Precision, Participation, Purpose: Indaero Reinvents Itself

This blog post is part of 80+ case studies of progressive organizations we created for the ZeroDX awards 2025. These organizations embody the principles of RenDanHeYi in their work structures:

• Zero Distance to customer: Decision what to build is based on insights from the marketplace

• Autonomy: Small teams with full decision-making autonomy enable speed in execution

• Shared Rewards: Everyone in the micro-enterprise participates in its financial success.

Today, Indaero runs through the coordinated efforts of seven self-managing teams operating across core areas likeproduction, quality, administration, engineering, and planning. Each team elects a rotating representative to participate in three key cross-team spaces: the Steering Forum (focused on strategy and long-term direction), the Commitment Forum (where coordination across teams happens), and the Relations Forum (which safeguards team dynamics and culture). These spaces are supported by a consent-based governance system.

Proposals move forward unless someone raises a reasoned objection. This approach brings participation and clarity without the paralysis of endless consensus.

Meeting rhythms reinforce this flow. Weekly team meetings manage execution and priorities, biweekly forums handle company-wide coordination, and monthly retrospectives and Assemblies create space to reflect on purpose, performance, and collective learning. Agendas are co-created, facilitators rotate, and note-takers change regularly.This structure makes space for flexibility. The organisation adjusts its own tempo as needed, based on emergingtensions or opportunities.

Indaero teams also define and adjust roles based on needs and energy. These roles aren’t fixed jobs but flexible commitments that evolve. Coordination roles like POAs (Personas de Apoyo) offer peer-based guidance in areas such as onboarding, development, and performance feedback. Rather than supervising, POAs support people in learning,navigating challenges, and reflecting on their growth. Every role at Indaero includes a defined purpose, expectations, and peer-evaluated accountabilities.

Transparency is at the heart of the model. Financial dashboards are accessible to everyone and updated regularly, offering clear visibility into costs, sales, margins, and team contributions. To ensure people can use this information, Indaero runs training sessions on financial literacy and business understanding. Salaries are open. Compensation isguided by a framework co-created with employees, designed around clarity, contribution, and equity. Profit-sharing ensures that collective success is shared.

These practices are not just procedural. They are cultural. Monthly Assemblies create intentional space for dialogueacross the entire organisation. Facilitated by Coordinator Dunia Reverter, these gatherings blend data review with team recognition, reflection, and trust-building. Dunia explained, “Talking about finance together is not about control. It’s about building shared responsibility and long-term perspective.” These sessions also surface tensions early, helping teams address misalignments before they escalate.

Emotional intelligence plays a vital role in how Indaero works. Many employees have participated in development programmes on feedback, facilitation, self-leadership, and managing difficult conversations. These sessions support employees in navigating conflict, aligning around values, and showing up more consciously with each other. In line with the Relationships Manual, Indaero treats conflict not as a failure but as a natural part of collaboration. Formal protocols exist to guide resolution through conversation, mediation, and when needed, support from the RelationsForum. The goal is always the same: to restore clarity, trust, and responsibility.

This way of working shows up clearly in how Indaero engages with clients. Teams work directly with customers, respond quickly, and take initiative without waiting for permission from a manager. Former bosses have shifted into customer-facing roles where they offer expertise in marketing, contracts, and product development. This not onlyreduces delay, but builds stronger, more trusted relationships.

While Indaero’s model draws inspiration from practices like Sociocracy 3.0, NER Group, and Teal organisations, it has created its own path through practice. The transformation didn’t come from a playbook. It emerged from a shared desire to work differently. Teams reflect regularly on what’s working, what needs refinement, and how the systemneeds to evolve. The Relationships Manual itself is a living document. It is reviewed, improved, and validated through consent.

Personal development is deeply embedded in the culture. Growth conversations happen regularly. People receive feedback not only on what they do, but how they show up. And the learning doesn’t stop at work. Dunia has observed,“When people learn to work in freedom, they grow everywhere.” That ripple effect continues to be one of the mostpowerful signals of change.

As of mid-2025, Indaero continues to invest in its people and processes. New team members are onboarded into the model from day one. A second wave of facilitation and emotional intelligence training is underway. Teams are definingtheir own learning needs, adjusting role maps, and refining their governance practices.

Indaero shows that even in the demanding world of aerospace, it is possible to run a business on participation, purpose, and trust. It is a company where teams lead themselves, where financial transparency enables smarterdecisions, and where development is not a side benefit. It is a way of working. Work at Indaero is no longer just about output. It is about shaping a shared future, together.