Building Trust and Retention: How 7Factor Supports Engineers with a Human-Centric Culture
A Human-Centric Foundation
Our CEO and founder, Jeremy Duvall, built 7Factor with one core principle in mind: be human-centric. That mindset is part of a bigger concept; one rooted in genuine care, respect, and attentiveness. It shows up in small, everyday moments: like giving someone a few minutes to pause and quiet their barking dog during a Zoom call, or sharing an article with a peer because they mentioned it was part of their interests. 7Factor wouldn’t be what it is without the people who make it, and we do not take that for granted.
We don’t believe in treating employees like cogs in the machine because they aren’t. To us, retention isn’t just a hiring metric; it’s validation that when you build a company grounded in human-centric values, people stay. Not because they have to, but because they want to. Happy employees create stronger teams and thoughtful solutions.
A Values-Driven Hiring Process
Our focus on retention starts early, with how we approach hiring. We want every interaction with 7Factor to reflect our seven factors Instead of sending out automated assessments, we conduct live coding sessions with candidates. We know interviews can be intimidating, but ours are intentionally collaborative. They give candidates the chance to talk through their problem-solving approach and work side-by-side with future peers. It’s about more than just solving a problem; it’s about how someone approaches and communicates through the challenge.
We also position interviews as a two-way conversation. We encourage candidates to ask us questions, explore how our teams work, and understand what matters most to them. It’s just as important for them to feel confident in us as it is for us to feel confident in them. That’s where trust begins.
Supporting Engineer Growth
When we do find the right fit, that’s when real support begins. One of our seven factors is “Teach and Elevate,” and it carries through every stage of the employee experience. We want engineers to be excited about their projects, to feel energized by the work they’re doing; not just clocking in for a paycheck. Trust plays a big part in that.
We also believe mistakes are part of the journey. We create space for people to grow from them, not to be punished by them. This is giving them the trusted space to use a mistake as a growth and learning opportunity. Even our CEO, Jeremy Duvall, openly calls out his own mistakes; modeling that vulnerability and accountability are strengths, not weaknesses.
Engineers have the autonomy to shape their own paths. Not everyone follows the same journey, because every person brings unique strengths, goals, and passions to the table.
Mentorship and support systems ensure that no one feels like they’re figuring it out alone. We intentionally place experienced engineers alongside newer team members to create an environment of continuous learning. Slack channels, guidance from principal engineers, and regular one-on-one check-ins make sure everyone has the tools to succeed.
And of course, our engineering managers (EMs) are here to bridge the gap between client expectations and engineer fulfillment. They advocate for our engineers and help them grow in the way they choose. Whether someone wants to learn new languages, go deep in one stack, lead a team, or become a technical expert, our EMs are there to support their career growth. Growth doesn’t look the same for everyone, and that’s exactly the point.
A Culture That Makes Consulting Fulfilling
Consulting can be tough, but our engineers are genuinely passionate about solving our clients' problems. When our engineers join a project, they are eager to not only dive into the code, but to also work collaboratively to find the best solutions for our clients business problems.. For them, software engineering isn’t just about writing code – it's about solving problems. We’re not just another dev shop. We are consultants who want to understand and solve the problem.
Our transparent, human-centric culture—shaped by our CEO’s engineering background—makes sure every voice is heard. Engineers are encouraged to share their ideas and propose solutions. That trust is paired with deep subject-matter expertise. We know our engineers are smart, and we want them to share that expertise. That's why we foster a culture of open discussion to give them the space to be heard.
Being a remote company means we’re always exploring new ways to stay connected. We make intentional efforts to help our engineers not feel isolated, even if we are physically apart. Whether it’s through Slack channels where they can ask for help, share articles, discuss new tools, or structured ways to share learning, we keep communication flowing and foster cross-team learning.
Work-Life Balance and Well-Being
But it’s not just about what happens at work. We believe in a strong work-life balance. What feeds your soul outside of work matters just as much. That’s why we’ve built policies that allow for rest, reflection, and recovery. We offer generous PTO, and excellent health insurance, and we instill taking time to rest and recharge into our teams. We know life happens, and we approach those moments with grace.
Our People, Our Priority
Engineers stay at 7Factor because they’re respected, challenged, and trusted. We approach every client relationship as a true partnership built on mutual respect. And when a collaboration isn’t the right fit, we thoughtfully step away, because maintaining a supportive environment for our team is always a priority.
Our people are what gives 7Factor its value. Always have been. Always will be. We’re committed to continuously improving how we support them, grow with them, and learn from them.