欢迎加入。我们是一家 AI 原生公司：没有层层汇报的中层，信息和任务在系统里直接流动；部门很少、墙更少，每个人都和一群 agent 并肩干活。这份指南告诉你：公司长什么样、你的任务从哪来、事情该找谁、以及我们如何看待时间与回报。 Welcome aboard. We are an AI-native company: no layers of middle management — information and tasks flow directly through our systems. Few departments, fewer walls, and everyone works alongside a fleet of AI agents. This guide covers: how the company is shaped, where your tasks come from, who to go to for what, and how we think about time and reward.
一个"脑"+ 三个单元：前台面向客户，中台生产一切，后台保障运转。 One "brain" + three units: the front faces clients, the core produces everything, the back keeps it all running.
公司的"脑"和孵化器：定战略方向、对接资本与大项目前期。所有工作的源头——事项在这里想清楚、定了性，就向下分发给对应单元。 The company's brain and incubator: sets strategy, works capital and early-stage mega-projects. The origin of all work — matters are thought through and classified here, then dispatched to the right unit.
公司运转的地基。全部内务在这里：从你的入职合同到办公室的服务器。 The foundation the company runs on. All internal affairs live here — from your employment contract to the office servers.
签批：内务运营事项 → 燕子 Lisa；财务法务合规 → CFO Sofia Approvals: operations matters → Lisa; finance, legal & compliance → CFO Sofia
公司最大的单元，一切产出的生产地。叫"中心"不叫"部门"——它是中台，所有人、所有单元都从这里调用能力。 The company's largest unit, where everything is produced. It's a Center, not a department — a middle platform whose capabilities every person and unit draws on.
报告、方案、部署——马上要交给客户的硬产出。Reports, solutions, deployments — hard output going straight to clients.
平台、工具、模型——为下一次交付更快更好做准备。Platforms, tools, models — making the next delivery faster and better.
签批：工程技术文件 → 总工程师 Andy；产品发布 → CPO Michael；两边都涉及 → 双签，缺一不可 Approvals: engineering documents → Chief Engineer Andy; product releases → CPO Michael; both involved → dual sign-off, no exceptions
公司面向世界唯一的一张脸。签回来的合同，负责执行到客户满意为止——有始有终。 The company's one face to the world. Contracts we sign, we see through to a satisfied client — start to finish.
签批：对外商务事项 → 兵兵 Bing；交付组同学是前后端接口，对内协调中心资源 Approvals: external business → Bing; the delivery team is the front-back interface, coordinating Center resources internally
所有任务都在系统里流转，全程可追溯。你永远不会同时收到两个老板打架的指令。 All work flows through the system, fully traceable. You will never receive conflicting orders from two bosses at once.
战投部或各单元提出事项，明确它是成果类还是工具类、归哪条签批线。A matter is raised and classified: outcome or tool, and which approval line owns it.
任务在 Lark 上下达（可由 Mila 代下）。系统知道每个人的负荷，不会把你压爆。Tasks are issued on Lark (Mila can do it for you). The system knows everyone's load and won't crush you.
先想"这活能不能让 agent 干"，你负责判断、把关和兜底。First ask: which part can an agent take? Your job is judgment, quality control, and owning the result.
工程找 Andy，产品找 Michael，内务找 Lisa / Sofia；交叉内容双签。Engineering → Andy. Product → Michael. Internal → Lisa / Sofia. Both → dual sign.
过了质量门的成果，由商务部送到客户手里，有始有终。Work that passed the quality gate goes to the client via BMD — start to finish.
所有任务必须在 Lark 上下达、全程可追溯。口头派活不算数——对任何人都一样，包括老板们。谁绕过系统给你派活，你可以理直气壮地请他去系统上下单。Every task is issued on Lark and fully traceable. Verbal task-giving doesn't count — for anyone, bosses included. If someone bypasses the system, you may politely send them back to it.
部门只回答"谁牵头"，不是墙。跨单元穿插协作是常态，"这不是我部门的事"在这里不存在。牵头人负责组织，其他人都是组员——包括几位创始人。A department only answers "who leads" — it is not a wall. Cross-unit collaboration is the norm; "not my department" does not exist here. Leads organize; everyone else — founders included — is crew.
没有中层，你的产出直达签批人：工程技术直达总工，产品直达 CPO。数据和进度系统里实时可见，不需要写周报向上汇总。No middle layers. Your output goes directly to its approver: engineering to the Chief Engineer, product to the CPO. Data and progress are live in the system — no weekly report roll-ups.
我们刻意保持少人多 agent。接到任务先问：哪部分能交给 agent？你的价值在于判断、品味和对结果负责，而不是重复劳动。We deliberately stay few humans, many agents. On any task, first ask: what can an agent take? Your value is judgment, taste, and owning outcomes — not repetitive labor.
我们的核心哲学：鼓励的不是更长的工作时长，而是更多的交付。 Our core philosophy: we don't encourage longer hours — we encourage more delivery.
我们不考核工作时长。一个成果你 3 小时做完还是 10 小时做完，公司不关心——交付了什么、质量如何，才是唯一的标尺。产出越多，回报越高。We don't measure hours. Whether a result took you 3 hours or 10 is not the company's concern — what you shipped, and how good it is, is the only yardstick. More output, more reward.
除综合运营部的支持岗位（加班实打实计酬）外，各团队的加班工资基数被有意设计得较低。这不是苛刻，而是哲学：想靠熬时长多拿钱，在这里走不通；多出来的付出，会在奖金池分配里加倍体现——交付的多少，直接决定你在池子里分多少。Outside Operations support roles (whose overtime is paid in full), overtime pay bases are deliberately set low across teams. This isn't stinginess — it's philosophy: earning more by clocking longer hours doesn't work here. Extra effort comes back to you, multiplied, through the bonus pool — how much you deliver directly determines your share.
固定工资 + 全员收入分配池。固定工资是合规线，按规矩足额发放；分配池是激励线——公司收入越多，池子越大，按交付贡献分给每一个人，上不封顶。公司挣得多，大家分得多。Fixed salary + an all-hands revenue-share pool. The salary is the compliance line — paid in full, by the book. The pool is the incentive line: the more revenue the company earns, the bigger the pool, shared by everyone in proportion to delivered contribution — with no ceiling. When the company wins, everyone shares the win.
| 这类事For this | 找这里Go here |
|---|---|
| 工程技术判断、技术方案、报告签章Engineering judgment, technical solutions, report sign-off | 总工程师 AndyChief Engineer Andy — 工程技术的绝对权威— the engineering authority |
| 产品方向、任务安排、流程与工具Product direction, task arrangement, process & tools | CPO Michael — 产品与工程中心经理— P&E Center Manager |
| 入职合同、人事、行政、报销、设备与 ITContracts, HR, admin, expenses, equipment & IT | 燕子 LisaLisa · 综合运营部Operations |
| 财务、法务、合规Finance, legal, compliance | CFO Sofia |
| 客户、市场、签约、对外交付Clients, market, contracts, external delivery | 兵兵 BingBing · 商务部Business & Market Development |
| 战略、资本、大项目Strategy, capital, mega-projects | CEO · 战略投资部Strategy & Investment |