Brand Philosophy
The problem we see
The ground is shifting under how people work, what information to trust, and where meaning comes from. The cost of generating polished, persuasive communication is approaching zero. Entire documents, strategies, presentations, synthesized at scale, indistinguishable from the real thing. The question used to be "what's being said?" Now it's "who's saying it, and do they mean it?"
Corporate communication was already broken before this shift. Most B2B software brands exist in one of two modes: soullessly earnest or cynically detached. They either drown you in gradient blobs and phrases like "reimagining the fabric of work," or they wink so hard at the audience that nothing sincere survives. They talk at people rather than with them. They optimize for impressions rather than trust. They treat the audience as a conversion funnel rather than a room full of humans who can tell when they're being sold to.
That was a problem when human beings were writing the copy. Now that everything can be synthesized at scale, it's a crisis. The flood of polished, confident-sounding, meaning-free content makes sincerity harder to find and more valuable when found.
Our position
We hold sincerity and self-awareness at the same time. We mean what we say and we know how it sounds. We can be serious about our work without taking ourselves too seriously. We can acknowledge the absurdity of modern work without becoming cynical about it.
This isn't a marketing pose. It's a worldview. The most interesting people and companies we know operate in this register: earnest enough to build things that matter, aware enough to laugh at the process of building them.
The moment we're in
Cognitive work is being commoditized. The cost of generating information (reports, analysis, proposals, even code) is approaching zero, which means the cost of verifying information is becoming the real constraint. Credentials are inflating. Expertise is easier to perform than to possess. The gap between what machines can think and what they can do creates a strange interim where everyone has access to intelligence and no one knows what to trust.
The work that remains most human (judgment, trust, coordination, the felt sense of what's right) is exactly the work most organizations are worst at supporting. Decades of enterprise software optimized for tracking and compliance, not for helping people think together.
We believe this is the beginning of the most significant change in how people work in centuries. We're building for the best-case scenario: one where the tools people use make it easier to do work that matters, to know what's true, and to trust each other. That's a specific bet. Everything in this brand flows from it.
What we're building for
Three interconnected challenges define the work ahead:
Alignment. The tools people use should serve their actual interests, not optimize for proxy metrics that look good in dashboards while the real work rots. When information is cheap and abundant, the question isn't "do we have enough data?" It's "are we paying attention to the right things?"
Meaning. As routine cognitive work gets cheaper, the human work that remains must be worth doing, not just supervisory overhead. People need to contribute judgment, not just approve outputs. The organizations that figure this out will keep their best people. The ones that don't will wonder where everyone went.
Shared truth. Organizations need a place where what's real is visible and trusted, not buried under synthesized noise or scattered across channels no one reads. When everything can be generated, the places where verified human judgment lives become the most valuable real estate in a company.
What we stand for
In addition to our values, we stand for:
Clarity over cleverness. If we have to choose between a phrase that sounds smart and one that communicates clearly, we choose clarity every time. We don't use jargon to signal sophistication.
Humanity over polish. A slightly imperfect thing made by people who care will always outperform a perfectly polished thing made by a committee. We'd rather be warm than impressive.
Building over theorizing. We respect ideas, but we respect shipped work more. Our brand should feel like it belongs to a company that makes things, not one that talks about making things.
Honesty as strategy
Trust isn't just a nice marketing trait; it's becoming the scarcest resource in the economy. When anyone can generate a persuasive argument, a polished report, a confident-sounding answer, the question becomes: who do you trust to have actually thought about this? Every honest statement, every piece of work with visible human intention behind it, is an investment in the asset that compounds longest.
We are honest, almost to a fault, because we understand what trust is worth and where it's headed. In a market full of inflated claims and vague promises, saying exactly what we do and don't do isn't just a competitive advantage. It's the only position that holds over time.
This means we'll tell you when something isn't ready. We'll admit when we don't know. We'll be specific about tradeoffs. Honesty isn't our marketing angle; it's our operating system. And the world is moving in a direction that makes this operating system more valuable every year, not less.
Visibility without volume
We don't do loud marketing because it isn't authentic to who we are. But quiet confidence without visibility is just obscurity. The tension we manage is this: the work speaks, but it must be seen.
Our approach: show up consistently, say something worth hearing, and trust that thoughtful people will find us. We don't chase virality. We don't manufacture urgency. We earn attention by being genuinely useful and occasionally surprising.
The founding impulse
Convictional started from a felt experience: the tools people use to collaborate at work are either too rigid to be human or too chaotic to be useful. Meetings produce nothing. Goals live in spreadsheets no one opens. Decisions get made in Slack threads that disappear.
That problem hasn't gotten smaller; it's gotten urgent. As the cost of cognitive work falls, the human work that matters most is judgment, trust, coordination, and meaning-making. Those are precisely the things that bad tools destroy and good tools protect. Software that helps people think together, see what's true, and act on shared understanding isn't a nice-to-have anymore. It's infrastructure for the world that's coming.
We set out to build software that fits how thoughtful teams actually work, not how enterprise vendors imagine they work. The brand exists to communicate that difference, and to attract the kind of people who feel it too.
How this governs everything downstream
Every choice in this guide (from the typefaces we use to the way we caption a photo) flows from this philosophy. When in doubt, ask:
- Does this treat the audience like a thoughtful adult?
- Would we say this to someone we respect, face to face?
- Does this feel like us, or like what a software company is supposed to sound like?
If it doesn't pass, we cut it.