It wasn't secret in any way. Reward excellence immediately, not via some idiotic highly political yearly maybe-rounds. Let go of people clearly incapable to del

It wasn't secret in any way. Reward excellence immediately, not via some idiotic highly political yearly maybe-rounds. Let go of people clearly incapable to deliver good work (almost never the case, filtering during hiring was apparently good not only on technical skils but also 'culture' compatibility). Hear complaints and act upon them immediately. Pay people to get external certifications, internal in-department training on tech was very frequent and we all took rounds. Offer optional outside-of-work activities like team buildings, going together to pub. And I mean really optional. No bullshit, honesty and some good hard work. Very flat managerial hierarchy where owners actually listened and acted, and managers and employees acted and communicated as equals. That's about it. Maybe it wouldn't be enough these days, but back then we were the best game in town and attracted best folks from other companies due to above, without the need to pay higher than rest of high payers.