Why I built Harmny

I spent more than a decade leading teams and building companies, and I kept watching the same failure repeat. Good people left because they could not see themselves growing. Somewhere else in the org, someone was quietly underperforming, or quietly burning out, and nobody noticed until it was a crisis. A 1:1 should have caught it months earlier, if the 1:1s were even happening. Both failures cost the company real money.

At Smartclick I built the whole practice from scratch: the career growth path, the 1:1 rhythm, the evaluations. Partly because I genuinely love building processes, and partly because I refused to run a team on gut feel. The problem was never the idea. It was the tools. Everything on the market was priced for a company ten times our size, or looked like it had not been touched since 2011, or did nothing new. So I ran it myself, by hand, for years. The framework lived in Excel. The documents lived in SharePoint. I stitched the two together and kept them alive one review cycle at a time.

I came to the US as a young adult, after my parents had emigrated ahead of me and then brought me over. I know what it is to start over with no network and no built-in credibility, proving yourself from scratch one piece of work at a time. That is probably why I could never sit still watching it happen to good people inside my own teams: doing the work, earning it, and still going unseen.

Harmny is the tool I wish I had back then. It keeps growth visible for managers and employees at the same time, on the same shared picture, all year and not just at review season. And it does that without turning the job into a surveillance exercise. People see their own path forward, not a scorecard someone is keeping on them.

Innovative and human at the same time.

That is the whole bet.

If your best people are growing and you cannot see it, and the ones who are struggling stay hidden until it hurts, that is the gap Harmny was built to close.