The Leverage Principle: How We Decide What to Build

We have one principle that governs every decision at TGH Tech: leverage.

Leverage means creating disproportionate outcomes relative to the input. It's the reason we invest in AI tooling for our own team before recommending it to clients. It's the reason we hire generalists who can operate across the stack instead of narrow specialists. It's the reason we say no to projects that don't have meaningful upside for both parties.

In practice, the leverage principle shows up everywhere. When we evaluate a new technology, we don't ask 'is this interesting?' — we ask 'does this create a 10x improvement for a specific workflow?' If the answer is marginal improvement, we pass.

When we hire, we don't optimize for years of experience. We optimize for learning velocity and breadth of capability. A senior engineer who can also design, who also understands product strategy, who also writes well — that's leverage. They replace three hires and produce better work because there are no handoffs.

When we choose partnerships, we look for founders who think the same way. Founders who are trying to create disproportionate outcomes with limited resources. Who understand that the right technology choice, the right architecture decision, the right build-vs-buy call can save six months and hundreds of thousands of dollars.

The leverage principle isn't about being cheap or cutting corners. It's about being relentlessly intentional with every resource — time, money, attention, and talent.