1️⃣ Structure

Our structure is flat and non-hierarchical. Given that we are self-managed, the people manager’s role is definitely not to micro-manage or know every little detail of someone’s projects but rather to coach, support and ensure that their teams have the right capabilities. Anyone can collaborate with anyone in the company, vertically or horizontally, without needing to involve their direct manager. For example, an intern may discuss an idea or work on a project directly with a partner from another team.

However, we do have teams to foster a sense of belonging as well as knowledge sharing and practice growth. This is how we are structured:

2️⃣ The Tribes

How they came to be

For a long time, REBORRN was structured around teams that formed along discipline lines, each with its own manager and its own way of working. It was logical enough on paper, but as the company grew, a pattern emerged that felt increasingly off. People were doing great work inside their own corners, while the connections between those corners were thin and largely situational. Teams came together when a project required it, and drifted apart when the project ended. The work was the only real connective tissue.

So we started asking what a different kind of structure might look like, one where people shared more than just a project brief. The answer was to put the project at the center of how we organised ourselves, and to group people around the way they contribute to it rather than the function they belong to. Three groupings surfaced naturally from that thinking. We called them tribes.

The three tribes

Consultants

The thinking tribe. Consultants are generalists who lead client projects, bringing experience across strategy, customer experience, marketing, and organisation design. None of them came from a traditional consultancy. That keeps us hands-on and impact-first, more interested in what actually works than in which framework applies.

Being a consultant at REBORRN means more than producing a sharp deck. It means staying in the room through implementation, taking ownership of the outcome, and understanding what a client actually needs, which is often not what they asked for.

Makers

The building tribe. Although our consultants are also makers in spirit, this tribe refers specifically to the specialists who make our deliverables whole: visual and motion designers, software engineers, AI engineers, data analysts, and CRM technologists. Makers own their craft and ensure that what we produce is as rigorous in execution as it is in thinking.

One thing worth saying clearly: the distinction between Consultants and Makers is about capability and responsibility, not importance. Both tribes are equally critical. Pay ranges are shared across levels: a maker and a consultant at the same level earn the same. The difference is what we expect from each. Consultants manage client relationships; Makers don't have to. That's the extent of it.

We've also made a conscious choice to avoid the ladder that most consultancies climb, multiple levels that exist more to satisfy a need for status than to reflect real growth. Titles aren't what we're offering. What we're offering is the opportunity to do serious work and the support to keep getting better at it. The levels we do have reflect the complexity we expect each person to handle.

Enablers

The infrastructure tribe. Enablers are the reason everything else can move fast without breaking, covering finance, operations, people, internal systems, and vendor management. This tribe sits beneath all the others, not behind them.

In practice, Enablers own the full range of internal operations: invoice processing and reconciliation, purchase order flows, bank reporting, people onboarding and culture, internal tooling, and the vendor relationships that keep client projects running.

The measure of a well-run Enablers tribe is that you don't notice it. When finance flows smoothly, when a new hire feels genuinely welcomed, when a vendor gets paid on time, and a PO gets approved without a bottleneck, that's Enablers doing its job.

How the tribes actually work

The tribes are fixed. You belong to one, and it's where you operate. But within that, autonomy is high. There's no one managing your day-to-day. You own your time, your projects, and your judgment. The expectation is that you raise your hand when you can take on more, and raise the flag when you're overwhelmed.

What the tribe gives you is a shared context. People facing similar challenges, working in similar ways, who you can get unstuck with, learn from, and think alongside.

3️⃣ Self-managed

Our people and teams are self-managed. This is what it means for us:

• Everyone is responsible for their backlog. If they have downtime, they should raise their hand to take on more tasks. If they are overloaded, they should ask for help from their team and manager.
• We are all responsible for our schedule. No one will monitor what time we start working, end our day, or if we run an errand during the day. Our responsibility is to deliver impact.
• While we don’t have a strict time schedule, our aim is to work from 10 AM to 6 PM. The reason behind this is to provide the teams with the opportunity to collaborate. If we work on a project with a team in a different time zone, we will adjust accordingly.
• We decide on our own when to take time off. We know best when we are busy and when we are not. We don’t follow the minimum legal holidays. We are aware of the downside of this policy, which may result in someone taking fewer days than they should, so we also nudge each other to take adequate time off. The end result until now is people taking more days than their legal quota.