If you’ve ever worked on a digital product, you’ve probably seen this pattern. Every few months, there’s a message or a ticket — “Site feels slow.” “Checkout lagging.” “Page speed dropped.” “Site down after an email campaign.” Everything stops. The team dives into GTMetrix, scans logs, checks server traces, finds something to fix, and the site recovers. For a while, everything feels okay — until it happens again.
Sometimes performance issues arrive suddenly — a campaign goes live, traffic surges, and the site slows down. But other times, they build quietly over weeks or months. A process that once ran smoothly starts taking a little longer each day, until one day it’s slow enough for someone to notice. Then comes the familiar message — “The app feels slow.” We investigate, fix it, and move on.
But here’s the question we started asking ourselves: after the fix, what really changed? Today, one issue was solved. Tomorrow, it will be something else. The real problem isn’t the individual fixes — it’s that we only act once the pain becomes visible.
Performance can’t remain a reaction to problems. It has to become an ongoing responsibility. Because by the time users complain, the business has already felt the cost — slower experiences, higher drop-offs, and missed opportunities we didn’t even know existed.
We realized the deeper reason performance often goes unnoticed: no one truly sees how it connects to the business. Developers look at response times, while leaders look at revenue. The missing piece is the bridge between the two.
When that connection isn’t visible, performance work feels optional. Teams fix what’s broken, but no one knows what impact it had on customers, conversions, or growth. Without that visibility, no organization can sustain performance as a priority.
That was our turning point — to bring performance into the same room as product and marketing, not as a technical metric but as a business function. Because we can afford to pause features, but we can’t afford to pause performance.
So we changed the question:
This shift gave birth to Performance Engineering — not a role, but a function that keeps systems healthy, anticipates risks, and connects performance with business KPIs. It bridges engineering and strategy, where speed, stability, and scalability become measurable outcomes, not side tasks.
Our journey toward Performance Engineering didn’t begin with theory. It began with experience — with firefights, recoveries, and the quiet realization that being proactive wasn’t optional anymore. We’re now defining metrics that reflect business health, building dashboards that link load time with conversions, and creating processes that make performance a shared responsibility.
If you’ve ever fixed a performance issue and wondered what it truly changed, this story might sound familiar. We’re building a team that connects engineering precision with business impact.
Explore the Performance Engineer role →
Because performance isn’t just about speed anymore — it’s about confidence for your business, your users, and your team.