Design is at the heart of how we approach every challenge and every problem — whether business ideas and models, digital products, or questions of how to organise teams and develop culture.

When we realised that our clients' feedback wasn't only about good results but above all about our empathetic, structured and logical way of working, it became clear that the question of "how" we do our work was the decisive moment for making our positioning clear and unmistakable.

When we realised that our clients' feedback wasn't only about good results but above all about our empathetic, structured and logical way of working, it became clear that the question of "how" we do our work was the decisive moment for making our positioning clear and unmistakable.

These days the name DAYONE makes a good deal of sense. With 80-90% of our clients we work on a brand-new idea, a new challenge, a blank page. But the origin story is a little less tidy. From a business plan competition to an event series in a Freiburg nightclub to a scribble in a notebook — the name DAYONE has a story of its own.

How did organic growth turn into a sustainable company culture? And what does it actually mean to run a company sustainably, beyond the ecological dimension?

How can we keep bringing people on board while ensuring good results through consistent ways of working? This was a constant focus for us, because we knew that with every new hire our founders and "DNA carriers" would be less able to take part in day-to-day project work and routines as they once had.

We want to foster the ideal of shared responsibility in our team. We want to be a team of colleagues and partners, not of bosses and employees. We want a team of people who are committed and excited about their work, ready to take on our clients' challenges — and to keep strengthening the culture for the existing team and for future members.

After ten years of consistent practice, improvement and experimentation, we have refined our approach around three principles: leading by example, situational leadership and clear areas of competence.

For a long time, finance was more of a necessary evil for us. Today our financial philosophy rests on 3 principles: transparency, enablement and responsibility.

In 2022 we stand on the threshold of a technological revolution. The emergence and gradual adoption of augmented reality, web3, NFTs, blockchain, crypto and the metaverse has opened up a debate about new opportunities and threats for brands, companies, people and governments.