Welcome to the TVP Playbook

We place disproportionate value on human potential. We see ourselves as a sports team (think football) i.e. built to win. We spend significant effort to scout, develop and cut to ensure champions in every position. All our teams are under 11 players, aligned to victory (not survival) and relentlessly focussed on promoting A-player potential.

Playbook is the framework that enables it.

Current version: 1.1 | change log

Guiding principle: Evolution

“Freedom and nature, Smith concludes, are a surer guide to the creation of a harmonious, functioning society than the supposed reason of philosophers and visionaries.” -Adam Smith

We strive towards the natural method of human behaviour. #reality

And like evolution, we are an experiment in-progress.

First principles of our culture:


Consistency: Unpredictability can not be trusted and only fuels doubt. We strive towards a principle based decision making. Playbook is an attempt in that direction.

Reciprocity: If performance and reward do not share a direct correlation and/or need a subjective opinion based evaluation, then it isn’t performance that is served.


We value ourselves enough to care where and how we spend our time. We look for people that have an insatiable appetite for self-growth and are not okay with existing.

We will always only take limited period bets on people and every moment from that point on will only be to help the individual succeed.


Motion is not progress. Progress is non-trivial.

Our primary intent is to enable an environment condusive to personal growth. You will find traces of this state of mind, all over the playbook.


We perform better when we feel a part of something bigger than ourselves. We seek to offer that feeling to everybody.

How to update playbook

Make a PR on the gh-pages branch proposing the change and the pricinple behind it. A discussion will follow. If and when a consensus is reached, it will be merged.

We envisage this structure to be ever-evolving and would encourage you to contribute with your vantage.


Are you really living "your" life, or merely executing your learned behaviours (pre-dispositions)?

What is you (i.e. your truth) cannot be acquired, it is already within. What you need to get to it, is to drop the ego. All fears, insecurities, delusions, hope i.e. all expectations from the universe to behave at your whim. For perhaps, these are merely attributes of the identity of the person that you think you are in your head. In reality, you are limitless.

Integrity != Honesty

Integrity == Your truth in this moment


You are not your fear, insecurities; neither are you your hopes and delusions. You are what remains sans them.

Choose your consciousness (self) and not the blindness of your predispositions.


To see reality as is, not as you want it to be.

With that perspective, everything external stops being good or bad; it just is. A mere data point. And that frees the mind to focus on appropriate action, instead of indulging in reaction.

In the moment

The past exists only within your memory, the future is confined to your dreams. The only place truth can exist in is in this moment.

Have the ability to be whatever you choose to be in this moment, irrespective of whatever the moment last was.

Integrity in action

Don't confuse what you wish were true with what is really true.Ray Dalio

To do (choose) what is appropriate for the moment, not what you "want" to be appropriate instead.

For that "want" is perhaps inaccurate until it is an awareness i.e. it is not a reaction but a response. An example of commonly accepted yet inaccurate "want" is when at the time of committing to deliver an outcome, the choice of doing your best is made.

Ask: Can you deliver X outcome by Y time?
Response: I will do my best

Now, they may appear the same at the moment; but that can't be farther from the truth. The former is about the outcome, and the latter all about the ego.

Instead, the true version of the moment may be spent finding the path to victory, not indulging in a path that is known to be not. The latter is only an attempt to satiate the desire to appear congruent.

Drop the ego and salvate with service.

What would be the truth of this moment?

In this moment:

My truth (as the voice), is to mellow this thought enough to be accessible to the largest size of market that TVP needs.

Your truth (as the listener) may be to be here with your binary mindspace. Conscious. For that is a precursor for any self-growth to occur.

Spend time living the words here, not merely reading them.

The playbook shall strive for affording its ease, by reducing content overload and focusing on just what you may need to perform.

Why is integrity the chosen motivator?

TLDR: For it's the reality, of why individuals do what they do.

Long form: For nothing else comes close to the kind of drive that it generates. It = your truth. There is no global truth, there is only subjective truth. Anything that an individual "desire"s and in due course "becomes", occurs. The only time it doesn't, is when the desire is not "true" enough. For you can't intellectualize your truth, you can't convince yourself of it, neither can you borrow it from externalities (i.e. morality). Your truth may only be discovered; within. And we are all, at best tending towards our (true) "self"s, albiet at different levels of efficiency.

Be here, only when we are your truth.

A-Player = Autonomous player

Become a self-functioning, self-learning, and self-performing unit.

  • Most recruiting and progress evaluations are basis these attributes.
  • Success at level 1 would be a minimum score of 8 (out of 10) on all attributes before Day 45.

What makes an A-Player:

1. Mindfulness

Be present in the moment, don't offer ego/identity in your place instead.

A simple hack to achieve this is to view life in third person (TPP), instead of first person (FPP). Don’t make the game about what you want to do. Instead, make it about what is appropriate. Play to win the game, not make the avatar your identity. Fight for truth, not ego.

Recommended watch: How to Win by Daniel Gross (14:50) and The Power of Mindfulness by Shauna Shapiro

2. Ownership

Be aligned to the problem and none other. You think it, live it, exist it. For seeing the problem completely, is the solution itself.

Live life as if it's your own time that's at stake. For it really is.

Sincerity is not ownership. Exactly how motion (effort) is not progress.

3. Overcoming learned helplessness
We can not solve our problems with the same level of thinking that created them

Problems (and hence your limits) aren’t externally created. They are merely realities/possibilities that appear "problematic" from the current POV.

Noun vs Verb. The latter is liberation. The former is identity, and limiting.

4. Learning to problem Solve

aka Analytical state of mind.

Watch yourself attempt these questions:

  • How many haircuts do you think happen in India every year?
  • Raindrops are falling on a sidewalk (sidewalk is 1m and raindrops are 1cm). How could we know when the sidewalk is completely wet?
  • How do you think the world will change in the next three years?

source: Google interview questions

5. Putting in the reps

Remember, the ask is to put in the reps, not hours. The latter is effort. The latter is insufficient. Effort is motion, may or may not be progress.

Heavily inspired from How to Succeed at Lambda School | Austen Allred.


Learning tracks for each attribute shall be developed in future, as and when demand arrives. To register demand, use this doodle

Applying to TVP

It doesn't make sense to hire smart people and tell them what to do; we hire smart people so they can tell us what to do.Steve Jobs

We look for A-players. We see ourselves as a sports team, always playing to win. And scout and nurture for the next future Messi/Ronaldo/< insert a player that inspires you >.

  • We understand that a job search/switch is a strenous process. We want to make it as swift and predictable as possible.
  • The process is designed to reach a successful conclusion within 2 weeks. And ever candidate we talk to is given closure. That's the least we think we can do.
  • We don't do JDs. Instead you will find us talking about the kind of problems you'd be working on here.
1. Scouting

Our scouts are always on the look out. When something catches their eye that demonstrates that we might be a relevant spot in the universe for you, they will reach out and have a conversation.

2. Establishing relevance

We like truth. The conversation will usually start with why we think you may be a good fit. And encourage you to apply for the role.

3. Evaluation

This is where we assess current strengths and weaknesses in your skill set and cuture fit. This is usually done asynchronousy over emails, to give you ample mindspace to respond (and not react).

4. First date

We don't like the word interview. Instead it is an oppurtunity to get to know each other, for the both of us. Please do come prepared with any questions that you may have for us.

This is also when we'll extend a contingent offer, including specifics of the role. This for us both to get on the same page in terms of expectations. And help you make the decision easier.

5. Meet the team

If you are actively considering us it would be wise to meet and work with the team for a day before you commit to a longer term engagement. This is that moment.

6. Design your next 45 days

We would strongly encourage you to spend time to visualize your next 45 days. If you can’t see it, you haven’t thought about your decision with consciousness. Do so now.

Include but not limit to:

  • Your win: Map out your OKR for day 30. Deep dive
  • 1:1-review schedule: Start with scheduling all 1:1s in advance on your team leader's calendar. Deep dive
  • Self-training: Account for the time it would take to learn 'how to operate' protocol here. Deep dive

This is the moment of the final offer.

Welcome to Day 0

Welcome aboard!

Demystifying the Dotted Line

We seek to enable a culture of individual freedom, responsibility and growth. This approach is contrarian to labor law, that seeks to incentivize 'permanency' of jobs (over self-responsibility). Hence, we stay clear of it. Instead we (i.e. you and us) decide and commit to the terms of our engagement that 'we' choose and sign that into a contract. This applies for everyone in the team.

Here is the contract we use: Contract Template

Here is more on why we do so:

  • We like to engage with each other as free self-responsible individuals, without a bureaucrat dictating what can and can not be done.
  • You should only be here because you want to (be here), not because you 'have' to by some law.
  • Similarily, it incentivizes us to create a culture that is enticing enough for everyone to stick together.
  • The idea of permanancy is untrue. Impermanace is the true nature of the universe. And we respect that. We seek to attract individuals that reject this delusion.
  • Do not expect a boss-employee relationship. We are all co-passengers on the same journey, albeit ephemeral (in the larger scheme of things).
  • PS: This approach also translates into lower taxes for each individual.

Here is what we do instead:

  • 11 month contracts with everyone that are set to auto-renew. Includes details of all benefits and perks.
  • Playbook is a part of the contract. It is every evolving, hence, you are responsible for keeping in touch with it. Check for #playbook-changelog channel on slack.


  • All payments are categorised as payment for professional services.
  • The advantage with this approach is that you only end up paying taxes on half your income. So, if your income is under ₹10 lakhs, your income tax is 0. Read more
  • The downside is that your TDS goes up. This process is done at our end. The law mandates a 10% TDS deduction on income greater than 30k in a financial year. Read more
  • This is advance tax that's paid in Income tax depertment's account under your name, and the IT department adjusts it against your actual tax liability at the end of the year. That is, when you file your IT returns at the end of the year, the department adjusts your actual tax due against the already accrued TDS and returns the balance in your account.

How to succeed at TVP

Affordance, not entitlement.

Every individual's progress here occurs when (because) they have grown so much that it becomes stupid to not give them more responsibility. And for no other reason.

Focus all your energies on improving your competence. Don't bother with signalling effort.

Here is how individuals ascend at TVP:

Level 1: Autonomy | Day 45

Are you able to extract peak performance from yourself?

Refer to the A-player framework. A minimum score of 8 (out of 10) on each of the 5 attributes is needed to graduate. And for that to occur, you may start acting on it from day 0.

Level 2: Leadership | Day 180

Are you able to extract peak performance from others?

Leadership is a state of mind. We value the state of mind, not the identity of a being a "leader".

Graduating to level 2 requires a minimum score of 8 (out of 10) on all attributes of being an A-leader + a successful outcome (that you owned) as an A-leader before Day 180.

What does it mean to be an A-leader:

All teams start from the bottom most level, for only individuals have existed before this. Their combination as a cohesive unit aka team is a new, ever evolving and always unique (in its shape) construct that needs to be birthed. And then transitioned to peak performance. It takes leadership to get that to occur.

And that requires channeling the common energy of the group to conquer the following issues in order:

Read more: Lencioni Model

The only tools at a leaders disposal are empathy (not sympathy), affordance and inspiration. For the constraints of each individual and the collective unit become your constraints. You can't pretend they don't exist and yet, expect an outcome.

What makes a A-leader:

1. Self-transforming mind

You are no longer held prisoner by your own identity. Your identity (and role) is constantly re-created basis what is appropriate for the team's win at the moment. And hence, can hold multiple thoughts and ideologies at once.

Leadership is about serving others, without sacrificing yourself.

2. Self-responsible

If you are angry or agitated, it's not 'their' fault. If your strategy failed, it's not because < insert a random external event >. The buck starts and stops at you.

3. Self-trainable

Geniunelly willing to learn from others. Universe is always trying to show you the path, be listening. Listen to others and be able to arrive at what is a win-win for each situation.

4. Thinks in systems

"This is happening because the incentives are set up that way". Most effecient incentives are rarely monetary in nature. Spend time to understand why humans do what they do. Recommended read: The Theory of Moral Sentiments by Adam Smith.

Heavily inspired from How to win by Daniel Gross.

Highly recommended watch: How to operate | Keith Rabois

  • A leader would focus on maxing out team productivity. Including but not limited to guiding their team towards implementing the operating principles ("Operating at TVP") in their lives.
  • The path from (including) this level onwards is non-trivial. It's fine, take your time. You have time from day 45 to 180 to learn, fail, relearn and succeed.
  • Qualifying for this level 2x's the base salary.
Level 3: Junior Partner | Day 360

Are you able to lead and be responsible for (i.e. own) a business unit?

  • You are responsible for the business case and success, of a part of the business. You have time from day 180 to 360 to learn, fail, relearn and succeed.
  • Qualifying for this level 2x's the base salary with the incremental payout being in liquid tokenized stocks.
  • A junior partner would focus on strategy for the quarter ahead.
  • A 10x win here is needed to graduate.
Level 4: Senior Partner | Day 720

Are you able to lead and be responsible for (i.e. own) a business?

  • You are responsible for the success of a business. You have time from day 360 to 720 to learn, fail, relearn and succeed.
  • You are the conscious keeper of the organisation.
  • Qualifying for this level 2x's the base salary again with the incremental payout being in liquid tokenized stocks.
  • A senior partner would focus on strategy 4 quarters ahead.
How to take on an entreprenurial journey

Every business is designed to constantly explore new oppurtunities in their space of operations. They do so through experiments to validate new business oppurtunities i.e. 0 to 1 phase of the business. Each experiment is led by a Senior partner with a junior partner and an engineer. If and when an experiments succeeds, it is turned into business under TVP and scaled from 1 to 100. You can find yourself a place in that team.

When there is a lateral hire

The risk exposure that the organisation undertakes stays constant and the time afforded to grow reduces for the individual on pro-rated. For there exists a reason why they are more valuable (and hence hired laterally), else our hiring has failed.

Hence, fixed salaries become stakes and the higher you start with, the higher risk (and pressure) you take. Hence, we recommend you to focus on accurate price instead of a higher starting base for the sake of it, and then grow into your goal income in due course.

Dry run:

Example org has level 1(autonomy) salary at 30k and level 2 (leadership) at 60k a month. The time exposure designed in the protocol is 6 months for an individual to grow from level 1 to 2. Hence, the risk allocated to the hire is 30k*6= 180k.

When someone is hired laterally at level 2 at 60k a month, he has 180k/60k= 3months to succeed at level 2.

Compensation principle

Our goal with salary is that it checks the box of "enough" for folks who are excited about working here (because of our mission, people and work) and then fades into the background.

We follow a band based structure corresponding to each ascend level. The idea is to prevent salary from becoming a guessing game. Its simple and straight forward.

Most critical roles (across all levels) are designed to have a "success" payout built in and would serve as the method to keep motivation sustained and pumping until you grow into the next level.

How are 1:1 reviews done

By your team leader and as per the regular schedule. Hence, choose who you work with, based on whose leadership inspires you and where you are most likely to thrive. Deep dive

Starting at TVP

Welcome aboard Sailor!

Take time and mindspace to understand the new environment. It's important that you ask questions if there is less than binary clarity on anything. It is likely that we have fallen short somewhere. Use #mastering-playbook channel on slack.

Strap on!
  1. It’s likely going to be overwhelming, let it. Watch fear(/delusion) and acknowledge it’s existence; then focus all your energies on action. As you progress, let the fear loose interest in you and thus, afford you your liberation.
  2. The ask from you is to be familiar with this Playbook before you join
Your first day

The intent is to get you upto base-level productivity in under 2 hours.

First day checklist

Probationary Period

The first 45 days.

A “probationary period” is a standard legal term required by labour law, but it’s really a space for us to ensure that we feel confident of our fit to you and are able to offer timely intervention.

We want you to succeed and to become a full member of the team, as much as you do.

Operating at TVP

All structures discussed here are support structures to help you ascend.

  1. The tool of choice (used here) is affordance.
  2. You will not be penalized for non-compliance. Or rewarded for compliance.
  3. You will need them to perform. Do it for yourself. And no one else.

Tools you will need to get ready to start:

ETA culture

Bet on yourself and your vantage. Improve with time.

Daily logs

We highly recommend a habit of maintaining daily logs i.e. a simple list of what you did today and what you are going to do tomorrow.

This is for your own use to observe yourself. Think of it like your own personal version history.

OKR Framework

Helps document everyone's bet on what they think they will achieve in the next month.

The excercise helps every individual think through their path ahead and offer coherence with everyone else.

Feedback mechanism

What isn't tracked, doesn't get improved.

Tools you will need once you start:

Silent meetings

Helps document everyone's bet on what they think they will achieve in the next month.

The excercise helps every individual think through their path ahead and offer coherence with everyone else.

How to communicate so that others listen

Helps document everyone's bet on what they think they will achieve in the next month.

The excercise helps every individual think through their path ahead and offer coherence with everyone else.

Schedule your day, week and your life

Time for others Find your flow time. Live and grow each day at a time.

Tools we encourage:

Brain.fm: Functional music to improve focus.

Vipassana: Mindful equanimous meditation. Discover the principle behind it here

Operational things:

Getting Paid

All staff payments are made by the 5th of the month. We also follow another payment cycle around the 20th of the month, for vendor payments.


We follow a no-bureaucracy policy. And instead have focused on fostering meritocracy i.e. correlating higher productivity to a higher payout for you. And hence, everything that increases your productivity funds its self. Buy for yourself, whatever makes you better.

Any non-personal spend can be suggested on the #office channel on slack.

Executing at TVP

The vantage you will need to successfully execute here.

Understanding the problem completely, is the solution itself.
Outcomes are occurrences, that occur as a result of a process.

Think of it as a production line that manufactures cars (for visual). The output is a completely built car with an assembly line assembling different parts.

Once the car is done, its characteristics and hence, scope isn’t in your control. The only place where you’d be able to impact change is in the process before it.

This POV is similar to systems thinking. The latter helps in analysis and helps arrive at "why", the former is forward looking and helps arrive at "how to".

Vantage: Whenever trying to understand how an outcome will be achieved, focus on seeing the process behind its current state (if it’s an optimization strategy) or seeing the process behind a similar or correlated outcome (if it’s an innovation strategy). In that vantage, you should be able to see the variables of the process and hence, its lever. You are now in control.

What you don’t measure, can’t get improved.


  1. Macro level data for:
    • Post-battle analysis
    • Successive goal setting
  2. Micro level data for finding oppurtunities for improvement.
    Think of it like your personal ultrasound lens.
(Micro level) Data tells. Listen to it and it will also tell you the path to your victory.

1. What kind of data to look for: Ratios.

Absolute numbers are a manager’s vanity, not a doers tool.

2. All processes occur in stages.

A car production assembly is usually not one single line. It is divided between multiple sections like paintshop, body works, engine assembly etc.

For simplification, assume this to be a straight line process where all sections work in series and none in parallel and hence, directly dependend on each other.

Vantage:Hence, identifying its stages can offer you control. What you can control, you can change.

How to know which events are user progress-ion and which are user motion?

Every event that lies on the path towards creating revenue from the user is progress-ion. For every other vector isn’t progress.

How to find opportunities for growth once the funnel is ready?

This is a skill that will build with time.

Critical path is the shortest path

In the car assembly line, the maximum rate of production is = the lowest common rate of the all components. ONLY the lowest common rate.

Hence, the input car part that is the slowest (most lagging) is what the final assembly out is going to be. All focus must always be to increase rate of production only that step.

In chemistry there exists a similar concept: Rate determining step.

Vantage: Always focus on improving the rate determining step. Only. Until it isn’t one anymore. Then move the one that is the new rate determining step.

Innovation isn’t a project, it is an experiment.

If you can’t see at least a path to the outcome, it is still an innovation problem. Projects don’t solve innovation problems. Experiments do. Experiments are designed to test the limits of failure, projects are designed to not fail.

Vantage: Convert each innovation “project” into an operational one by doing enough experiments to gain vantage on how to reach the outcome.

For that ensures once a project is underway in the company, its victory is certain.

Leaving TVP

Change is the natural course of the universe. We understand that we are not married for life.

Moreover, we want you to be here only until it is your appropriate spot. It is a legitimate possibility that it isn't going to be the case, in a moment future. We want to encourage you to seek that ideal spot for you and want to make that transition without envoking agitation in either you or the org.

Let's do it together

Trust us enough to involve us even when the idea of leaving is just a thought. We will run through the process with you together, including offering you vantage on evaluating your considerations, recommending a path ahead and help you with references and connects that would be helpful. Speak with your leader.


Failure is not an event worthy of firing, lack of alignment is. We will only intervene on your (not your stated desire's) behalf, if and when we feel you are not happy here AND not asking the question (from your self) whether we are still your ideal spot in the universe.

Your team leader will usually intervene using the phrase "Excuse me, Life is Waiting".

Be self-responsible.

If you are not happy, figure out why. Address it. It’s not our responsibility to add meaning to your life. Eventhough it is in our interest to do so. We use the tool of affordance, for that's the most we can do.

PS: It's not you, it's us

We recognize that our way of work may not be suited for everyone and it may sometimes take a while to dawn. Hence, we offer as much information as early as possible, for you to make an accurate decision. And we continue to create those affordances with multiple checkpoints (as part of your 1:1s) along the way. One each at day 45 and month 3.

And if you do reach awareness that we are not your ideal spot, no stress. We will still love you the same and wish to see you succeed in whatever you journey you take forward.

Employment Policies

These are non-negotiable and a hard limit. You may not continue employment here without absolute adoption. Violation will result in termination.

Equal Opportunity Employment

We are a meritocratic culture. We only care about the value added and the benchmark is the same for everyone, irrespective of their past background or current identity.

This policy is not legally mandated, but we choose it regardless.

Code of conduct
  • Consent

    Be empathetic of how you treat, speak and think about others. Consent needs to be explicit. And a No, means No.

  • Honesty

    You must not lie, hide or conceal truth anytime. That includes honesty towards yourself and towards others. Irrespective of however hard the truth may be.

  • Non-Violence

    You may not offload your agitations onto others. They are your responsibility. Instances of violence may include but not limited to physical aggression, verbal shouting and/or an intent to harm.

  • Non-Disclosure

    You are expected to not disclose financial/strategic/confidential information to any outsider. When you aren't sure, ask your team leader.

Employee Privacy
Personnel records

The company maintains a file for each employee that includes personnel information, documents submitted, communication history, performance records, and other activity.

Digital footprint

You will be assigned a company email account. You are to use that for creating all other work related accounts. No personal accounts to ever be used for work purposes. All such accounts and other work related properties created during employment are company property and not private.

Prevention of Sexual Harassment Policy

No, means no. Explicit consent is the base layer on which all human interactions are built. Any violation is unacceptable and will dealt punitively.