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October 22, 2025

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May 26, 2026

Ignacio Picun, Principal Developer at Kaizen Softworks

Ignacio Picun

Hype-man

Principal Developer

How Our Salary Policy Works at Kaizen

Published on

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May 27, 2026

Last updated on

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May 26, 2026

Time to read

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12

Ignacio Picun, Principal Developer at Kaizen Softworks

Ignacio Picun

Principal Developer

A transparent, decentralized, and human approach to compensation

Let’s face it, salary decisions in most companies feel like a black box. You work hard, get good feedback… and still wonder: Am I being paid fairly? Who decides that, anyway?

At Kaizen, we decided to do things differently.

We built a transparent and collaborative salary policy, one that doesn't rely on negotiations behind closed doors, or a single person pulling the strings. Instead, it's a decentralized, data-informed system that values fairness, context, and sustainability.

Here’s how our salary policy actually works, and why we believe it reflects the culture we’re building every day at Kaizen.

From a Centralized Bottleneck to a Collaborative System

In the early days, our CEO, Bruno, handled all salary reviews. His intentions were fair and well-meaning, but the process just wasn’t scalable. Reviews took time, data was hard to update, and decisions were largely centralized.

So a few Kaizeners decided to change that.

Martin (our Agile Coach), along with Nacho and Eduardo (two of our tech leads), proposed a change. They started codifying the values and principles Bruno used to make decisions and turned them into a transparent, repeatable process the whole company could see.

They focused on four main goals:

  • Standardize the principles that guide compensation.
  • Reduce how long salary reviews take.
  • Replace case-by-case negotiation with proactive, periodic reviews.
  • Open up the process so more people could contribute, not just leadership.

The Four Pillars of Our Compensation Model

We based our salary policy on four clear, concrete pillars. Each one helps us make decisions that are fair, sustainable, and rooted in reality.

1. Market Competitiveness 

We subscribe to trusted market surveys (CPA Ferrere and Búsquedas IT) and build salary bands by role and experience.

Instead of guessing or benchmarking against vague “industry averages,” we aim to land between the 20th and 80th percentile of real-world salaries. This gives us flexibility to reward growth while staying competitive across roles.

2. Real-World Purchasing Power

A salary isn’t just a number, it’s what it can actually buy.

That’s why we track inflation, currency fluctuations, and cost of living. We don’t just raise salaries because it’s time; we raise them when people’s actual purchasing power is impacted. It’s about making sure people can live well, not just look good on paper.

This principle of real-world stability also applies to when you get paid. We pay salaries on the first day of each month. If that day is a holiday or weekend, you get paid on the last business day of the previous month. 

3. Business Sustainability

We’re transparent about the fact that salaries are a big investment, and we need to manage them responsibly.

We track our Gross Margin (revenue minus direct project costs), and aim to keep it around 50% to stay healthy. Every proposed salary adjustment gets run through simulations to see if it keeps us on track.

It’s a way of saying: yes, we care about people, and we also care about keeping this company strong for the long haul.

4. Internal Equity 

Similar work should mean similar pay across different departments, with room to recognize impact.

We use years of experience as our starting point (it’s a reliable guide about 80% of the time), and then enrich that with input from team leads and principals. This helps us identify people who are growing fast and contributing at a higher level, even if they’re earlier in their careers.

How a Salary Review Actually Works

Anyone at Kaizen can request a salary review, for themselves or a colleague. But we also run company-wide reviews twice a year (around March and September), and on every Kaizener’s yearly anniversary.

Here’s what the process looks like:

  1. Update the Data: We bring in fresh market numbers and adjust our salary bands.
  2. Analyze the Business: We review company metrics like Gross Margin and economic indicators.
  3. Evaluate Individually: We assess each person’s place in their band using experience, feedback, and performance.
  4. Run Simulations: Before making any changes, we simulate the financial impact to ensure company health.
  5. Build the Proposal: All proposed changes are put together in one doc.
  6. Final Review: Bruno steps in here for a final pass; not to make top-down decisions, but to ask thoughtful questions and give input.
  7. Communicate: We sit down with each team member and talk through the outcome and reasoning.

Why This Matters

Our salary policy isn’t perfect. But it’s transparent, thoughtful, and built by the people who live it every day.

It reflects who we are as a company: collaborative, transparent, and constantly evolving. And because we value that long-term commitment, we have other ways of showing it. For example, after three years at Kaizen, your personal laptop bought with an allowance benefit, is 100% yours to keep. 

So if you’re someone who values honesty, ownership, and real context behind how things work, you might feel right at home here.

Curious to learn more about life at Kaizen or how we work?

Check out our open roles or reach out to [email protected], we’re always happy to talk.

A transparent, decentralized, and human approach to compensation

Let’s face it, salary decisions in most companies feel like a black box. You work hard, get good feedback… and still wonder: Am I being paid fairly? Who decides that, anyway?

At Kaizen, we decided to do things differently.

We built a transparent and collaborative salary policy, one that doesn't rely on negotiations behind closed doors, or a single person pulling the strings. Instead, it's a decentralized, data-informed system that values fairness, context, and sustainability.

Here’s how our salary policy actually works, and why we believe it reflects the culture we’re building every day at Kaizen.

From a Centralized Bottleneck to a Collaborative System

In the early days, our CEO, Bruno, handled all salary reviews. His intentions were fair and well-meaning, but the process just wasn’t scalable. Reviews took time, data was hard to update, and decisions were largely centralized.

So a few Kaizeners decided to change that.

Martin (our Agile Coach), along with Nacho and Eduardo (two of our tech leads), proposed a change. They started codifying the values and principles Bruno used to make decisions and turned them into a transparent, repeatable process the whole company could see.

They focused on four main goals:

  • Standardize the principles that guide compensation.
  • Reduce how long salary reviews take.
  • Replace case-by-case negotiation with proactive, periodic reviews.
  • Open up the process so more people could contribute, not just leadership.

The Four Pillars of Our Compensation Model

We based our salary policy on four clear, concrete pillars. Each one helps us make decisions that are fair, sustainable, and rooted in reality.

1. Market Competitiveness 

We subscribe to trusted market surveys (CPA Ferrere and Búsquedas IT) and build salary bands by role and experience.

Instead of guessing or benchmarking against vague “industry averages,” we aim to land between the 20th and 80th percentile of real-world salaries. This gives us flexibility to reward growth while staying competitive across roles.

2. Real-World Purchasing Power

A salary isn’t just a number, it’s what it can actually buy.

That’s why we track inflation, currency fluctuations, and cost of living. We don’t just raise salaries because it’s time; we raise them when people’s actual purchasing power is impacted. It’s about making sure people can live well, not just look good on paper.

This principle of real-world stability also applies to when you get paid. We pay salaries on the first day of each month. If that day is a holiday or weekend, you get paid on the last business day of the previous month. 

3. Business Sustainability

We’re transparent about the fact that salaries are a big investment, and we need to manage them responsibly.

We track our Gross Margin (revenue minus direct project costs), and aim to keep it around 50% to stay healthy. Every proposed salary adjustment gets run through simulations to see if it keeps us on track.

It’s a way of saying: yes, we care about people, and we also care about keeping this company strong for the long haul.

4. Internal Equity 

Similar work should mean similar pay across different departments, with room to recognize impact.

We use years of experience as our starting point (it’s a reliable guide about 80% of the time), and then enrich that with input from team leads and principals. This helps us identify people who are growing fast and contributing at a higher level, even if they’re earlier in their careers.

How a Salary Review Actually Works

Anyone at Kaizen can request a salary review, for themselves or a colleague. But we also run company-wide reviews twice a year (around March and September), and on every Kaizener’s yearly anniversary.

Here’s what the process looks like:

  1. Update the Data: We bring in fresh market numbers and adjust our salary bands.
  2. Analyze the Business: We review company metrics like Gross Margin and economic indicators.
  3. Evaluate Individually: We assess each person’s place in their band using experience, feedback, and performance.
  4. Run Simulations: Before making any changes, we simulate the financial impact to ensure company health.
  5. Build the Proposal: All proposed changes are put together in one doc.
  6. Final Review: Bruno steps in here for a final pass; not to make top-down decisions, but to ask thoughtful questions and give input.
  7. Communicate: We sit down with each team member and talk through the outcome and reasoning.

Why This Matters

Our salary policy isn’t perfect. But it’s transparent, thoughtful, and built by the people who live it every day.

It reflects who we are as a company: collaborative, transparent, and constantly evolving. And because we value that long-term commitment, we have other ways of showing it. For example, after three years at Kaizen, your personal laptop bought with an allowance benefit, is 100% yours to keep. 

So if you’re someone who values honesty, ownership, and real context behind how things work, you might feel right at home here.

Curious to learn more about life at Kaizen or how we work?

Check out our open roles or reach out to [email protected], we’re always happy to talk.

Related Articles

·

May 27, 2026

What AI Can and Can’t Replace in Design Systems

What happens when you build a design system from v0, Figma, and Windsurf, and let AI handle the speed while you keep the judgment.

12 read time

Read more

Just this month, I built a full design system in about 20 hours.

What used to take weeks, sometimes months, is now dramatically faster. So… what actually changed? And more importantly: what didn’t?

Design systems take time. On complex platforms, they can take hundreds of hours.

We were working with a large and complex product where inconsistencies had started to pile up. Different modules had evolved in isolation, teams were making independent decisions, and there were no shared guidelines. The answer was clear: we needed a design system.

AI tools were just starting to emerge back then. They were mostly useful for simple tasks as they tended to hallucinate when things got complex. Developers had started using them earlier than designers, MCP didn't exist yet, and Figma plugins were the best automation we had.

But the context has changed. Fast.

The Manual Era

We did what most teams did. We stopped, and we built it. Manually.

Picture two designers, a mountain of inconsistencies, and no map. We had to cross-reference information manually, digging through the code, detecting what could be merged, agreeing on naming conventions, deciding how to name components. Hours and hours of discussion until we finally landed on a solution.

In the end, we got there. A cleaner system, faster workflows, and for the first time, both teams speaking the same visual language. Hard-won, but it worked.

But now every month a new AI model seems to be released. Design is finally catching up with what developers faced about two years ago. New tools arose, and with that, the scope of our work as designers completely changed.

The Human Factor

For an internal project, I used our Kaizen site as a reference, combined with documentation from industry leaders as a guideline.

I started in v0, which is essentially a chat interface where you can generate UI components through prompts. I fed it the colors, typographies, and a reference image, and from there it was a back-and-forth: the AI generated, I reacted, adjusted, and pushed until the output matched what I had in my head. And just like that, I started prompting my way through a Design System.

Once a component was ready, I used the html.to.design plugin to bring it into Figma (yes, plugins are still alive!). Think of it as a bridge: the plugin exports designs directly from the browser into a Figma file.

Inside Figma, the intervention was more hands-on. First, I checked that everything was visually consistent with what was defined in v0: colors, typography, styles. Then I used Figma's built-in AI to rename all the component layers using BEM convention (something that would have taken a significant amount of time to do so manually).

BEM, which stands for Block Element Modifier, is a widely adopted naming convention in CSS. It structures layer names hierarchically and predictably, for example: button__label--disabled.

Using it keeps the code clean, readable, and consistent, especially when you're working alongside a developer who needs to understand what came out the other side.

Beyond naming, I also made sure the layer structure would generate the right properties when building component sets in Figma, so that all the variants would be correctly exposed and usable. My team also pointed out that adding descriptions to components and variants was key as context for any agent using them through an MCP.

The last step was connecting everything to Windsurf via MCP. With a frame selected in Dev Mode, Windsurf could read the Figma file and use the components to build more complex screens.

We worked closely with a developer throughout this phase. Not just for the technical knowledge, but because having someone who reads code fluently meant catching things we wouldn't have spotted otherwise. The design role here was direction and supervision: making sure the AI used the components correctly and didn't invent solutions where context was missing.

Every step of the process had a human decision behind it.

AI-assisted UI design workflow showing v0 component generation, html.to.design export to Figma, BEM layer organization, and Windsurf MCP development handoff.

An Unexpected Discovery

At one point, before we had any of the naming conventions figured out, I selected a frame and asked Windsurf to build a form using the components inside it, styled to match a specific card. The developer next to me was skeptical until he saw the result, and then he was just as surprised as I was.

What we realized is that the MCP wasn't reading layer names to understand context. It was reading everything inside the frame, even the loose text sitting alongside the components. Good naming is still worth doing. But the MCP doesn't need it to understand what it's looking at.

UI component library preview with cards, testimonials, service blocks, statistics, and a contact form for a modern software development website.

Learning to Talk to an AI

The more specific and contained your prompt, the better the outcome. We started with the most atomic component: the button, and worked outward from there. Each approved component became context for the next one, so the system gradually picked up the visual language we were building.

At some point I got ambitious and asked for five cards in a single prompt: blog card, service card, testimonial card, stats card, feature card… structures, states and all. The AI delivered.

Visually, everything looked fine. Then the developer looked at the code and pointed out that all five cards were independent components instead of variants of one. For a design system, that breaks everything.

One correction prompt fixed it. But it was a good reminder: the AI does exactly what you ask, not what you mean. And fixing it after the fact can cost more than getting it right from the start.

Some Things Learned Along the Way

  • Precision is key. Natural language is fine when you're asking for a cooking recipe, but when referring to a component, if you say things like "create" instead of "add", you'll probably end up with a whole new set of components instead of additional variants of an existing one.
  • The "Frame" is the context: MCPs can read everything inside the frame you select. This is a game-changer. It means the "naming conventions" debate might be shifting. If the AI understands the context visually and structurally, will we still spend hours discussing nomenclature in 2027?
  • No matter what happens, you can always roll back in less than 5 minutes and start over.
  • Work closely with a developer: they can help you understand MCPs and clear up any code-related doubts. Once you start to grasp their logic, you'll learn very quickly how to prompt in ways that AI actually understands.
  • There's nothing to lose by asking the AI to follow a specific naming convention for the code. It keeps everything clean and readable, and it takes no extra effort.
  • The AI covers roughly 80% of the work (generation, variations, exploration...), but the remaining 20% is where quality lives, and that part is not delegable. The AI executes. The judgment is still yours. And if you skip the review, you're not saving time: you'll spend it later.
  • Context matters more than tooling. What you don't define, the AI will invent. Small components may be resolved well, but large interfaces require more definition from the start. A well-defined system scales. An undefined one generates inconsistencies faster than you can fix them.
  • Figma is no longer the mandatory starting point. It's useful as a visual reference, a QA space, or a consolidation layer. But the AI doesn't need it. We still do.
  • There's no single right workflow yet. What you do depends on the project. We're in a transition moment where the tools change faster than the standards. The best thing you can do right now is experiment.

What AI Still Can’t Replace

Through all of this, a few things became very clear. These are the parts that didn’t change:

  • Knowing when something looks off. The AI generates, but it doesn't notice when the result doesn't feel right. That eye is yours.
  • Direction and supervision. The AI used the components we gave it, but without someone supervising it, it invents solutions where there is no context to work from.
  • The definition of done is still a human call, whether it's a conversation with a PO, a stakeholder, or just the designer's criteria. There's no prompt for that.
  • The context: knowing why certain decisions matter, what a component should communicate, what the user will actually feel. Business knowledge, stakeholder dynamics, unwritten rules, empathy for the end user. These take years to build and live in the people doing the work, not in the tools they use.

My Two Cents

The tools changed, and that gave me the chills, but throughout this experience I found that the designer's role is more alive than ever.

What once took a team weeks can now be prototyped in hours. That’s not a threat; it’s an invitation to get curious.

I'm still figuring a lot of this out, and I suspect most of us are. There's no right workflow yet, and honestly, that's fine. We are in a transition where tools change faster than standards. The best thing you can do is experiment. Don't wait for a "definitive" workflow, it might be obsolete by next month.

Go ahead, try prompting your way through a component. You might be surprised how fast the system starts to take shape.

·

May 15, 2026

Can AI Safely Apply Changes Across Microservices?

AI can update microservices safely, but only when it understands the system’s architecture, ownership, and service relationships.

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Applying changes across microservices is difficult because business logic is distributed across multiple services, each with its own data, contracts, and responsibilities.

In our experiment at Kaizen Softworks, we tested whether an AI system could safely apply coordinated changes across a microservices architecture using only minimal input.

Short answer: Yes, but only when the AI has enough architectural context.

Why are coordinated changes in microservices so hard?

In distributed systems, a single business change rarely affects just one service.

It often requires:

  • Updating multiple microservices
  • Modifying message contracts
  • Keeping DTOs (Data Transfer Objects) consistent
  • Respecting domain boundaries defined by Domain-Driven Design (DDD)

Key entities in this system:

  • Microservice: An independently deployable service responsible for a specific domain
  • Aggregate (DDD): A cluster of domain objects treated as a single unit
  • DTO (Data Transfer Object): A structured format used to transfer data between services
  • Message/Event: A communication mechanism between services

The complexity is not in the code, it’s in the relationships between components.

The experiment: Can AI reason across services with minimal input?

We designed a controlled experiment to test whether an AI model could apply system-wide changes with limited information.

Input given to the AI:

  • Message definitions (events between services)
  • DTOs (data contracts)

Tasks the AI had to perform:

  1. Identify affected aggregates
  2. Determine service ownership
  3. Apply coordinated changes across services
  4. Maintain consistency in messages and DTOs

In other words, the AI had to behave like a software architect, not just a code generator.

What was the biggest obstacle?

The biggest challenge was not technical, it was contextual.

Before and after diagram showing how ambiguous microservice names prevent AI from understanding service ownership, while aggregate-to-service mapping helps AI apply safe coordinated changes.

Problem: unclear service naming

Instead of descriptive names like:

  • order-service
  • billing-service

Our services were named:

  • john
  • sally
  • roger

This removed any semantic clues about responsibility.

Result: The AI could not infer which service owned which domain logic.

The missing piece: aggregate ownership mapping

To solve this, we introduced a simple but powerful structure:

Aggregate → Service mapping

  • Order → john
  • Shipment → sally
  • Invoice → roger

This created a clear relationship between domain concepts and system components.

Once ownership was explicit, the architecture became understandable.

How we used AI to generate architectural context

Instead of building this mapping manually, we used AI to analyze the codebase and extract:

  • Where each aggregate was defined
  • Which microservice implemented it
  • The relationship between domain and infrastructure

The result was a machine-readable architecture map.

In practice, we used AI to generate the context that AI itself needed.

Results: Can AI safely apply distributed changes?

With the architecture map in place, the AI was able to:

  • Trace message flows across services
  • Identify affected aggregates
  • Locate the correct microservices
  • Apply coordinated updates
  • Maintain consistency between DTOs and messages

While not perfect, the system worked reliably as a proof of concept.

What is the real limitation of AI in microservices?

The main limitation of AI is not code generation, it’s architectural understanding.

Without knowing:

  • Which components exist
  • How they relate
  • Who owns what

AI cannot safely modify a distributed system.

AI performance depends more on context quality than model capability.

When can AI safely modify microservices?

AI works well when:

  • Aggregate ownership is clearly defined
  • Message contracts are explicit
  • Architecture is structured and consistent

AI struggles when:

  • Naming is ambiguous
  • Relationships are implicit
  • Context is incomplete

Simple rule: If the architecture is clear, AI can reason. If not, it guesses.

Final thoughts

This experiment revealed something important:

AI doesn’t fail because it can’t write code.
It fails because it can’t see the system.

As teams move toward AI-assisted development, the focus will likely shift from:

Writing better code to Designing better systems for machines to understand

At Kaizen Softworks, we see this as a foundational shift.

Because when AI can understand architecture, it doesn’t just generate code, it helps evolve systems.