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company claimed culture

We’re an international company with over 10 years of experience launching successful ideas. We have a portfolio of 3 successful social networking and online dating websites. These applications have been featured in CNN, ABC, Wall Street Journal, New York Times, Forbes, etc. The team in Singapore focuses on software development and bringing more exciting products to markets and expanding our existing products.Unlike most start-ups, we are not tied to just 1 idea and 1 product. We have core products, we also specialise in the creation and incubation of exciting start-up businesses and ideas. We implement the ideas we believe in and see which one takes off. We don’t put all our hopes on 1 product. We put our hopes on 1 great team."Work Hard, Play Hard"Our VisionTo be the top of mind organization for every software engineer to want to continue to work in.To be the best company for every individual to have worked in and continue to work in, while also presenting as the best company for potential employees to want to work in.Our MissionTo enable and empower software engineering teams to deliver high quality, stable, and reliable products, while continuing to maintain a strong and tight-knit culture.Our Core ValuesProductivity - “Be productive, not just busy”Accountability - “Nothing in Incube8 is someone else’s problem”Ownership - “Don’t do your best, do whatever it takes”

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Incube8 Work Culture

Great Code Quality

Incube8 has adopted a culture of Great Code Quality through various key traits. We prioritize industry best practices, conduct frequent code and peer reviews, and utilize tools like TypeScript and Linter to enforce strict type checks and code consistency. Additionally, we employ SonarQube for code quality analysis, ensuring proactive maintenance and improvements.

Testing and code coverage are paramount in our development process, ensuring robust and bug-free code. We foster collaboration and knowledge sharing through monthly Knowledge Sharing sessions and Guild Meets, bringing project teams together to exchange ideas and elevate our codebase collectively.

This commitment to excellence has transformed our development process, delivering exceptional software solutions and setting new industry standards in code quality. Our teams are empowered to continuously improve, utilizing cutting-edge technologies and methodologies to stay ahead in the ever-evolving software landscape.

Continuous Delivery

Incube8's culture is rooted in the principles of Continuous Delivery, fostering a dynamic and agile work environment that prioritizes efficiency and innovation. With a strong focus on delivering high-quality products, the company embraces a two-week sprint cycle, ensuring that each iteration is releasable. This emphasis on frequent releases allows for rapid adaptation to customer needs and market demands.

The development process at Incube8 is built on a robust CI/CD pipeline, starting from the earliest stages of development. Continuous unit and functional testing accompany every pull request, ensuring that code quality is consistently maintained. As products progress towards release, automated regressions testing and post-deployment automated testing and alerting systems kick in, providing an extra layer of validation to ensure a smooth user experience.

Safety is a paramount concern for Incube8, evident through their meticulous approach to feature deployment. Every product feature undergoes A/B testing and feature flagging, allowing for safer and more controlled rollouts. This iterative process minimizes the risk of unexpected issues while empowering the team to experiment and iterate rapidly.

The culture also values stability and monitoring, adopting a range of robust tools for constant oversight. Kibana, Grafana, Datadog, CloudWatch, Prometheus, Pingdom, and more are deployed to monitor the health of all products, providing real-time insights into performance and stability. This proactive approach allows the team to address any potential issues promptly, enhancing reliability and user satisfaction.

In summary, Incube8's culture revolves around Continuous Delivery, prioritizing quality, safety, stability, and innovation. By embracing agile methodologies and investing in cutting-edge monitoring and testing tools, the company creates an environment that nurtures a high-performing team and delivers exceptional products to its customers.


Incube8 is a shining example of an engineering-led organization, where technical expertise and innovation are at the core of its success. Founded by an accomplished leader holding both a Bachelors and Masters in Computer Science, with a background in esteemed technology companies like Oracle, Cisco, Asera, eBay, and Paypal, the company's DNA is deeply rooted in engineering excellence.

The organization's leadership team is a testament to its engineering-focused culture. From the VP of Software Engineering to Engineering Managers, every member possesses over a decade of experience in the software engineering industry, enabling them to make informed, technically sound decisions and provide valuable guidance to their teams.

One of the standout features of Incube8's engineering approach is its commitment to fostering creativity and innovation. Engineers are allotted 20% of their time to plan their Development Roadmap and work on approved technical tasks related to any ongoing projects. This "20% time" not only empowers engineers to pursue their passions and interests but also fuels a culture of continuous learning and personal growth.

The organization places a strong emphasis on automation and empowerment, recognizing the potential to boost productivity while reducing manual efforts. By prioritizing automation over repetitive tasks, Incube8 ensures that its engineers can focus on high-value initiatives and strategic problem-solving, resulting in more impactful outcomes for the company and its products.

Incube8's engineering-led approach permeates every aspect of the organization, from strategic planning to day-to-day operations. It celebrates technical excellence, encourages a culture of innovation and self-direction, and constantly seeks ways to leverage technology to achieve greater efficiency and effectiveness. As a result, Incube8 thrives as an industry-leading organization, delivering cutting-edge solutions and staying at the forefront of the rapidly evolving technology landscape.

Continuous Feedback Loop

At Incube8, we foster a culture of Continuous Feedback Loop, emphasizing open and constructive communication. This culture is underpinned by several key traits that promote feedback exchange and continuous improvement. Firstly, Incube8 encourages its employees to provide constructive feedback to their colleagues, fostering an environment of trust and growth. Secondly, the company ensures that every feedback received results in an actionable plan by leadership, demonstrating a commitment to addressing concerns and implementing necessary changes.

To maintain a strong feedback loop, Incube8 incorporates various periodic review sessions. Monthly 1-on-1 sessions between employees and managers allow for personalized feedback, addressing challenges and setting development goals. Additionally, mid-year and year-end performance reviews provide a comprehensive overview of individual progress and achievements.

The company values and acknowledges immediate feedback over delayed responses. By encouraging timely communication, Incube8 ensures that issues are promptly addressed, preventing potential escalation. Moreover, this approach promotes a continuous learning culture, where employees actively seek and respond to feedback without hesitation.

In line with its commitment to nurturing talent, Incube8 provides new hires with a structured review process. During their initial weeks, they undergo 7-day, 14-day, 30-day, 60-day, and 90-day evaluations. These frequent reviews allow early identification of challenges and enable the necessary support to ensure successful onboarding and integration into the company's culture.

Overall, Incube8's culture of Continuous Feedback Loop empowers employees to grow, fosters collaboration, and contributes to the company's ongoing success through open and constructive communication channels.

Diversity, Equity and Inclusion (DEI)

Incube8 embraces a culture of Diversity, Equity, and Inclusion (DEI) by fostering an environment where every individual is valued and respected, regardless of their race, religion, gender, or nationality. Our hiring process is unbiased, solely focusing on past experience and technical capabilities, ensuring a fair and equitable opportunity for all candidates. Our diverse team and leadership, representing various countries and cultural backgrounds, contribute to a rich and inclusive work environment.

We prioritize open communication and knowledge sharing, encouraging even the soft-spoken members to participate actively. Our Medium Publication serves as a platform for everyone to share their insights, promoting a sense of belonging and appreciation for diverse perspectives.

Inclusivity is a priority in our company events, as we cater to different dietary preferences, such as vegan, halal, or no beef options, ensuring that everyone can fully participate and enjoy the gatherings. Our collaboration with colleagues from the United States further enhances cross-cultural understanding and strengthens the bonds between team members.

At Incube8, we firmly believe that DEI is a fundamental aspect of our success. By embracing diversity, we tap into a vast array of talents, experiences, and ideas, which fuels innovation and creativity. We continuously strive to create a workplace where every individual feels valued, empowered, and has an equal opportunity to thrive, contributing to a unified and harmonious work culture that promotes collaboration and success for all.
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Culture QnA
Our build process follows the git-flow git branching model, which was popularized by Vincent Driessen and adopted by Atlassian as the Gitflow Workflow. In this approach, we have two main branches: Master and Develop.

The Master branch is dedicated to the latest production release and is always tagged with the current version used in production. It is important to note that no commits should be directly made to the Master branch.

The Develop branch is meant to mirror the state of the Master branch but allows for direct commits when necessary. It serves as the integration branch for ongoing development.

When working on a new feature, we create a feature branch off the Develop branch, and these branches are usually named after the corresponding Jira issue ID for better tracking.

Once a feature is ready for integration, a pull request (PR) is submitted to a Release branch, which is typically named after the relevant Sprint name. Upon submission, automated unit and functional tests are triggered to ensure that the changes pass all regression tests. Additionally, other necessary checks, such as linting, type checks, and SonarQube analysis, are executed.

After successful automated testing and approval of the PR by a senior code reviewer, the changes are merged into the Release branch. This release branch is then deployed to the staging environment, where automated end-to-end tests and verification are conducted.

Once all necessary testing and verification are completed, the changes from the Release branch are merged into both Master and Develop branches. The Master branch is then tagged with the new release version, preparing it for production deployment.

In summary, our build process adheres to the git-flow branching model, ensuring a structured and organized approach to development and release management.
When a Pull Request (PR) is submitted and has successfully passed all automated tests, including code analysis tests, a notification is sent to a senior engineer on Slack.

The senior engineer initiates the manual code review process by commenting directly on the PR. They expect the submitter to address the comments, either by making necessary changes and resubmitting the PR or by responding to the feedback.

Once the code reviewer is satisfied with the changes made, they approve the PR.

The approved PR is then merged into a Release branch and deployed to a staging environment for further testing.

In cases where a commit requires more context or discussion, the code reviewer typically reaches out on Slack or initiates a call or meeting (if both parties are in the same office) to further clarify and resolve any issues.
Our on-call schedule is quite infrequent due to the stability we have achieved for our products. Over the past year, we have only encountered around 5 production issues, most of which were related to infrastructure problems like resource depletion, rate limiting, or throttling which can be quickly addressed. As a global organization, we ensure almost 24/7 coverage by having our US counterparts in Las Vegas handle the witching hours. They are responsible for addressing any issues that arise during that time. However, if the situation is beyond their ability to resolve, they would then contact our DevOps and Site Reliability Engineers (SRE) on their mobile devices. It's worth noting that in the past year, such escalation has never been necessary. Our DevOps and SRE teams are well-experienced and proficient in swiftly resolving issues.
Our development process follows distinct paths for technical and product ideas. For technical ideas, we initiate the process with a Request For Comment (RFC) submission. Once the community approves the idea and it is sponsored by the Executive Group, it can be pursued as part of our development team's 20% time.

On the other hand, for product ideas, the Feature Specs are transferred from the Product team to the Development team during our regular bi-weekly meetup. Subsequently, the QAs (Quality Assurance) and Dev I/Cs (Development Individual Contributors) collaborate to define the Acceptance Criteria (ACs) before Sprint Planning. During the development stage, each task undergoes a thorough peer review, code review, and QA verification, which includes automated regression tests. Only after successfully passing through these stages, the iteration is deployed to production.
Bugs are prioritized based on their impact in relation to revenue, giving higher priority to those that significantly affect revenue. This approach enables development teams to take charge and concentrate on critical issues without waiting on for Product Owners. Minor issues, such as a simple color mistake, may not warrant immediate attention and scope creep. However, if there is a blocking priority issue like users unable to login, it becomes a blocking problem that requires the intervention of Site Reliability Engineers (SRE) to address it promptly. In some cases, hotfixes might be necessary to resolve urgent problems. It is also important to note that SREs are made up of the same development team who have the needed experience to quickly resolve issues.
The team approaches and handles technical debt by allocating 20% of the sprint time to each team member specifically for this purpose. This dedicated time allows them to focus on managing technical debt effectively without compromising on our product roadmaps. Technical debt encompasses planned development or technical roadmaps, Request for Comments (RFCs), lower priority bug tickets, and other related tasks, which the team addresses during this designated time to keep the project on track. 20% time is allocated as while we value to ensure we remain technically debt-free, we value spending our time working on revenue generating product features more.
The average duration of an open ticket depends on the priority of the issue. Trivial issues typically remain open for about 3 months on average, major issues take 1-2 sprints, critical issues are resolved within 1 sprint, and blocking issues are usually addressed on the same day.
Newcomers are ramped up and onboarded through a well-structured onboarding plan, which is organized by their reporting manager. This plan encompasses specific milestones for the first 7 days, 2 weeks, 1 month, 2nd month, and 3rd month of their tenure. In case any of these milestones are not achieved, a direct review and addressing of the issues will take place. This approach ensures the success of the new hire and provides them with opportunities to take corrective actions and ensure a successful onboarding.
The planning process for projects involves several steps. Initially, the Project Leads provide high-level estimates by determining the number of sprints required to complete the feature specification. Subsequently, during Sprint Planning, the team focuses on establishing estimates for individual tasks. To achieve this, the team commonly employs a method called Poker Planning, which encourages active participation and contributions from all team members based on their capabilities.

As for setting deadlines, they are primarily applied to time-sensitive requests. This may necessitate re-prioritizing ongoing specifications or tasks that are of lower priority. By following this approach, the team ensures effective project planning, task estimation, and deadline management.
Our Performance Review process is a source of pride for us, distinguishing us from other organizations. We place great importance on performance to ensure continual growth and improvement for our development team. Each role comes with specific responsibilities that are clearly outlined in our Performance Review Guideline, accessible to all employees. Engineers' evaluations are based on their ability to meet these predefined requirements and demonstrate their proficiency. Additionally, we assess everyone on their core competencies, such as teamwork and accountability for their actions and work.

When evaluating engineers during performance reviews and considering them for internal promotions, we focus solely on their individual performance rather than comparing them to one another. We believe that every individual possesses unique skills and qualities, making it inappropriate to apply a bell curve performance grading or benchmarking approach. Our evaluation process aims to recognize and reward each engineer's contributions and achievements within our organization.
We have several initiatives in place to promote growth and learning within our team. Firstly, we organize Monthly Knowledge Sharing sessions where employees get the opportunity to learn from their colleagues who have firsthand experience in certain areas. This helps foster a culture of knowledge exchange and continuous learning.

Additionally, we conduct closed-door Guild Meets for different roles such as QA Guild Meets and FE Guild Meets. During these sessions, cross-team members in the same role gather to share updates, discuss any issues they faced, and exchange learnings from their recent experiences.

Furthermore, we strongly encourage all employees to pursue predefined certifications and courses that align with their roles. For example, Staff Software Engineers are encouraged to attain certifications like AWS Solutions Architect, while DevOps professionals are encouraged to pursue Certified Kubernetes Applications (CKA) certification. Achievements in obtaining these certifications are acknowledged and celebrated during our monthly Town Hall meetings, creating a sense of recognition and motivation for continuous personal and professional growth.
The majority of innovations take place within our R&D team, which was formerly known as InnovationLab and has now been rebranded as the Loom team. Presently, we foster innovation by inviting contributions from a diverse range of roles, including QAs, Engineers, and DevOps, through the submission of Request for Comments (RFCs). We firmly believe that every idea has value, and we encourage everyone to participate, regardless of whether the timing may not be right for a particular proposal. It's important to emphasize that there are no negative consequences for submitting a rejected RFC; instead, we focus on offering recognition and acknowledgment for ideas that are accepted or successfully implemented.
Yes and no. At our company, we do encourage cross-training and continuous learning among our engineers, which means they do have opportunities to work on different projects. However, we have also found it beneficial to ensure that the same engineers often work on the same project for an extended period. This approach allows us to build up project specialists who become deeply familiar with the projects they handle. This expertise enables them to quickly identify and implement any necessary changes, reducing the onboarding time for new team members.

Nonetheless, we do remain flexible and adaptable when it comes to staffing and team preferences. If there is a need or if an engineer expresses interest in working on a different project, we facilitate these staff movements intentionally. Such moves are thoroughly planned, ensuring a smooth onboarding process for the engineer transitioning to the new project.

Our aim is to strike a balance between project specialization and cross-functional opportunities for our engineers, ensuring both individual growth and overall organizational efficiency.
The vast majority of our senior engineers and managers are promoted from within our team (100% in fact). We have found that promoting internally is a much smoother process than external hiring, primarily because our team possesses exceptional capabilities and strengths. Through experience, we've come to understand that candidates from other organizations may not always be as well-suited or capable as our existing team members for the same role. Consequently, we have made a deliberate decision to predominantly hire mid-level engineers and provide them with the necessary guidance and opportunities to develop into senior or management positions within our organization. As a result of this approach, our percentage of senior engineers and managers promoted from within is significantly high.
In the early years, the most frequent causes of engineers leaving the company were mainly attributed to issues related to poor management practices and limited growth opportunities within the organization. However, it is worth noting that the company has actively acknowledged these shortcomings and has since taken significant steps to address and improve upon them.

In contrast to the previous years, the recent 2-4 years have seen a shift in the primary reasons for engineers' departures. Personal commitments, such as planned migration or family responsibilities, have emerged as the more prevalent factors during this period. This shift can be seen as a positive sign that the company's efforts to enhance its management practices and create better growth prospects have yielded favorable results, leading to a decrease in turnover related to those factors.

Overall, the company's dedication to addressing past issues and fostering a more supportive work environment has been instrumental in retaining its engineering talent and ensuring a more stable and motivated workforce in recent times.
Bad news and negative feedback are typically communicated through private, one-on-one meetings with managers. This approach ensures that sensitive matters can be discussed in a focused and confidential environment. In cases where immediate attention is required, managers may choose to hold urgent meetings to address the issues promptly and directly.

We place a strong emphasis on taking all kinds of feedback seriously and ensure that it is swiftly addressed. Feedback is shared and discussed within the managers group to collectively find solutions and improvements. Additionally, feedback to managers is also highly valued and considered as part of our Performance Reviews. We believe in the importance of immediate and constructive feedback rather than allowing issues to fester within the team or keeping them hidden.

Maintaining a zero tolerance policy for office politics is essential in our organization. We believe that office politics can hinder the resolution of underlying issues and create distractions. By fostering a culture of open communication and confidentiality, we aim to ensure that bad news and negative feedback are delivered with care, allowing individuals to absorb and respond to it constructively.
The team effectively avoids big mistakes and prevents their recurrence through a well-structured Incident Report system. Each incident that occurs is meticulously documented in an Incident Report, which includes a comprehensive summary, detailed timeline, root cause analysis, and proposed preventive actions and follow-ups.

To ensure transparency and knowledge sharing, critical or blocking incidents are commonly disseminated during Company Town Halls or via our Slack channels. By doing so, the entire organization can learn from past mistakes and proactively work towards preventing similar issues in the future.

The key to our remarkable stability lies in our commitment to striking a balance between agility and stability. We firmly believe in moving swiftly to address challenges while upholding the importance of maintaining system stability.

Moreover, we foster a culture that recognizes and encourages individuals who identify critical issues even before they impact our end users in production. Swift detection and resolution of potential problems are highly valued, and those who contribute to this process are acknowledged and appreciated.

By following this approach, the team continuously learns from its experiences, fortifies its processes, and avoids repeating costly mistakes. This proactive and inclusive approach ensures that we consistently deliver high-quality products and services, earning the trust and satisfaction of our users.
Our company embraces a culture of Diversity, Equity, and Inclusion (DEI) in various ways. We value and respect each individual, regardless of race, religion, gender, or nationality.

Our hiring process is fair and unbiased, focusing solely on past experience and technical capabilities, giving all candidates an equal opportunity.

Our team and leadership are diverse, representing various countries and cultures, which creates an inclusive work environment. We encourage open communication and knowledge sharing, ensuring everyone's voice is heard.

Open communication and knowledge sharing are actively encouraged within the company. Even those who are typically more soft-spoken are encouraged to participate actively, ensuring that everyone's voice is heard and respected. Incube8's Medium Publication serves as another platform for everyone to be heard.

Inclusivity extends to our events, where we cater to different dietary preferences, ensuring everyone can fully participate.

Collaborating with colleagues from the United States enhances cross-cultural understanding and strengthens team bonds.

At Incube8, we firmly believe that DEI is crucial to our success, as it fosters innovation and creativity. We are committed to creating a workplace where every individual feels valued, empowered, and has an equal opportunity to thrive, promoting collaboration and success for all.
The management team has always been highly transparent and open regarding the topic of turnovers, especially during our early days. We acknowledged that we faced a relatively high turnover rate for various reasons back then. However, this transparency actually worked in our favor, allowing us to address the issues promptly by getting to the root causes and using them as opportunities for growth.

Today, our efforts have demonstrated their effectiveness. Our staff engineers and engineering managers have been with us for a significant period, with many of them having grown with the company for 5 or even 9 years. Additionally, we have a substantial number of senior engineers who have surpassed the 3 and 5 year marks with us.

The openness of the management team in discussing turnovers has played a pivotal role in fostering a positive and supportive work environment. It has enabled constructive dialogue and a culture of continuous improvement, allowing us to retain valuable team members and build long-lasting professional relationships.
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