Mobix is an innovative software studio based in Recife, that builds easier and tailored solutions to people’s needs to achieve a brighter future, by driving technologies that empower them.

We believe that passion, collaboration, and ethics as the main values are the key to success.

Mobix does not tolerate discrimination on the basis of ethnicity, gender, sexual orientation, religion, national/social origin, or other kinds of prejudice.

We think that freedom of expression and diversity is about embracing one another’s uniqueness.

“For the things we have to learn before we can do them, we learn by doing them.” ― Aristotle, The Nicomachean Ethics.

In each kind of relationship, you can learn what are the good practices that matter and those which are the basis of it to guarantee high-quality experiences for our main stakeholders: clients and collaborators.

We are not only a software studio with experienced developers. We love to tailor outstanding solutions together with the client. We are not choosing projects where we are invaluable in a month and disposable in the next. We want to help products to last. For this reason, we designed the standards we offer to our clients and our expectations towards them.

Our Golden Circle


Driving technology to the future


Passion, excellence, creativity, and empathy


Tailoring software applications

Our Behaviours

“Talent is the multiplier. The more energy and attention you invest in it, the greater the yield” — Marcus Buckingham, Author and business consultant.

The Pillars

We strongly believe that behaviors needed to exceed client expectations, hence we have 3 main conducts that make us stand out and that characterize our actions.

Our Philosophy

We are a human-centered organization that believes that motivated, passionate, and reliable people are the roots to craft outstanding software solutions. Hence, every decision we are about to take actually reflects our philosophy.

Our Commitments

Standards to our Clients

No estimates

We believe that we shouldn’t do estimates. Estimates are difficult. When requirements are vague and it seems that they always are then the best conceivable estimates would also be very vague.

Accurate estimation becomes essentially impossible.

Even with clear requirements and it seems that they never are it is still almost impossible to know how long something will take because we’ve never done it before. If we had done it before, we’d just give it to you.

Estimation, in certain forms, is not always impossible. It’s possible, under some circumstances, to do pretty well. In addition, sometimes people really do need to know about how much something is going to cost before going ahead.

There are many reasons to support this idea and we’ve made a compiled:

  1. Estimates are often used as a bludgeon to try to get programmers to work faster. This leads to unhappy programmers and to poor software. No one wins;

  2. A focus on estimates often leads to high expectations for completing some closed scope of features. But the most effective way to do things is to manage scope very carefully, to get the best scope of work accomplished at every point in time. Estimation often militates strongly against doing this. The result is “Weak Agile” and inferior results.

  3. Estimation is very difficult and may lead to a false vision of a future scenario;

  4. Working in a continuous flow, without story estimates, is a great way to work;

  5. Neither Lean and Kanban approaches have any need to estimate how long something will take. Instead, they measure how long things take, in “cycle time”, and use that to make such predictions as are necessary.

Standards to our Collaborators

Team Standards

Our main tool is based on OKRs of John Doerr, aiming to make our collaborators more committed and accountable towards their tasks by having a long-term perspective. The team develops a physical scoreboard designed to create both public accountability and team engagement.

Keep a Compelling Scoreboard

“People play differently when they’re keeping score. If you doubt this, watch any group of teenagers playing basketball and see how the game changes the minute scorekeeping begins. The kind of scoreboard that will drive the highest levels of engagement with your team will be one that is designed solely for (and often by) the players”. Chris McChesney, Co-author of the 4 disciplines of execution.

For this reason, we have a simple scoreboard that is updated weekly by our collaborators every time they contribute to reaching the goals.

Weekly Accounting Meeting

Every Monday at 11:00 am we do a company-wide meeting so our collaborators can tell the whole company what they’ve been doing and what can be improved. The meeting is based on a card the collaborators should fill to be prepared for the meeting. Hence, each one reports on the bad, good, and things to maintain; moreover, they will express a feeling about how the project is going and they will explain why. Finally, they present the solutions found to tackle the problems. During the meeting, they can ask teammates to give feedback to solve the issue.

Monthly Team Activities

The last weekend of the month, we like to do some activities aimed at bonding with the team and to fostering trustworthiness. As stated in our commitments, we invest all the possible resources of the company to host those spaces.

Examples of activities are karting, escape room, active painting, company adventure, happy hour on the beach.

Bi-Quarterly O2O

Twice a quarter we like to encompass a more high-end discussion between managers and collaborators. Instead of the regular questions about the day-to-day of the project, each coachee is encouraged by the manager to follow these 5-stages process for personal and professional development:

Set the GOAL

Establish the goal that is SMART (Specific, Measurable, Attainable, Realistic & Time based). It should be aligned with the operational and career goal.

Useful questions to start:

Understand the REALITY

Useful questions:

Search the possible OPTIONS

Useful questions:


Useful questions:

Quarter Review

Effective leaders maximize the performance of their teams and companies by developing great aspirations (mission, vision, and values) and solid long-term goals, and then rigorously executing while iterating on those goals over time. The leader guides this process at regular intervals (weekly, monthly, quarterly, and annually). A systematic approach for execution will help you realize your goals.

Conducting quarterly operating reviews is a practice that helps managers:

Discusses a list of possible goals for the upcoming quarter.

The overall goal is to develop a list of the best possible goals for the following quarter based on the pre-work for the meeting and the discussion during the meeting.

The outcome of the meeting should be to: