We’re a remote team of WordPress experts, designers, developers, and problem-solvers helping agencies and businesses keep their websites running at their best.
What started as a small team has grown into a global group of people who love solving problems, improving websites, and making our partners’ lives a little easier.
Work Hero started in 2018 with a simple idea: website work doesn’t stop when a project launches, someone has to be there for what comes after. That idea grew, and last year was proof of how far it’s come, 2025 brought 40% revenue growth and 9 new Heroes.
But the real milestone wasn’t a number: it was our first-ever in-person meetup in Buenos Aires, bringing the entire team together.
Great work starts with great people. Our team brings together developers, designers, SEO specialists, and customer success experts from around the world.
Founder,
Business Development
Founder,
Operations
Head of
Development
Lead
Developer
Head of SEO Implementation
Customer Success
Manager
HR & Financial
Manager
Agency Growth Advisor
Senior PHP / WordPress
Developer
PHP / WordPress
Developer
PHP / WordPress
Developer
PHP / WordPress
Developer
Senior PHP / WordPress
Developer
Senior PHP / WordPress
Developer
UI/UX & Web Designer
UI/UX & Web
Designer
Maintenance
Manager
Maintenance Specialist
PHP / WordPress
Developer
Senior SEO
Specialist
SEO Specialist
PHP / WordPress
Developer
PHP / WordPress
Developer
PHP / WordPress
Developer
PHP / WordPress
Developer
PHP / WordPress
Developer
Shopify
Developer
Ten principles for how we work, grow, and build together.
Each principle has a belief, a perspective, and a practical way it shows up at WorkHero. They’re not rules to follow—they’re ideas to question, practice, and bring to life in the way we work.
Every person is a who, not a what: an end in themselves, never a mere instrument.
This dignity belongs to everyone simply by being human and must be respected in every action and decision. From it flows each person’s right to pursue their vocation and seek fulfillment in communion with others. We commit to conditions where people can discover and develop their talents and purpose.
Dignity entails a duty to avoid impeding others’ flourishing and, as far as possible, to actively promote it.
Our individual success is bound to the well-being of those around us. People can reason and choose freely, and are naturally inclined to share their lives with others. We design the organization to honor both individual autonomy and our shared life as one organism.
Flourishing requires continuous development, so learning is woven into daily work: stretching assignments, mentorship freely given and received, space to experiment and reflect on success and failure.
Mastery matters because excellence lets us serve more fully. Each learning journey is its own; we support it with shared knowledge, resources and protected time for deliberate practice.
Arbitrary hierarchies amplify the darker sides of human nature: ambition, politics, mistrust, greed.
We choose self-management as an expression of dignity, trusting that people can reason, have diverse aptitudes and seek meaningful work. It is not chaos but the natural order of living systems: just enough structure for coherence, with freedom to adapt and respond to what the work demands.
Autonomy carries accountability: commitments honored because integrity demands it; communication that flows because silence creates friction; work completed because real people are waiting.
When blocked, we seek help or pass the baton, because collective success beats individual pride. We act without permission when the path is clear and share knowledge freely.
We have no fixed hierarchies or job titles.
Authority flows to whoever has the expertise, interest or willingness to contribute; each person holds several roles they have committed to. Roles emerge organically: someone senses a need and steps forward. Anyone can make any decision after seeking advice from those affected and those with expertise, keeping full freedom and responsibility.
Self-management needs everyone to have the same information at the same time; without it, the advice process is hollow.
We commit to a prudently open flow of company data, strategy, challenges and opportunities. This rests on trust that people can handle the truth and use it wisely. Hiding information treats people as instruments to be managed, not persons who can reason.
Distributed authority depends on communication that preserves dignity.
We speak directly yet respectfully, ask when unclear, and share our reasoning. We avoid blame and judgment, listen to understand rather than defend, and address issues without personal attacks. We learn to disagree constructively, raise concerns without belittling and take feedback without defensiveness.
Workplaces often ask people to bring only their “professional” selves and leave the rest at the door.
We reject that split: we are meant to work as whole human beings, fully ourselves and connected to others. That is where creativity and energy come from. In practice: spaces for reflection, meetings that open with a grounding moment, storytelling, retreats and happy hours.
Organizations, like all living systems, have their own identity and calling.
We do not own or run Work Hero; we are its stewards, listening for where it needs to go. Its purpose is not what we want to use it for, but a discovery of its deepest potential, and it evolves as we grow. So we cultivate the capacity to listen, tame our egos and keep asking: what is this living system called to become?
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