We tell the truth, even when it is uncomfortable. We do not perform, spin, or hide critical facts.

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Behaviors

• Share facts as they are, not as we wish they were.
• Name risks, constraints, and conflicts of interest clearly.
• Say “I do not know” or “I need more time” instead of guessing.
• If you change your mind, say so and explain why.
• Do not say one thing in private and another in public about the same issue.

We are serious about the human beings behind the work. Performance matters, but so do dignity and trust.

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Behaviors

• Treat every person as an end in themselves, not only as a means to a deal.
• Check on people, not just on deliverables.
• Give feedback in a way that strengthens the person, even when the message is hard.
• Protect the time, energy, and reputations of our partners and each other.
• Apply the same level of respect to yourself that you extend to others.

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We show up in a consistent way in how we treat ourselves, how we treat others, and how we look at the world. Our words, decisions, and actions match across time and context.

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Behaviors

• Hold yourself to the same standards in private that you expect in public.
• Do what you said you would do. If you cannot, communicate early and reset expectations.
• Do not treat people differently based on their status, name recognition, or clout. Whether someone is considered big or small, they receive the same baseline of respect and clarity from us.
• Apply the same reasoning and values across similar situations, even when the outcome is inconvenient.
• When something feels misaligned with your values, raise it and seek realignment instead of quietly adapting.

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Our goal is not just one good deal, but a flywheel of trust, opportunity, and value creation that compounds over years.

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Behaviors

• Make decisions that could stand in front of future LPs, founders, and regulators.
• Avoid zero sum thinking. Look for structures where multiple parties win fairly.
• Share knowledge that helps founders and partners grow, not just what helps us today.
• Protect the 007 Venture Partners brand through consistent long term behavior.
• Prefer steady, repeatable ways of working instead of one off heroics that cannot scale.

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We never disappear. Silence is a breach of trust

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Behaviors

• Close every loop. If someone reaches out in good faith, they receive a response.
• If you need to slow down, pause, or stop a conversation or collaboration, say so explicitly.
• When personal or family issues arise, give a brief, honest signal and a realistic expectation for follow up.
• We do not leave people guessing where they stand.
• Our response time and tone are consistent with the importance of the relationship and the situation.

Important decisions that affect others are not made in the dark. We communicate a lot before we decide.

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Behaviors

• Before making a major decision that impacts a partner, founder, or team member, seek their input where possible.
• Be clear on who is the decision maker, who must be consulted, and who must be informed.
• Summarize key decisions in writing so there is no ambiguity.
• If consent is not possible or time is constrained, explain the constraints and the reasoning afterward.
• Use the same decision principles and thresholds in similar situations so people can trust the process.

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We want an environment where people naturally want to contribute, and are also willing to receive support, ideas, and challenges.

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Behaviors

• Offer introductions, context, and feedback without keeping a scorecard.
• Receive help with gratitude, not defensiveness or entitlement.
• Name and celebrate specific contributions from others.
• Do not hoard information, credit, or relationships.
• Give and receive support with the same openness across senior and junior levels.

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Title, background, or years of experience do not determine who is allowed to add value.

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Behaviors

• Invite views from juniors, operators, students, and non traditional profiles.
• Ask “What edge do you see that I might be missing.”
• Do not dismiss ideas because of where they come from. Challenge based on content, not status.
• Create clear lanes for people to contribute where their strengths are sharpest.
• Be consistent in how you invite, listen to, and act on input from different types of stakeholders.

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If we cannot be fully transparent in a moment, we are still clear and direct. We do not fake alignment.
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Behaviors

• If you cannot share details, say “I am not able to share more on this yet” instead of evading.
• If you are unsure about someone or something, say “I am uncertain” rather than pretending everything is fine.
• If you need to step back to think, say so and give a time when you will return to the discussion.
• Do not give mixed signals. If the answer is no, say no. If it is a maybe, define what would turn it into a yes or a no.
• Show the same level of clarity whether the conversation is easy or difficult.

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We will make mistakes. What matters is how we own them and repair trust.

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Behaviors

• Take responsibility for your actions and their impact. No blame shifting.
• Apologize simply when you have caused harm, and outline how you will avoid repeating it.
• Escalate early if you see a risk that could damage people, capital, or reputation.
• Use every mistake to improve the system, not to shame an individual.
• Respond to issues with the same seriousness, whether the affected party is powerful or not.

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We do not pretend to have all the answers. Our commitment is to keep trying to be better, to learn, and to grow from every situation, including failure.

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Behaviors

• Say “We do not know yet, but we will commit to trying and learning” rather than giving a false sense of certainty.
• Treat failure and setbacks as information. Ask “What can we learn and how can we grow from this” instead of “Who is at fault.”
• After a difficult outcome, run a calm review focused on insight and improvement, not punishment.
• Invest time in developing skills, judgment, and emotional maturity at every level of the platform.
• Reward people who show growth in behavior and judgment, not only those who get the perfect outcome on the first attempt.

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