intend to shape the next ten years based on our journey so far.

Before we begin

This cultural manifesto serves as the “constitution” of CLASS101. It is the highest guiding principle that defines our organizational culture. All specific implementations—how we work, our systems, evaluations, and rewards—are derived from this document.

Why CLASS101 needs this manifesto

Only teams with strong cultures can achieve their mission. When decent people come together, they can build a “good company.” But to create an organization that brings meaningful and positive change to the world, a strong culture is essential. The goals we pursue are not small; and a “good company” alone cannot reach them. To chase big and bold dreams, a company must be not just good, but great. Historically, all great companies have had strong, distinctive cultures.

📘 Airbnb – The “Founder Mode” Example

In 2020, Airbnb’s booking rate plummeted by over 80% due to the pandemic. Its very existence became uncertain overnight. At that moment, Brian Chesky made a bold decision: he shifted the culture from “We’re a family” to “We’re a mission-driven company.”

This new culture focused on “mission-driven + elite few + autonomy with responsibility.” As a result, Airbnb defied expectations and succeeded in its IPO (expected at $68/share → actually listed at $144). Following that, its revenue reached $6B in 2021 and $10B in 2023, placing the company firmly back on a growth trajectory.

Airbnb’s response to the crisis wasn’t just about reducing costs or boosting revenue. It was about redefining its purpose and way of working. By letting go of the “family” concept and rebuilding a “mission-driven elite organization,” Airbnb achieved remarkable outcomes.

📗 Netflix – The Culture of “Freedom and Responsibility”

Though Netflix was not hit hard during the pandemic in terms of business, its internal culture evolved significantly. Under the leadership of Reed Hastings and Ted Sarandos, the core philosophy of “freedom and responsibility” became more sharply defined.

Specifically:

Greater emphasis was placed on mature responsibility as a precondition for freedom.
Candid feedback culture was reinforced.
The focus shifted further toward a performance-driven culture.

As a result, both operating profits and global subscriber numbers continued to grow. Netflix is the kind of company that revisits and re-commits to its core principles in every crisis—and puts those into practice, not just theory. This proves that culture is often the leading indicator of business success.

🕰 Why CLASS101 Needs a Cultural Manifesto Now

1. CLASS101 is at a new “Day 1” moment, both culturally and organizationally.

Since I returned to the company in 2022, we had to prioritize survival above all else due to my inadequate decision to rapidly shut down our individual sales services. During that time, CLASS101 was running an annual deficit of over 20 billion KRW, and there was no room to discuss long-term culture. Our first priority was survival.
However, enduring that difficult period has made us more resilient. We are now finally in a position to focus on growth again. In fact, our deficit has significantly decreased, and in 2024, we turned a profit in terms of operating income. I consider this moment to be a “re-founding” of CLASS101—a new Day 1.
On Day 1 of founding a company, the very first thing to define is the kind of culture we aspire to. That is why I’m determined to clearly define how CLASS101 works moving forward.
Recently, I revisited the original CLASS101 culture deck I wrote in 2018. The direction we set back then still remains valid today. But I realized my views on “how we work” have evolved significantly since then.
Back in 2018, when I first founded CLASS101, I dreamed of a “friendly company” where team members cared for and supported one another. While performance was important and we had many talented individuals, I also believed there would naturally be people in the organization who weren’t top performers. I thought it was meaningful for the team to support one another, even if someone occasionally fell behind.
Because I fundamentally believed that it was impossible for every single person in a company to be exceptional, I preferred a culture that involved some level of structure and discipline, rather than complete autonomy. I thought full autonomy could only be given to people of exceptional ability, and since not everyone could meet that bar, CLASS101 needed some level of control or regulation.
But my thoughts have completely changed.
First of all, the market we aim to address does not require hundreds or thousands of employees. To achieve our goal, a small team of top-tier talent is enough. More importantly, companies do not grow automatically just by existing. A company must constantly prove its reason for being in a competitive market and under the scrutiny of customers. That’s why every single one of us must excel in our roles. If someone isn’t excellent, it becomes difficult for the whole team.
Talented individuals naturally set goals for themselves and find the best ways to achieve them. Excessive control and regulation only hinder their growth. So if we want to build a team of truly exceptional people, we must grant them both great autonomy and strong responsibility. And in a minimally regulated environment, only those who act with deep accountability and produce high performance can ensure the team’s survival.
This realization became clearer as I observed not just CLASS101, but also other companies. The individuals who achieved meaningful results in tough environments were all professionals who converted their autonomy into high performance. Rather than building comfortable relationships, they are obsessed over solving problems and delivering results. At CLASS101—and in many other high-performing startups—the people who truly drove growth were precisely those kinds of individuals.
Over the past seven years of running CLASS101, I’ve come to the following conclusions as a founder:
- To become a great company, it’s not enough for teammates to be comfortable or friendly with each other. We must instead build trust and a sense of belonging through professional excellence, like a high-performing sports team. A company cannot sustain itself without results. If we truly want to work with teammates we care about for the long term, we need a culture of growth rooted in professionalism—not just friendship.
- To attract and retain top talent, we must give them real autonomy, trust them deeply, and compensate them appropriately for their performance. We must put the right people in the right seats based on merit, not sentiment. In the end, outstanding people only want to work with other outstanding people.

2. Through this manifesto, we aim to clarify our new way of working and redefine the kind of talent we seek.

Today’s CLASS101 is made up of people who are kind, smart, and ambitious—a concept we often refer to internally as “착똑야.” However, this term has been interpreted differently by each individual, which has led to inconsistencies in how work standards and performance are evaluated within the company. Now, we intend to define clearer, shared standards centered around professionalism and exceptional performance.
To become a great company, all team members must share the same cultural direction. This culture may feel exclusive or rigid from the outside. But internally, it offers predictability, ease of work, and an environment that fosters deep focus and immersion.
Through this manifesto, we want to clearly define CLASS101’s way of working and the kind of talent we aspire to work with. Regardless of your background, once you join CLASS101, we ask that you use this manifesto as your standard for how to work.
A shared cultural identity formed in this way will help all of us become more deeply immersed in our work. That deep immersion will become the driving force behind making CLASS101 a great company.

3. I, along with CLASS101, make two clear promises—and we will focus solely on these two things.

First, if you choose to work with CLASS101, we will ensure you experience exceptional growth in your field. By the time you decide to leave CLASS101 someday, you’ll be the kind of talent that any company would want to hire first. We promise to offer the most intense and meaningful growth opportunity in your entire career.
Second, if you work with CLASS101, we will ensure that you receive better financial rewards than any other option. We want choosing CLASS101 to always lead to better compensation and greater economic opportunity.
These two promises are absolutely dependent on the company’s growth. To achieve that growth, I will remain fully focused on it—even if it means saying things people don’t want to hear or applying pressure when needed. At the same time, I’m always open to hearing uncomfortable truths as well.
This journey will be exciting—but it will also be uncomfortable and difficult at times. That’s what growth inherently is. Even so, we are all in the same boat. As the captain, I take full responsibility to steer us swiftly toward our destination. When the day comes that you disembark from this ship, I will do everything I can to make sure you can say: “That was a journey I never regretted.”
And if you’re reading this now and feel that those two promises—growth and deep engagement at CLASS101—are not your top priorities in life right now, then perhaps it’s wiser to part ways for now and reunite when they do become important to you.

🌟 CLASS101 Vision and Mission

Vision:

To enable everyone to live doing what they love.

A vision represents the future we ultimately aim to achieve. From the very beginning in 2018 until now, CLASS101 has consistently pursued the same vision.

But sadly, over the past three years, we’ve failed to prove this vision through measurable outcomes. Many well-intentioned decisions we made in pursuit of this vision actually led to worsened business indicators and profitability—and ultimately hurt the sustainability of our service. As a result, the livelihoods of many creators who relied on CLASS101 were put at risk.

Our original intent to change the world through our vision was admirable—but we learned the hard way that good intentions mean nothing unless they produce results.

Over the past 3–4 years, the market has rapidly changed, and the world has shifted. Yet we failed to adapt to those changes and deliver meaningful growth. Now is the time to face reality and redefine the “mission” we must first accomplish within today’s market and environment.

Mission:

We must make the ecosystem we created sustainable.

A mission answers the question: Why do we exist right now? What problem are we here to solve?

Right now, the problem CLASS101 must solve above all else is:

We must make the ecosystem we created sustainable.

When CLASS101 launched in 2018, we introduced a new concept to Korea—one where creators could receive fair value for their content. At the time, many creators worried, “Can I really charge money for my online course?” We made the case over and over in the field:

“Your content is worth it.”

This model—where creators monetize their know-how—allowed many of them to make a living doing what they love. It also shook up the market in a big way.

But in 2025, this model is no longer new. Anyone can now monetize their knowledge. This market is no longer a new frontier owned by us.

In essence, platforms win by delivering utility to customers and eliminating inefficiencies in the market. However, the current paid knowledge-sharing market—where creators sell content—still lacks a dominant platform. CLASS101 was once the strongest candidate for that position, but our stagnation over the past few years has caused us to lose that opportunity.

Several new players have emerged to fill the gap, but no one has yet solved the market’s fundamental problems. In fact, the market is deteriorating into more fragmented and short-term tactics.

Most companies making revenue in this space today focus solely on “acquisition.” They run their own YouTube channels, sign contracts with influencers, or spend 2 million KRW on marketing to sell a 3 million KRW course. Customer acquisition is important—but it’s not the core of the service.

What’s worse is that once users make a purchase, most companies disappear. They put all their effort into getting people to pay—but no effort into ensuring those people actually learn something. No one is asking:

Did the student find value?
Are good creators reaching enough learners?

If we want this market to grow sustainably, customers must feel real value and want to come back. They must continue to learn, pay fair prices, and see that value flow back to creators.

If people walk away thinking, “I’m never buying a course again,” the market collapses.

Right now, most companies are chasing short-term profits and failing to create a virtuous cycle.

“If we fail, the world becomes gray.”

We cannot just sit back and watch the ecosystem we created fall apart.

A one-time transaction model will not sustain this industry.

It might yield short-term profits, but it gradually drives customers away—and the market will destroy itself.

That’s why we’re building a platform that users return to and use regularly.

Instead of a “sell-it-once” model, we aim to:

Keep users engaged on the platform
Continuously connect them with creators
Build sustainable revenue through memberships and clubs
Form habits that encourage consistent learning and real value

If we can provide genuine value, user acquisition will become naturally easier—because customers never lie.

Our job is to rebuild this market not as a place of transactional deals, but as an ecosystem where creators can truly make a living doing what they love.

✅ Teams That Work Aligned with Our Vision and Mission

— We commit to our vision and act on it every day to achieve our mission.

We will live doing what we love—starting with ourselves.

We came together to build a world where everyone can live doing what they love. If we truly want such a world, we must begin by loving what we ourselves do.

The content we create helps someone do their job better, or take up something they love after work, or even leave their job altogether to fully pursue what they love. If we want to deliver our vision powerfully to the world, we must embody it ourselves first.

That’s why we want our team to be made up of people who genuinely love their work.

In every hiring process, we look deeply into whether a candidate truly loves what they do before deciding to move forward. Some people love growing products. Others enjoy connecting with creators through sales. Some love building systems that make operations run smoothly. Others take joy in user-centered design or writing beautiful code. While our roles differ, we share one thing in common: we all work with love for what we do.

When people love their work, they don’t do it out of obligation—they become naturally immersed in it. That’s why we aim to overturn the societal assumption that work is something we endure just to earn a salary. Instead, we want to prove that work can be fun and thrilling. And we believe that when such people work together, real success is inevitable. To support this, we champion a culture of autonomy and responsibility—including flexible working hours.

People who love their work don’t try to do the bare minimum within the workday—they immerse themselves in it. We don’t impose strict schedules. Excessive instruction or control only demotivates such individuals, so we promise to give each person full authority and ownership over their responsibilities.

At CLASS101, we aim to be an organization where people can unleash their full potential by doing what they love. We reject the idea that work is just something you have to do to make a living. We’ve already seen firsthand that the greatest results come when people are fully immersed. But if this belief still feels unrealistic to you, then perhaps it’s better to leave CLASS101 and search for the work you can truly love.

If you’re committed to building a world where people can live doing what they love, yet you’re not pursuing work you love yourself—isn’t that a contradiction? If that resonates with you, I sincerely encourage you to leave CLASS101 and find what you truly love. I hope you live doing what you love with all your heart.

Like creators, we blur the boundaries between life and work and immerse ourselves in what we love.

“Don’t think that making a living through the baseball you love is a privilege that comes easily with just the assigned training.”

— Major, by Takuya Mitsuda

Living doing what you love isn’t just a romantic ideal. A financial content creator meticulously analyzes the latest news every day to offer insightful commentary. A drawing creator imagines new pieces even during meals and diligently practices the basics to sharpen their skills. A marketing-savvy creator doesn’t just scroll through Instagram for entertainment—they study content trends, analyze successful strategies, and reflect:

“This content really engages people. That’s a tactic I could try. I should apply that technique.”

Take 주언규 PD, one of CLASS101’s early creators. Even after facing a crisis so severe that he could no longer continue as a creator, he kept thinking deeply about how to help others through coaching and monetization—because he found it genuinely enjoyable. Eventually, he rebuilt his career and created the conditions to do what he loves again. Loving your work isn’t just about enjoyment—it often comes with intense inner struggles and challenges. But his deep love for his work allowed him to overcome those hardships.

We’re no different. Loving what you do isn’t always easy. But when we truly love our work, we embrace the process of tackling difficult problems and growing from them. So if you ever find yourself doing your job unwillingly—or if you’re feeling disengaged—it may mean that your values no longer align with our vision.

Q. Most cultural manifestos tend to focus only on market innovation or lofty goals. Why does this section talk about individuals instead?

A. At CLASS101, we also deeply value market innovation and ambitious goals. But we believe that true achievement starts with people. Many cultural manifestos emphasize the organization’s vision or outcomes. However, CLASS101 believes that genuine innovation can only be created when individuals come together—each having found the work they love, fully immersed in it, and challenging themselves autonomously.

That’s why, for us, everything begins with the individual. When people who love what they do come together, even if they’re aiming for the same goal, they’ll immerse themselves more deeply, grow more rapidly, and form a culture with a more distinct identity. That, ultimately, is what makes the culture of CLASS101 uniquely ours.

🔥 A Team Where Deep Focus and Obsession Are the Norm

— We maintain high talent density and work obsessively until we solve fundamental problems.

We strive to be a highly productive and efficient team.

High productivity means fewer people are needed to achieve more, resulting in greater efficiency. Consider global companies like Duolingo, Udemy, and Coursera—who also aim to deliver similar value to customers. Their per-person revenue is:

Duolingo: approx. 1.2 billion KRW
Udemy: approx. 800–900 million KRW
Coursera: approx. 600–800 million KRW

—much higher than CLASS101 or most Korean competitors.

In 2024, CLASS101 achieved 30 billion KRW in revenue with 50 employees, hitting a productivity level of 600 million KRW per person. To maintain this in 2025, we’ll need 50–60 billion KRW with 90 people. Matching global peers would require 90–100 billion KRW.

To reach this, we need a culture where obsession and focus are everyday behaviors.

We don’t fear failure. We obsess until we solve root problems.

Short-term success is often driven by luck. That’s why we never evaluate people solely on quick wins. If your launch shows instant success, that might just be luck. But if you iterate weekly and continuously improve, those small wins compound and eventually create exponential growth. That’s sustainable growth.

So we don’t obsess over short-term outcomes. We also don’t fear short-term failure. We value lasting value and steady progress. To grow sustainably, we must fix root causes.

If data is unreliable, we fix it at the source.
If legacy code slows us down, we overhaul it.
If subscribers are leaving, we find the true reason—and fix it.

These problems are hard. Many avoid them and say things like:

“It’s always been this way.”
“We can’t change this now.”
“We’re too busy with operations.”
“Let’s just go with something that works okay.”

Anyone can point out a problem. Few can actually solve them—because it’s painful. But the few who do are obsessive. They don’t make excuses. They break big, vague problems into solvable steps—and take action. If they don’t have time, they make time. They change how they work—until the problem is solved and results are delivered.

We rigorously prioritize based on impact.

What should we focus on solving? Resources are always limited. We’re surrounded by tasks. But time is fixed. So we must use our limited time only on what delivers the highest impact.

Ask yourself:

Did I focus on results today?
Or just do my routine tasks?
Am I doing what I want to do?
Or what’s most impactful right now?
Am I working on “nice-to-haves” or must-haves?

You can’t survive in this market by doing business as usual. You certainly won’t grow that way. So we must prioritize—and focus only on what creates the most impact. Impact means not just short-term wins, but large, lasting growth. Product teams must tackle 10x opportunities—not 10% ones. Sales teams must spend time on high-impact creators—even if they’re tough to manage. Ops teams must tackle structural problems—even if it means wading through legal complexity or historical context.

Impact doesn’t appear overnight. It grows through constant iteration. Yes, high-impact problems are painful. But we must be honest with ourselves: working on “fun” or “cool” projects won’t grow the company—or you.

Q. Most of my job is repetitive operations. Isn’t doing it well enough to be “excellent”?

A. Becoming a domain expert in your routine work is critical during onboarding. But after that, repeating the same tasks the same way isn’t “excellent.” At CLASS101, excellence means ‘Thinking of better ways to do your work’, ‘Systemizing or optimizing your process’, and ‘Evolving the role itself.’ An “excellent” person isn’t one who simply repeats work—but one who improves it.

🎯 I Take Full Ownership as the “Last Man” for My Responsibilities

We use the concept of DRI — Directly Responsible Individual. We believe you’ve thought the most about your product, development, creator, ops, or business area. You’ve invested the most time and energy. So you’re in the best position to make final decisions. That’s why we don’t centralize decision-making. Instead, we empower those doing the work to make final calls. Even I (the CEO) can’t override a DRI’s decision.This is the only way to make fast, high-quality decisions.

But being a DRI isn’t easy. It means you’re the Last Man. There’s no one else to blame. You’re accountable for the result—no matter what. You must seek out the info you need, learn proactively, and make the best decision. You get autonomy and authority—but also full ownership of both the success and failure. It’s thrilling, but heavy. Like wearing a crown—you must bear its weight. If you succeed as a DRI, you’ll earn deep trust. People will say:

“That PM always delivers.”
“That developer writes great code, fast, and communicates well.”
“That sales manager always gets results with creators.”

Once you earn that trust, it becomes easier to rally people behind your ideas. But if you lose trust, people won’t follow your roadmap, timelines, or plans. Your role will shrink. This is the reality of responsibility and trust.

🏀 More Like a Pro Sports Team Than a Group of Friends

— We self-motivate, give honest feedback even when it’s uncomfortable, and always put the team above ourselves.

We work like professional athletes.

A “pro” is someone who contributes their expertise and gets paid for it. We are professionals who have come together to contribute to the team (our company). Imagine you’re the coach of a pro sports team before a critical match.

A player you’re emotionally attached to really wants to play—but another player is performing better right now. → A real coach puts emotion aside and chooses the best performer for the win.
A player is working hard but underperforming in games. → Effort is good, but results matter more. Choose the better player.
You have 15 candidates for 5 spots. Do you pick by gut or by metrics? → You can’t lead well without data—but you can’t rely on data alone either. A good decision combines both, followed by honest retrospection.
A player scores well but never passes, ignores the captain, and plays selfishly. → Skill is expected. But teamwork wins games. Choose the one who plays for the team.
It’s salary negotiation season. A player who used to do well underperforms this year. → Professionals are responsible for their condition. Results determine compensation.
Player A: 5 years, 100 goals / 50 assists. Player B: 15 years, 50 goals / 20 assists. → Choose A. Seniority doesn’t matter—performance does.

Q. How do we feel psychologically safe in a pro team culture?

A. Safety doesn’t come from comfort—but from clear standards, fair evaluation, and honest recognition. We grow confidence by solving hard problems together and building trust through feedback.

Q. If CLASS101 isn’t a sports league, how do Entry or Best 11 ideas apply?

A. Our team is intentionally small—around 100 people aiming to generate 100 billion KRW in revenue. Joining CLASS101 is like being selected to play in a key match. You’re not just here to fill seats—you’re here to change the world with us. We welcome you as a key player.

We motivate ourselves—even when it’s hard.

Startup problems often exceed our current abilities. Sometimes they seem overwhelming. But it’s by solving these tough problems that we grow. Growth is painful—but worth it. There’s no slow corporate ladder here. We face uncertainty and complexity, and we must find our own answers—fast. Also, being emotionally composed under stress is a skill. Only those who manage their emotions and stay self-motivated can grow consistently. That’s true growth.

We believe in you. You’ve already cleared a high bar to join CLASS101. We trust that you have the potential. If you want to grow, we’ll do everything we can to support you.

Q. I’m not sure how to self-motivate. Any advice?

A. Many people find motivation in growth—especially when their success directly contributes to the team or company. That sense of “I’m making an impact” becomes powerful motivation.

Q. Recognition from my leader really helps me stay motivated.

A. It’s natural to want recognition. But at CLASS101, your biggest motivation must come from setting your own goals and achieving them. Recognition from others is a bonus—not the core.

We speak honestly, even when it’s uncomfortable.

We don’t value honesty for the sake of casual conversations or small talk. We value it only for the sake of the team’s success. That means we only need to be honest about work. Nothing else.

Work can be quantified with numbers and results. And those can be discussed objectively. The best gift you can give a teammate isn’t a “good vibe.” It’s feedback that makes them better tomorrow than they were today. That’s the most valuable thing you can give to someone running toward the same goal.

We’re not friends—we’re professional teammates.That’s why we must offer feedback that’s honest and focused on growth. Sometimes, you may need to clearly reject a teammate’s idea. That’s okay. Being honest—especially when it’s uncomfortable—is what gets results. We uphold a principle of radical candor:

We don’t beat around the bush.
We face problems head-on.
We focus feedback on the issue, not the person.

The person receiving feedback also understands it’s about the problem—not a personal attack. That maturity is key. All this is based on deep trust. We trust each other enough to face uncomfortable truths—and solve problems together.

Leaders and execs are not exempt from this. If you think a decision is wrong, you should challenge it. And we don’t judge people by a single piece of feedback—we engage in repeated, contextual discussions to grow together.

You can use Slack, DMs, or 1:1s to speak up—whatever works best. Leaders don’t just give orders. They align direction and strategy—and they must answer challenges with responsibility. More discussion is better alignment, which yields a better strategy.

💡 Feedback is the most practical way to test if our culture is real. Culture can’t be measured with numbers. It takes time to show results. That’s why we need constant feedback—to reflect, improve, and measure cultural alignment. If you feel the need for feedback, ask your teammates. You’ll get something heartfelt and truly helpful.

Q. I got strong feedback from teammates—and it’s happened a few times. Now I feel discouraged.

A. Remember: feedback is aimed at the problem, not you. How you take feedback is where real growth begins. Stay open. Focus less on your feelings, and more on solving the problem.

Q. What if I face consequences for giving honest feedback?

A. You won’t. We promise: there will be no penalties for honest feedback. If it ever happens, let me know. We give feedback to grow and improve—not to attack. It’s hard to go against human instinct and give radical feedback. But we do it because our problems are hard—and because our goals matter.

Q. How can I give feedback without hurting someone emotionally?

A. Set clear psychological boundaries first.

For example:

Example 1: “This feedback is intended to help with work—it’s not about your personality or life. Does that make sense?”

Example 2: “I realize some parts of your situation are beyond my role, so I’ll keep my feedback focused on things we can improve together. Is that okay with you?”

We always put team success ahead of personal preference.

A group of star players doesn’t automatically make a star team. True strength comes when people put “we” before “me.” When they temporarily set aside personal preferences for the team’s goals. We understand that goals may change due to strategy or market shifts. We accept that our own preferences might sometimes take a back seat. That’s okay—because when the team grows, individuals gain more opportunities and rewards too.

Team growth = personal growth. That’s why we put the team first.

Q. My squad has a solution to our problem, but it might hurt another squad’s goals. What should I do?

A. If squads clash, senior leaders will align us toward the highest-impact outcome. Cannibalization happens during growth—we don’t avoid it, we manage it. You may disagree with the final decision. But once it’s made, commit to executing it fully. Saying “I told you so” later isn’t professional. True pros own the result and focus on the next improvement.

Q. A group project failed. I did my part. Isn’t it someone else’s fault?

A. No. We win together and lose together. Teammates aren’t rivals—we solve problems together. Once a decision is made, it becomes everyone’s responsibility. Note: DRI roles are different. The DRI is the “Last Man.” They can’t hide behind excuses. They must own the result—fully. But they should still work in collaboration with the team.

🏁 Final Words:

Work hard, Have fun, Make history!

We’re aiming for an extremely difficult mission. Even changing your own life is hard—changing an entire ecosystem is much harder. To reach that goal, we must leave comfort behind and intentionally embrace growth. That growth will feel uncomfortable, painful, and counterintuitive. People may say, “Why make life this hard?” But we’re building a culture that demands it. Some might call it crazy.

That’s why loving your work is essential. If you love what you do, you’ll immerse yourself, obsess, and stay gritty. This culture isn’t for everyone—but for those who thrive in it, CLASS101 will feel like the most fun, liberating playground in the world. If this culture fits you, you’ll gain unmatched decision-making power and freedom to grow fast. You’ll also love your work even more.

We believe in your ability to grow. We don’t care about gender, background, age, education, or seniority. We care only about grit, obsession, and capability. If you’re truly self-driven, you’ll take on big responsibilities—and deliver big results.

Q. What’s the hardest part of making this culture real?

A. It’s like the chicken-and-egg problem. Strong culture drives growth. But growth also makes it easier to adopt a strong culture. Right now, we’re not in hypergrowth. That makes it even harder to spread new culture. But that’s also why we need it more than ever. So we need our “10% crazies.”

Like Apple said: “The people crazy enough to think they can change the world… are the ones who do.”

If just 10% of us truly believe in this and act on it, the rest will follow. That’s how culture forms. And once culture shifts, growth will follow. We’re waiting for those “crazy 10%” to lead the way. If you’re reading this—maybe that person is you.