Built to Last with Jeremy Stayton
Hi, I’m Jeremy Stayton, CEO of DeepNet. Over the years, I’ve watched a lot of companies grow fast—and fade just as fast. The difference between the ones that last and the ones that don’t usually comes down to one thing: how they’re built.
Built to Last is a series about the structural choices that make organizations resilient — things like ownership, independence, culture, and transparency. We’re not here to pitch services. We’re here to talk about design — how you build a company that people want to be part of for decades, not quarters. These diaries are short reflections on what’s worked for us, what we’ve learned the hard way, and how purpose and profit can coexist without compromise.
Instalment 1: Ownership Mentality
What makes someone act like an owner and not just a renter? It usually comes down to three things: control, profit, and equity. In this first Built to Last diary, I break down how we’ve designed those principles into DeepNet’s culture — and why ownership can be built into any organization
What makes someone act like an owner and not just a renter? It usually comes down to three things: control, profit, and equity. In this first Built to Last diary, I break down how we’ve designed those principles into DeepNet’s culture — and why ownership can be built into any organization
Instalment 2: The Four-Question Rule
To build an ownership mindset, decision-making can’t all sit at the top.
In this episode of Built to Last, Jeremy shares the Four-Question Rule — a simple way we’ve distributed decision-making across the company, giving people the confidence to act, make judgment calls, and take responsibility.
It’s been one of the most effective tools we’ve used to scale trust and accountability without adding layers of process.
To build an ownership mindset, decision-making can’t all sit at the top.
In this episode of Built to Last, Jeremy shares the Four-Question Rule — a simple way we’ve distributed decision-making across the company, giving people the confidence to act, make judgment calls, and take responsibility.
It’s been one of the most effective tools we’ve used to scale trust and accountability without adding layers of process.