Different Roles. One Mindset.

As Cubet grows, the nature of our challenges changes. 

In the early stages of any organization, alignment is natural. Teams are small, communication is direct, and responsibility is clear. Decisions happen close to the work, and people instinctively step in wherever needed. 

As organizations scale, that instinct does not automatically scale with them. 

More roles, more teams, and more structure introduce complexity. Ownership becomes narrower. Decisions start getting optimized locally. A few individuals quietly become points of dependency, while others wait for clarity or direction. 

None of this happens because people don’t care. 

It happens because growth, if left unchecked, fragments responsibility. 

One Cubet is our conscious response to this phase of growth. 

It is a new People and Culture philosophy that defines how we think, decide, and act as one organization, even as our roles, responsibilities, and titles continue to evolve. 

What One Cubet Means

One Cubet is a mindset we want to instill, one we expect to grow, and one that guides how we show up at Cubet every day. 

We will always have different roles, responsibilities, and titles. That diversity is necessary and healthy. But when it comes to ownership, intent, and decision-making, we choose to operate as one. 

At the heart of One Cubet is a simple but demanding question: 

What is the right thing for Cubet as a whole? 

• Not just what is easy. 
• Not just what is assigned. 
• But what moves the organization forward together. 

This question shifts perspective, from short-term comfort to long-term impact, from individual scope to shared responsibility. 

The Real Risk of Growth 

As companies grow, the risk is rarely a lack of talent. The real risk is losing alignment. 

It shows up as: 

• Teams thinking in silos 
• Decisions optimized for functions instead of the organization 
• Responsibility becoming fragmented 
• A small number of people carrying too much context and pressure 

This often leads to constant firefighting. 

Problems get solved quickly, but not deeply. The same issues resurface. Leaders remain involved in details longer than they should. Teams execute well, but hesitate to own outcomes. 

Over time, this dependency causes stagnation, not because people are incapable, but because the system does not allow ownership to spread. 

One Cubet exists to prevent that. 

From Firefighting to Strategic Growth 

One Cubet provides a way to move from daily firefighting to strategic, sustainable growth. 

Instead of repeatedly asking, “Who will fix this?”, we want to ask: 

“Why did this happen, and how do we prevent it next time?” 

Instead of relying on individual heroics, we want competent teams that can operate with clarity and confidence. 

Instead of solving today’s problems repeatedly, we want to build systems and capability that reduce those problems over time. 

This shift is not about working harder. It is about thinking differently. 

Ownership as a Cultural Expectation 

One Cubet places ownership at the center of our culture. 

Ownership does not mean doing everything yourself. It means caring deeply about outcomes. It means stepping in when something impacts Cubet, even if it falls outside a formal job description. It means thinking through consequences, raising concerns early, and acting with intent. 

One Cubet shows up in everyday work: 

• Taking ownership beyond defined roles when something impacts Cubet 
• Choosing collaboration over silos 
• Practicing accountability without blame 
• Being honest and direct—with respect 

These behaviours may seem simple. Practiced consistently, they create trust, clarity, and momentum across the organization. 

Leadership Is Not a Title 

Leadership at Cubet is not a designation. Anyone who looks beyond their immediate role, takes responsibility in difficult moments, and acts in Cubet’s long-term interest is already living the One Cubet mindset. 

Under this philosophy, leadership is defined by behaviour, not hierarchy. It allows leadership to emerge naturally across teams and roles and helps us build second-line leadership instead of deepening dependency on a few individuals. 

Alignment Without Uniformity 

One Cubet is not about uniform thinking or blind agreement. 

Different perspectives are encouraged. Healthy disagreement improves decisions and reduces blind spots. What is non-negotiable is alignment on intent and responsibility. 

Once a decision is made, we expect commitment. Alignment ensures that even when opinions differ, direction remains clear and execution remains unified. 

How One Cubet Shapes Our People and Culture 

One Cubet is not a one-time announcement. It is a philosophy that will be embedded across our People and Culture practices. 

Over time, it will influence: 

• How we onboard new team members 
• How feedback is given and received 
• How growth and maturity are evaluated 
• How accountability is handled 
• How leadership potential is recognized 

It becomes a shared language, not just for what was delivered, but how it was handled and who took ownership. 

Culture does not scale automatically. It must be reinforced intentionally. 

From Technicians to Leaders of the Business 

The long-term goal of One Cubet is to help individuals and teams move from being technicians in their roles to leaders of the business. 

Leaders who: 

• Think beyond immediate tasks 
• Understand the bigger picture 
• Build capability instead of dependency 
• Act in Cubet’s long-term interest 

This transformation happens gradually, through daily choices, honest conversations, and shared responsibility. 

Built in Daily Behavior

Ultimately, One Cubet is built through daily behavior, in how we make decisions, how we handle pressure, and how we show up for each other. It is not enforced through rules; it is sustained through ownership and trust. 

Many roles. One direction. One Cubet.