Ytech’s Culture

Commitment to excellence and success is the driving force behind what we do at Ytech. As an integrated real estate firm, we provide services that require exceptional professionals.

Ytech’s Culture

Our Culture

We are disciplined people who engage in disciplined thought and take disciplined action — operating with freedom within a framework of responsibilities, pursuit of excellence, ownership mindset and continuous improvement.

In our culture, team members think and act like owners:

• They take results personally;
• Are accountable for their actions,
• Make decisions in the long-term best interests of the business,
• And execute with focus, excellence and integrity.

Our ownership mentality is reinforced by setting stretched but achievable targets and ensuring that all team members understand their roles in meeting those targets. Incentive programs give senior leaders and other top performers the opportunity to invest in the company. But our ownership culture goes beyond owning shares. Focus and zero complacency guarantee lasting competitive advantage. It is about owning responsibility for our commitments, for the creation of lasting value, and for delivering on our big and audacious goals.

To enforce this kind of hands-on attitude, our company gives authority and autonomy to team members to chase solutions to problems, within parameters related to their functions, and hold them accountable for these decisions, ensuring that the company learns with the outcomes.

Ytech leaders display a powerful mixture of personal humility and indomitable will. They're incredibly ambitious, but their ambition is first and foremost for the cause, for the organization and its purpose, not themselves.

We are seemingly ordinary people quietly producing extraordinary results. Ytech leadership is not just about humility and modesty. It is about ferocious resolve to do whatever needs to be done to make the company great.

Leadership by personal example is at the core of our culture.

Great vision without great people is irrelevant.

Great people have both great character and great capabilities.

The right people are self-motivated by the inner drive to produce the best results and to be part of creating something great at Ytech.

We recruit and develop the right people who will do everything within their power to build a great company. They simply cannot imagine settling for anything less. Their moral code requires building excellence for its own sake. The right people will do the right things and deliver the best results they’re capable of.

The purpose of our compensation systems isn’t to get the right behaviors from the wrong people, but to get the right people in the first place, and to keep them at Ytech.

We believe that the “who” is more important than the what. We constantly train, test and evaluate people, and we never lower the bar.

Our Ytech people are our greatest competitive advantage.

We are open-minded and transparent. Hierarchy is not imposed, but earned. Our people can express their opinions openly without peer pressure and political concerns. The best argument must always win, despite seniority levels, years with the company, or other subjective factors that are not related to the “truth” of the matter. There are no hidden agendas. We have clear goals. Fact-based discussions and a clear notion of where people stand in the company is the rule and not the exception. At Ytech, we bring problems and disagreements to the surface and solve them well. We are a learning organization.

True meritocracy is one of the most important and distinctive aspects of our culture. At Ytech, it’s our management style to choose and move people ahead on the basis of their achievements. The backbone of a meritocracy is a variable compensation system backed by individualized goals and performance reviews.

At Ytech we recognize that for meritocracy to be effective, we must understand the merit of each person’s ideas.

We also believe in keeping it simple: with decisions based on clear, agreed-upon approaches and common sense. That means constantly rooting out complexity, and streamlining processes that get in the way of decision-making and execution.

At Ytech, the concept of strategic focus represents the intersection of what we can be the best at, what we are deeply passionate about, and what best drives the company’s economic engine.

For us strategic focus is not about a goal, intention or plan to be the best. It is a deep understanding – with piercing insight and egoless clarity – of what we actually can be the best at. The distinction is absolutely crucial.

We recognize that doing only what we are good at will only make us good, however, our path to success lies in strategically focusing solely on what we do better than any other organization.

At Ytech, we dare to pursue big dreams with vision and purpose. Dreaming big is the basis of the company’s complete goals-based management system. A clear, compelling vision serves as the unifying focal point of effort to create immense team spirit and morale. It is tangible, energizing, highly focused and a powerful mechanism to stimulate progress. It allows our people to achieve extraordinary results as we build for the long-term.

At Ytech, hard work and dedication have put us where we are today. Our optimism makes us resilient and relentless in our pursuit to build forward momentum and compound our investments of effort.

We are a learning organization.

Even while we preserve our core values and purpose, which remain constant, we have a relentless drive to stimulate progress—change, improvement, innovation, and renewal.

In our visionary company, we have the drive to go further, to do better, to create new possibilities. Tangible manifestations of our core ideology and drive for progress can be seen everywhere.

Our culture is shaped to thrive far beyond any single leader or any single great idea. To secure lasting greatness, we have built an organization that can generate many great ideas with great people that can execute on them through cycles and generations. Our long-term view of our company is based on our ownership mindset culture aligned with our governance systems.

It all starts with disciplined people.

Disciplined people who engage in disciplined thought and who take disciplined action—operating with freedom within a framework of responsibilities and ownership mindset— is the cornerstone of Ytech’s culture.

We handle opportunities and challenges from a position of strength and flexibility, which allows us to execute with skill and a sense of urgency.

Through continuous preparation, we succeed in uncertain environments with deliberate, methodical and systematic execution. By preparing ahead of time, building reserves, maintaining large margins of safety, managing risk, and honing disciplines in good times and bad, we remain successful.

At Ytech, putting the customer at the center of all we do is a key element of our culture. To do that, we focus on building with impeccable quality and delivering the best experience. As a design driven company, from architecture to interiors, it’s all about the way our customers experience the built environment.

Our operating practices create a success formula that is specific, methodical and consistent. We turn strategic concepts into reality in an enduring way.

Certain principles are fundamental to our success. The pursuit of excellence in everything we do, from our work to our relationships, is our primary pledge. It enables us to create a world-class company with a long-term view while building excitement and lasting value

In our culture, team members think and act like owners:

• They take results personally;
• Are accountable for their actions,
• Make decisions in the long-term best interests of the business,
• And execute with focus, excellence and integrity.

Our ownership mentality is reinforced by setting stretched but achievable targets and ensuring that all team members understand their roles in meeting those targets. Incentive programs give senior leaders and other top performers the opportunity to invest in the company. But our ownership culture goes beyond owning shares. Focus and zero complacency guarantee lasting competitive advantage. It is about owning responsibility for our commitments, for the creation of lasting value, and for delivering on our big and audacious goals.

To enforce this kind of hands-on attitude, our company gives authority and autonomy to team members to chase solutions to problems, within parameters related to their functions, and hold them accountable for these decisions, ensuring that the company learns with the outcomes.

Great vision without great people is irrelevant.

Great people have both great character and great capabilities.

The right people are self-motivated by the inner drive to produce the best results and to be part of creating something great at Ytech.

We recruit and develop the right people who will do everything within their power to build a great company. They simply cannot imagine settling for anything less. Their moral code requires building excellence for its own sake. The right people will do the right things and deliver the best results they’re capable of.

The purpose of our compensation systems isn’t to get the right behaviors from the wrong people, but to get the right people in the first place, and to keep them at Ytech.

We believe that the “who” is more important than the what. We constantly train, test and evaluate people, and we never lower the bar.

Our Ytech people are our greatest competitive advantage.

True meritocracy is one of the most important and distinctive aspects of our culture. At Ytech, it’s our management style to choose and move people ahead on the basis of their achievements. The backbone of a meritocracy is a variable compensation system backed by individualized goals and performance reviews.

At Ytech we recognize that for meritocracy to be effective, we must understand the merit of each person’s ideas.

We also believe in keeping it simple: with decisions based on clear, agreed-upon approaches and common sense. That means constantly rooting out complexity, and streamlining processes that get in the way of decision-making and execution.

At Ytech, we dare to pursue big dreams with vision and purpose. Dreaming big is the basis of the company’s complete goals-based management system. A clear, compelling vision serves as the unifying focal point of effort to create immense team spirit and morale. It is tangible, energizing, highly focused and a powerful mechanism to stimulate progress. It allows our people to achieve extraordinary results as we build for the long-term.

We are a learning organization.

Even while we preserve our core values and purpose, which remain constant, we have a relentless drive to stimulate progress—change, improvement, innovation, and renewal.

In our visionary company, we have the drive to go further, to do better, to create new possibilities. Tangible manifestations of our core ideology and drive for progress can be seen everywhere.

It all starts with disciplined people.

Disciplined people who engage in disciplined thought and who take disciplined action—operating with freedom within a framework of responsibilities and ownership mindset— is the cornerstone of Ytech’s culture.

At Ytech, putting the customer at the center of all we do is a key element of our culture. To do that, we focus on building with impeccable quality and delivering the best experience. As a design driven company, from architecture to interiors, it’s all about the way our customers experience the built environment.

Our operating practices create a success formula that is specific, methodical and consistent. We turn strategic concepts into reality in an enduring way.

Ytech leaders display a powerful mixture of personal humility and indomitable will. They're incredibly ambitious, but their ambition is first and foremost for the cause, for the organization and its purpose, not themselves.

We are seemingly ordinary people quietly producing extraordinary results. Ytech leadership is not just about humility and modesty. It is about ferocious resolve to do whatever needs to be done to make the company great.

Leadership by personal example is at the core of our culture.

We are open-minded and transparent. Hierarchy is not imposed, but earned. Our people can express their opinions openly without peer pressure and political concerns. The best argument must always win, despite seniority levels, years with the company, or other subjective factors that are not related to the “truth” of the matter. There are no hidden agendas. We have clear goals. Fact-based discussions and a clear notion of where people stand in the company is the rule and not the exception. At Ytech, we bring problems and disagreements to the surface and solve them well. We are a learning organization.

At Ytech, the concept of strategic focus represents the intersection of what we can be the best at, what we are deeply passionate about, and what best drives the company’s economic engine.

For us strategic focus is not about a goal, intention or plan to be the best. It is a deep understanding – with piercing insight and egoless clarity – of what we actually can be the best at. The distinction is absolutely crucial.

We recognize that doing only what we are good at will only make us good, however, our path to success lies in strategically focusing solely on what we do better than any other organization.

At Ytech, hard work and dedication have put us where we are today. Our optimism makes us resilient and relentless in our pursuit to build forward momentum and compound our investments of effort.

Our culture is shaped to thrive far beyond any single leader or any single great idea. To secure lasting greatness, we have built an organization that can generate many great ideas with great people that can execute on them through cycles and generations. Our long-term view of our company is based on our ownership mindset culture aligned with our governance systems.

We handle opportunities and challenges from a position of strength and flexibility, which allows us to execute with skill and a sense of urgency.

Through continuous preparation, we succeed in uncertain environments with deliberate, methodical and systematic execution. By preparing ahead of time, building reserves, maintaining large margins of safety, managing risk, and honing disciplines in good times and bad, we remain successful.

Certain principles are fundamental to our success. The pursuit of excellence in everything we do, from our work to our relationships, is our primary pledge. It enables us to create a world-class company with a long-term view while building excitement and lasting value

Our people display five core behaviors that, in combination, distinguish us from other companies.

We are disciplined people who engage in disciplined thought and take disciplined action — operating with freedom within a framework of responsibilities, pursuit of excellence, ownership mindset and continuous improvement.