Why did we name our company “Snowbird”?

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People ask us how we came up with our name. We chose “Snowbird” in homage of the excellent work done by the Agile Alliance in Snowbird, Utah on February 11-13, 2001. There, seventeen representatives of different Agile methodologies convened to create the Agile Manifesto.

We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:

Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

That is, while there is value in the items on
the right, we value the items on the left more.

We are Agile purists and wanted the name of our company to symbolize the earnest intent of embracing delivering value over Dilbertesque behaviors that slow it down. Bob Martin, one of the seventeen, described the Agile Alliance as “a group of people who held a set of compatible values, a set of values based on trust and respect for each other and promoting organizational models based on people, collaboration, and building the types of organizational communities in which we would want to work.”

At Snowbird Agility, we echo that sentiment. Our workplace is based on trust and respect, where we work earnestly to promote organizational models that get people engaged and excited about what they are doing. Too often, people are hindered by corporate and bureaucratic red tape, leaving them disenfranchised and dreading the workplace.

Our mission is to help companies improve their workflows, resulting in happy employees and delighted customers. We do that through implementing Agile which, when done well, offers work-life balance and results in hyper-efficient teams. These teams execute upon well-defined company priorities, delivering what customers want.

“The teams became more productive, the work became more predictable, and the age old arguments about goals, resource allocations, and ownership took a back seat – replaced by camaraderie and a good natured competitive spirit.”

Tom Munro
CEO Verimatrix
“The teams became more productive, the work became more predictable, and the age old arguments about goals, resource allocations, and ownership took a back seat – replaced by camaraderie and a good natured competitive spirit.”

Tom Munro
CEO Verimatrix
“The teams became more productive, the work became more predictable, and the age old arguments about goals, resource allocations, and ownership took a back seat – replaced by camaraderie and a good natured competitive spirit.”

Tom Munro
CEO Verimatrix