When four founders launched IT professional services company Inde Technology almost a decade ago, they had a bold vision: create an organisation that existed first and foremost to work alongside customers and help them achieve their goals, while growing their own people. Not just technically, but personally. 

As one of the founders put it, “We’re a development house for our people and we sell IT services to pay for it.”

That philosophy has shaped everything about Inde: how the team works with customers, how its people are rewarded, and how a culture of trust, humility, and shared ownership has been sustained through the ups and downs of a fast-moving sector. 

A different kind of tech company

From day one, Inde has been outcome-focused. Success has never been defined by product sales, but instead by helping customers achieve their goals. That same mindset is also applied internally with a view to support and help each team member to be the best version of themselves. 

To make this vision real, the founders designed a structure that rewards people for being brilliant at what they do, without the need to move into a new area of capability or  a management position. Inde is proudly employee-owned, with profit share potential every quarter. This structure is as much about financial reward for the team, as it is about preserving the culture long-term; if ownership stays with the people, the values and culture remain intact. 

A culture built on humility and belonging

When you ask what makes the culture special, the answer is simple: humble, smart people. 

Humility is the first criterion for hiring. The Inde team deliberately brings in technically outstanding individuals who leave their egos at the door. The result is a workplace culture that feels warm and welcoming - where everyone is approachable, conversations are genuine, and nobody feels isolated. 

Belonging isn’t a policy written on a page, it’s lived daily. As one leader shared, “You can be sure that every person who walks into our workplace feels like they belong”.

This authenticity is backed by a strong practice of recognition. A Teams channel sees hundreds of peer-to-peer shout outs, which are all tied directly to Inde’s values:

• Specialists
• There for each other
• Outcomes-focused
• Willing to learn
• Taking ownership

Continuous learning is non-negotiable

Learning and development are a deliberate facet of the Inde culture. Every employee commits to a minimum 18 hours of training quarterly, and this is also a requirement to receive profit share. In this,  growth is actively nurtured, and it is also supported with time and resources invested in both technical and personal development.  

Weekly all-company learning sessions range from technical skills to conversations on neurodiversity and high performance. Safe, open, and inclusive, these sessions reflect Inde’s belief that people should have the psychological safety to bring their whole selves to work. 

Facing challenges with transparency

In a business climate marked by economic uncertainty and shifting customer priorities, Inde has faced the same external pressures challenging organisations across the region. From fluctuating demand and rising overheads to a competitive hiring landscape, the company has had to adapt swiftly to maintain its momentum.

Rather than retreating in the face of these headwinds, Inde has embraced transparency as a strategic strength. Leadership has openly acknowledged the impact of market conditions on profitability and growth, and has responded with a renewed focus on operational efficiency, customer engagement, and long-term sustainability.

When invited to participate in the Best Places to Work™ Annual Survey, Inde’s leaders decided that measuring team engagement during a tough year would provide them with the truest benchmark. 

Reflecting, they said that the Annual Survey results became a ‘mirror moment’ - a chance to hold up employee feedback, celebrate what was strong and address what needed work. Leaders shared the results openly with the whole business and board, using them to shape decisions and keep improving. 

Recognition as a BPTW™ Awards finalist

For Inde, being named a finalist in the Small-Medium category is a proud milestone, not just for the external recognition, but because the achievement affirmed what matters most to them. Employees spoke of the deliberate developmental culture, the sense of trust and belonging, and the authenticity of leaders who are humble, visible, and real. 

What’s next?

Looking ahead, Inde is focused on growth and moving into new markets while strengthening its Christchurch base. Key initiatives include ‘Tūmanako’, owning your potential - a performance and development cycle linking continuous feedback, growth plans, and tailored training. 

For an employee-owned organisation, growth isn’t just about market share. It’s about ensuring that as the company expands, its people continue to thrive, staying true to the founding vision of a workplace where everyone can be the best version of themselves. 

Inde’s story is proof that workplace excellence is about values lived daily, ownership shared widely, and a culture built meaningfully. And this is why Inde is one of New Zealand’s Best Places to Work™.