Built for the long term. Structured to reward the people behind the work.
iWeb is an independently owned business. The way the company is structured is designed around continuity, retaining senior expertise, and rewarding the people who do the work over the long term. For clients, that means the same names on the work, year after year.
31 years on one subject. Independently, throughout.
The shortest version of the iWeb story is that the company has worked on enterprise commerce since before commerce had a name for itself. The longer version is how it stayed independent, retained the senior team, and kept the same people close to the work along the way.
Six moments in the chronology.
The decision was about how the work gets done, not how it gets sold.
The aim was a business that could keep doing the work it is good at, with the people who are good at it, on the timeframe enterprise commerce actually runs on. Continuity, independence, and long-horizon decision making were the priorities. The structure was chosen to support them.
Six working rules. The quiet output of a long-term aligned business.
Not values on a wall, and not a culture statement. These are the working rules that follow from a firm structured for continuity. They all bend towards the same thing: getting the next ten years right.
Three things clients tend to notice. None of them are on the website by accident.
The shape of the company is, on most days, an internal detail. On the days it matters most, when a project is renegotiating its third year, when a platform decision needs a ten-year view, when something has gone wrong, it shows up in the answer.
Continuity is prioritised
The firm is structured for durability rather than short-term extraction. The shape of the company is designed so the people on the work today are still on it in three and five years time.
The same names, year on year
Continuity is structural. The architects who scoped your project in 2024 are the architects you'll hear from again in 2029. Average tenure sits at eleven years because the structure rewards staying.
Recommendations weighted toward your long-term interest
The team making a recommendation has a stake in being right about it in five years, not in selling more of it this quarter. The advice tends to be unusually direct as a result.
Two colleagues. One from before the transfer, one from after.
We didn't run a survey. We asked two people to write a paragraph in their own time. Both did, and neither needed an edit.
"I joined iWeb in 2016, six years before the EOT. What changed in 2022 wasn't the work, it was who I was working for. The architect I am to a client now is the same architect I'll be in 2030, with no acquirer in between. That isn't a soft thing. It changes what I'm willing to say in a steering group."
"I came in 2020, knowing the company was employee-owned. What surprised me was how visible it is from the inside. The P&L is on the wall every quarter. The trustee meeting minutes are published. You stop thinking about the company as a thing that happens to you and start thinking about it as a thing you're in."