Overwolf culture

The foundation of our culture is a set of core values that shapes everything from our business decisions to our day-to-day interactions. Our core values are more than just admirable words, they're a way of life at Overwolf. Ultimately, we are a company that is humble, curious, and strives to improve, which is why we are always open to feedback as it gives us the opportunity to realign with our values. At the end of the day, the purpose of a company culture is not just to attract the right people, but to create an environment where each team member can reach their full potential and do their best work.

We created our values as verbs for a reason. At any moment we should be able to ask ourselves, “Is what we are doing in alignment with the following four pillars?”

  • Become legendary

    Being Legendary is an integration between high standards of quality (mastery), continuous improvement (growth) and humility (virtue). Our journey to be legendary is a never ending quest to be better tomorrow whether it is in our professional life, in how we play as part of a team, or in our personal and family life. We’re hungry for feedback, we put our egos aside, and hope to become progressively less stupid every day.

  • On the hunt

    We’re awake, alert and ready to jump on an opportunity. Our eyes are watching and our ears are listening. We evaluate opportunities as they arise and hunt them down too. We don’t just sit and wait for someone else to act and do our work for us. We’re active and proactive in our hunting squad, while respecting and collaborating with our fellow hunters.

  • Level up together

    We believe great wins are a product of great teamwork. We’re looking to build diverse, talented teams that play well together. With a great team, true magic can happen, and this is the only way we can level up as a company. As we grow, we grow together. As we win, we win together. We pursue, hire and train for great teamwork.

    Part of what makes a great team is diverse perspectives. Our audience of gamers and creators are incredibly varied, and we strive to create a team that mirrors who we serve. The more inclusive gaming becomes, the stronger the industry is, and we work hard to do our part in creating an industry we are proud of.

  • Support main

    We’re a meta layer of integrity, and the difference between a paradise of safe, legitimate gaming content to a hell of cheats and hacks. As such we’re obsessed with serving the needs of anyone we engage with, from our target audiences of in-game creators and game developers to our fellow team members.

How we work

We take pride in our approach to work and productivity. As part of our team, we would expect you to try your best to meet these standards, and to progressively improve towards them. We encourage you to give and receive feedback to the people you work with based on these principles.


We do
We don't

We’re concise and articulate in speech and writing.

Write walls of text on Slack.

We listen well and seek to understand before reacting.

Impulsively indulge our lizard brain in fight/flight responses.

We breathe deeply and remain calm in stressful situations to draw out the clearest thinking.

Start trolling and cursing the jungler, or any other unproductive and stress inducing behaviours.


We do
We don't

We operate based on what’s best for Overwolf.

Make decisions based on what’s best for yourself or your team.

We’re driven by the best ideas, not hierarchy.

Do things “because the CEO said so” when we feel there’s a better alternative.

When we can, we take the time to help our peers and understand they might need us to achieve goals for Overwolf.

Ignore requests for help because we’re too busy, or we’re focused on completing our own tasks.

We understand that sometimes we need to disagree and commit.

Get stuck just because our original opinion was not adopted.

We encourage a drama-free environment.

Let our egos take the main stage.


We do
We don't

We praise publicly, and criticize privately.

Criticize our peers in public channels or in front of a crowd.

When giving feedback, we consider timing, context and content carefully.

Burst into someone’s office to provide feedback as they’re working on a tight deadline.

We treat giving feedback like brushing our teeth, not an appointment at the dentist.

Wait for the 360 review to say what we think.

We do our best to be active and not passive - our feedback will include a suggestion to what could be done better.

Vent in a passive-aggressive manner.

We thank the feedback provider.

When given feedback, we get defensive and rant.


We do
We don't

We’re fully transparent, and apart from private matters, our books are open.

Hold information back, on a “need to know” basis.

We’re candid, non-political, and we talk Tachles.

Beat around the bush.

We admit mistakes openly and freely, mistakes are to be learned from.

Keep mistakes to ourselves to save face.

We only say things about fellow team members that you say to their face.

Talk and rant behind people’s backs.

We treat people with respect regardless of their status or disagreement with you.

Hold the greater respect to rank.

We always share relevant information internally, even when worrisome to do so. We don’t share confidential information externally.

We hold back data and business issues if they’re sensitive.


We do
We don't

We acknowledge that if done wrong, meetings can be deadly.

Call a 10 person meeting without thoroughly thinking about it.

We end meetings with clear next steps.

End meetings with everyone left confused on what the next steps are - the “who, what, and when”.

We come very prepared, and we use our kickoff template when needed.

Wing it and improvise, it will be fine.

We add an agenda and relevant links ahead of the meeting for all participants to prepare accordingly.

We surprise invitees and ask them for data or information they did not have time to study.


We do
We don't

We accomplish amazing amounts of important work.

Do for doing sake.

We start with why.

Act even if we don’t understand the why.

We make our colleagues better.

Focus only on making ourselves better.

We focus on long-term results over process.

Heavy on the process bureaucracy.


We do
We don't

We make wise decisions despite ambiguity.

Become paralyzed by lack of information, and wait without making a decision until EVERYTHING is crystal clear.

We identify root causes, and get beyond treating symptoms.

Only focus on putting out fires.

We are good at using data to inform our intuition.

Follow the data blindly and leave no room for intuition.

We make decisions based on the long term, not short term.

Optimize for short term gain, even if that may hurt long term.