Last Thursday, we experienced one of those moments that are not celebrated just for the award itself, but for everything the journey behind it represents.
At the RRHH Digital Health and Company Awards, Techsoulogy received a special recognition under the name “Small Great Culture.” An award that acknowledges something we have felt from within for a long time: that it is possible to build a solid, innovative, and competitive AdTech company without giving up what makes us human (regardless of size).
This recognition does not come by chance. It is the direct result of a very conscious way of understanding culture, leadership, and wellbeing. And above all, of sustaining that vision over time—even when urgency takes over and immediacy seems determined to sweep everything away.
At Techsoulogy, we do not talk about wellbeing as an isolated program or a list of attractive perks. We talk about wellbeing as an organizational responsibility—one that emerges when culture allows it and when real spaces of psychological safety exist.
From the very beginning of the company, caring for people has been part of our DNA. Not because it sounds good to say it, but because we deeply believe that a company that does not care cannot sustain itself. And that an organization that does not create safe environments can hardly aspire to innovate in a sustainable way.
From this conviction comes our Wellbeing Plan, embedded within a much broader and deeper cultural project: Culturology. A living, co-created project, built through active listening and genuine team participation.
Culturology is, for us, a living laboratory. A stable space for co-creation where anyone can propose, lead, and develop actions that strengthen the way we work together.
We collaboratively defined our purpose—“To bring human touch to the AdTech industry”—and our values. We analyzed how we make decisions, how we behave, what we reward, what we tolerate, and what we do not. From there, we designed concrete, measurable action plans that are sustained over time.
This approach has enabled something essential: culture does not depend solely on the People & Culture team, but is driven through a network of Culture Ambassadors who ensure that proposed actions actually become reality.
One of the clearest pillars of our wellbeing model is, without a doubt, real trust. Flexible schedules outside core hours, a hybrid model with only one in-office day per week, the possibility of working 100% remotely from anywhere in Spain (and even from other countries within the legal framework), and personalized support during complex life moments.
Work–life balance does not create anxiety when there is coherence. That is why we extend leave beyond legal requirements when needed, support people humanly through delicate personal situations, and understand that life does not happen outside of work—it runs through the people who work with us.
Our wellbeing approach is holistic. It includes 100% company-covered private health insurance, psychological support, mental health resources, collective self-care challenges, and safe spaces to talk about what is usually left unspoken.
We also address financial wellbeing, because financial stress has a direct impact on emotional health. Flexible compensation, workshops with external experts, and financial education are part of a model that seeks autonomy and balance—not dependency.
Wellbeing is also about growth. Everyone has an annual training budget, language classes during working hours, coaching and mentoring programs, and spaces to share knowledge.
Recognition goes beyond results. We celebrate attitudes, collaboration, generosity, and cultural coherence. Claps, the Techsoulogy Awards, and shared rituals reinforce something essential: feeling that what you do matters and that someone sees it.
All of this is sustained by a humanistic leadership model, experienced and developed through our internal LXP program. Its impact on team wellbeing is direct.
If there is one thing that defines Techsoulogy, it is our very high level of psychological safety. Spaces where people can speak up, disagree, make mistakes, and learn without fear. Where feedback is continuous and transversal, and where difficult conversations are not avoided—they are supported.
Even humor is part of this safety. Laughing together breaks hierarchies, builds trust, and reminds us that we are people before roles. When humor flows, something important is working well.
The data supports it. Our voluntary turnover is very low, engagement is high, the sense of belonging is strong, and eNPS reflects a genuine connection to the project. We are not a multinational. We are an SME in a highly competitive sector. And precisely because of that, our culture has become a clear competitive advantage in AdTech and Programmatic.
The recognition from RRHH Digital as “Small Great Culture” is not a finish line. It is a signal that the chosen path makes sense. And also a responsibility: to continue caring, reviewing, learning, and evolving—without losing our essence.
Thank you to everyone who makes this culture possible every single day. Because a company is not what it says it is, but what is lived inside it. And at Techsoulogy, it is lived with humanity.
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