Our biggest pain as software leaders was keeping standards alive as teams grew. Having ideals didn’t mean people followed them.
Pandorian began with two Daniels. As product and engineering leaders working together, we shared a strong belief in the power of culture: norms, best practices, and standards that make teams not just productive but proud of their work. But as our organizations grew, we saw how fragile that culture could be. The bigger the team, the harder it became to keep those standards alive.
We tried everything: docs, checklists, tools, rituals. Yet no matter the approach, enforcement lagged behind reality. What began as a culture of shared ownership too easily slipped into inconsistency and frustration.
That struggle is what led us here. Pandorian is our attempt to solve a problem we have both lived: how to protect the culture you have worked so hard to build, even as your team and codebase scale beyond what any leader can manually hold together.
