Omnisend’s way of working: A culture of ownership, adaptability, and impact in engineering

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If you describe engineering at Omnisend as just writing code, you’re only scratching the surface. Here, engineers strive to create real impact by taking ownership — identifying and solving our customers’ pain points.

To get a deeper look into what makes Omnisend’s engineering team unique, we spoke with Tomas Kazragis, VP of Engineering. Here, he shares his thoughts on autonomy, adaptability, decision-making, and what it takes to thrive in a product-led company.

What makes Omnisend a great place to work at?

Freedom and ownership. At Omnisend, no one puts you in a box — you have the space to take initiative and drive real impact. If you are willing to take risks, have ideas, and want to execute them, this is the place to be.

For example, I once became deeply interested in pricing strategy. Even though it wasn’t strictly within my scope, I had the autonomy to explore and implement changes. 

If you’re the kind of person who thrives on responsibility and accountability, Omnisend offers endless opportunities. However, if you prefer someone else to take responsibility while you experiment, you might find it challenging here. We have a culture of grown-ups — people who own their work and the outcomes that come with it.

Adaptability is one of Omnisend’s core values. What does that look like in practice?

One of the most striking examples happened in August 2024. The quarter had just begun — we had clear goals, a structured roadmap, and everything was set in motion. But as we moved forward, it became clear that the landscape had shifted. What seemed like the right course at the end of June no longer aligned with reality. So, we made the call: “Pause everything, we’re shifting priorities.”

For engineers, this kind of abrupt change can be frustrating. You’ve invested time, planned everything carefully, and suddenly, you’re asked to drop it and pivot. But this is where adaptability truly matters. Recognizing when a change in direction is necessary — and having the agility to act on it — is crucial. Instead of clinging to past decisions, we focused on what was most valuable at that moment.

The best engineers — and teams — are those who recognize that the right path isn’t always the one they originally mapped out. Adaptability isn’t just about reacting to change, but also about recognizing when a shift is necessary and embracing it with the right mindset.

How do software engineers and product engineers differ in a product-led growth company?

There’s a fundamental shift in mindset. A software engineer typically focuses on solving well-defined technical problems — optimizing systems, improving architecture, and ensuring efficiency. A product engineer, on the other hand, is outcome-driven. Their goal isn’t just to write great code, but also to move business metrics.

For example, a software engineer might say: “We need to migrate from Google Cloud to AWS.” Meanwhile, a product engineer would say: “We need to reduce churn for this specific customer segment — how do we achieve that?” The technical solution is just a means to an end. That’s the difference.

Why doesn’t Omnisend operate with a traditional “hands-off” approach between teams?

We follow a principle of starting together, finishing together. In many organizations, even those that claim to be agile, work is still highly sequential. A business analyst defines the problem, a product manager refines it, engineers receive detailed specs, and after implementation, the QA team tests the product. At every stage, people “hand off” their work, leading to miscommunication and inefficiencies.

At Omnisend, engineers are involved from day one. They understand the problem, collaborate with product managers and designers early, and contribute to shaping the solution. This transparency means fewer misunderstandings and a stronger sense of ownership. If something doesn’t make sense, engineers can push back or suggest alternative solutions before the specs are set in stone.

What is the “W” planning framework, and why does Omnisend use it?

Many engineers have worked in one of two extreme environments:

1. Top-down rigidity, where leadership dictates everything with no room for discussion
2. Startup chaos, where no one sets clear direction, and teams are left to figure it out themselves

Neither of these works well. The “W” planning model balances top-down and bottom-up decision-making. It looks like this:

1. Top-down input: Leadership sets the strategic context — where the company is headed and why
2. Bottom-up validation: Teams prepare two-pagers — concise documents outlining how they interpret that strategy and what challenges they foresee
3. Integration: Leadership reviews and aligns these inputs across teams, ensuring a coherent plan
4. Final team objectives: After feedback, teams define their objectives and key results for the quarter

The name “W model” comes from the iterative nature of planning — it moves from leadership to teams, back up for validation, and then down again for final alignment. This ensures that teams don’t just execute orders but actively participate in shaping strategy.

A crucial component of this process is the two-pager — a structured document where teams reflect on past progress, identify roadblocks, and propose solutions. Each two-pager includes:

• Key achievements from the past quarter
• Challenges slowing the team down
• Dependencies on other teams or resources needed
• A self-evaluation of where the team stands (e.g., thriving, stable, struggling)
• A prioritized proposal for the upcoming quarter

This practice, inspired by early YouTube and Stripe planning methodologies, ensures that every team has a clear voice in the planning process. It prevents teams from working in silos, helps leadership see potential risks, and guarantees that planning is based on real, on-the-ground insights rather than assumptions.

How do engineers contribute to decision-making at Omnisend?

Engineers are deeply involved in the decision-making process. Rather than simply executing, they influence. Whether it’s technical strategy, product priorities, or process improvements, engineers have the autonomy to challenge assumptions, propose solutions, and drive change.

One way we facilitate this is through guilds — weekly meetups where engineers across teams discuss common challenges, share knowledge, and collaborate on solutions. These sessions offer opportunities to shape how we work as an engineering organization.

How does Omnisend select top engineering talent?

It’s part intuition, part pattern recognition. Sure, you’re looking out for technical skills, but just as importantly, you want to see the mindset of that person.

I believe that great engineers strike a balance between confidence and open-mindedness. You don’t want someone who constantly second-guesses themselves, but you also don’t want someone who refuses to listen. In a way, the best engineers act as leaders — they can explain, persuade, and, when necessary, make decisive calls without getting stuck in endless debates.

That’s why we’re careful during hiring. We need to be sure that our engineers will be able to engage with customers, challenge ideas, and actively contribute to the business — not just code.

Why doesn’t Omnisend have a formal Architect role?

We do — but we don’t call it that. In larger organizations, an “Architect” is often a gatekeeper who makes decisions in isolation. That doesn’t work for us. Instead, architecture decisions naturally emerge from experienced engineers who take ownership and influence others. Titles don’t drive authority — competence and contribution do.

What’s one piece of advice for engineers looking to grow their careers?

Embrace problems as opportunities. Engineering is all about solving problems — if you see them as annoying obstacles, you’re in the wrong field. Instead, approach each challenge with curiosity and enthusiasm.

At Omnisend, we encourage this mindset by ensuring that every engineer has exposure to real-world customer problems. From the second or third week on the job, even new hires participate in customer conversations. That way, when they propose solutions, it’s not based on abstract ideas but on real customer pain points.

Interested in joining Omnisend?

At Omnisend, engineers solve meaningful problems, take ownership, and drive real impact. If you thrive in a culture of autonomy, accountability, and continuous learning, Omnisend might be the perfect place for you. We’re always looking for curious, ambitious engineers who are ready to take on new challenges.