What kind of culture does it take to attract and retain top global tech talent? At WSO2, where over 750 employees work across 20 countries, the answer is rooted in a trust-based structure that values autonomy, openness, and impact. Unlike traditional tech firms, the company places purpose and freedom at the heart of its employer brand.
Udeshika Ratnavira, Chief People Officer of WSO2, shares how the company preserves its culture as it scales, what younger talent expects from work today, and why simplicity over structure has been key to staying agile.
How does WSO2 define its employer brand, and how is that different from traditional tech companies competing for the same talent?
At WSO2, our employer brand is defined by our culture. We see people as our greatest asset and believe that creating the right environment is key to our success. That means building a workplace defined by freedom, flexibility, and openness. At WSO2, individuals have the autonomy to shape their own path, backed by the support to grow through both success and failure. What sets us apart from traditional tech companies is our focus on purpose, growth, and transformation. People join WSO2 not for a job, but for the chance to do meaningful work that helps reshape industries. Our employer brand is ultimately about being part of a journey that matters—one that people are proud of.
What does a “flat, trust-based culture” mean at scale? How do you preserve that in a global company with 750+ people across 20 countries?
A flat, trust-based culture means that responsibility and autonomy are built into the way we operate. At WSO2, we forgo traditional hierarchies because rather than relying on bureaucracy, we place our trust in people and leaders. Leaders focus on guiding, inspiring, and creating the conditions for teams to succeed, rather than micro-managing—thereby fostering natural accountability and empowering teams to take ownership. As they shape the culture, People Operations supports them as needed.
Scaling this approach across 750+ employees in over 20 countries requires clarity and consistency from senior leadership: a key factor in our success at every level. Our experience shows that running a global company doesn’t require layers of bureaucracy; what matters is empowered leaders, self-driven teams, and a culture that balances freedom with responsibility. This enables WSO2 to remain agile, innovative, and deeply connected as we grow.
In a culture where hierarchies don’t exist, what does career progression look like when there are no ladders to climb?
Hierarchies exist at WSO2, but they provide a framework for growth. We ensure everyone has a clear path forward. What sets our culture apart is that problem-solving, decision-making, and innovation happen at every level. At WSO2, anyone can challenge senior leaders, share ideas, or shape the way we work. Titles don’t dictate whose voice matters—it’s the quality of thought and the willingness to take ownership. As such, career progression isn’t simply about titles, but about growing impact and expanding skills. Today, approximately 70% of our senior roles are filled internally—an endorsement of our talent and internal leadership development efforts, which ensure that as the company grows, our people grow with it.
How does the WSO2 culture ensure that every voice is heard and valued, regardless of level or role?
We believe great ideas can come from anywhere, so we foster an environment where everyone feels comfortable speaking up. Twice a year, over 75% of employees participate in our global satisfaction surveys. We also host two virtual town halls each quarter, sharing milestones and announcements, along with a live, anonymous Q&A session where anyone can ask questions or challenge leadership.
This approach extends to innovation and product development. Every suggestion is discussed and evaluated based on its merits. Maintaining open dialogue channels ensures that everyone knows their contribution matters. We consistently outperform industry benchmarks, with a Glassdoor rating of 4.3 in FY2025 Q1/Q2, compared to the industry average of 3.8. Meanwhile, our attrition rate has fallen from 20% in FY2022 to 10% in FY2025 so far, compared with the industry average of 13%.
What do you believe the next generation of talent will expect from companies? How is WSO2 preparing today to meet these expectations?
The next generation of talent is looking beyond pay and promotions. They want purpose, flexibility, and the freedom to grow on their own terms. They expect a workplace that values transparency, encourages fresh thinking, and allows them to make an impact—regardless of where they sit in the organisation. At WSO2, we have been doing it from the very inception. Our culture has always been built on trust, autonomy, and meaningful contribution—values that continue to resonate strongly with younger talent today. By combining purpose with freedom, and structure with openness, we create an environment where people can do their best work, grow with the company, and see the real impact of their contributions.
You’ve spent years shaping WSO2’s people strategy. What’s one belief about workplace culture you’ve had to change along the way?
Early on, I believed that if you put the right systems and structures in place, culture would naturally follow. I’ve since learned it doesn’t work that way. Culture isn’t a byproduct; it’s something you have to nurture every day. At WSO2, I’ve seen that openness, trust, and freedom only thrive when leaders model them consistently, and when people feel safe to speak up and challenge. As we’ve grown, it’s been tempting at times to add more formality and layers. But I’ve found that staying simple and grounded in our values helps us remain agile and preserve what makes WSO2 special.