Company SOP

SpikiTech is an AI and communication education company for school students. We deliver curriculum through small-group live classes (1 teacher : 3 students), an offline 3-day paid bootcamp as our primary acquisition event, and monthly Spikithon showcase events. We distribute through revenue-share partnerships with existing institutes rather than owned real estate.

We are in the trust business before we are in the education business. A parent hands us their child, their money, and their child’s voice data. Everything in this manual exists to protect that.

These five cannot be overridden by any manager, any target, any quarter-end pressure, or any partner institute. Breach of any of the five is treated as gross misconduct and is a terminable offence at first instance.

1. Long-term trust over short-term cash. A deal that produces a refund demand and a bad review is a negative-value deal.
2. Written beats remembered. If a process is not written down, it does not exist and cannot be scaled.
3. Numbers, then narrative. Every review starts with the scorecard, not the story.
4. Speed with a paper trail. Move fast, but log it.
5. The parent is a partner, not a target.
6. Simplicity is a feature. If it needs a paragraph to explain to a parent, redesign it.

SpikiTech is a fast-growing early-stage company. Business requirements, processes, targets, reporting lines, working models, tools, compensation structures and policies will evolve. The Company reserves the right to modify, replace, suspend or withdraw any policy, process, target, reporting structure, working model, benefit or operational guideline required for business continuity — subject to applicable law and subject to Part 1.2 (which does not change).

Changes are binding on communication. Where practicable, 24 hours’ notice will be given; in operational emergencies, immediate effect applies. Continued engagement after communication constitutes acceptance.

SpikiTech is a performance company, not a tenure company. Time served earns nothing. Results, reliability and conduct earn everything. Every role has a written scorecard; every person knows their number; every number is reviewed weekly.

The company operates on a Wednesday–Sunday core week, because that is when customers are available. Monday and Tuesday are the standard weekly offs for delivery and sales functions. Support functions may run Monday–Friday where the Founder’s Office approves it in writing.

The Company may revise office timings, shift timings, reporting time, break duration, working days and the hybrid split at any time based on business requirement. Additional hours during bootcamps, Spikithons, admission cycles, launches and partner activations are an expected part of every role.

• Attendance is logged daily. Late reporting, early logout, unexplained absence from the calling floor or class window, and unavailability during committed hours are performance events, not administrative ones.
• Three unnotified absences in a rolling 90 days triggers a formal Performance Notice.
• The Company may use attendance software, call logs, CRM activity logs, screen activity, GPS check-in for field roles, and class recordings for operational verification. Monitoring is limited to work systems and work hours and will be disclosed at onboarding.

Leave is a request, not an entitlement beyond statute. Approval depends on business load, coverage, and whether the person has a live delivery commitment to a parent or student.

Every role has: one Primary Number, three Supporting Metrics, and one Quality Gate.

• Weekly: scorecard review with manager. 15 minutes. Numbers first.
• Monthly: written performance summary, filed.
• Quarterly: role fit review — continue, promote, restructure, or exit.

The Performance Ladder:

1. Coaching Conversation — verbal, logged. Manager identifies the gap and the fix.
2. Written Performance Notice — 21 days (3 weeks), specific numeric target, specific support provided, checkpoint at the end of each week.
3. Performance Improvement Plan (PIP) — 21 days (3 weeks), three written weekly checkpoints. Withdrawal of work-from-home and discretionary privileges for the duration of the PIP.
4. Role change or separation — as per law and contract.

Total runway: 42 days — six weeks from first written notice to decision. This is deliberate. Three weeks is one full business cycle at SpikiTech (three calling weeks, three bootcamp weekends, one batch start), which is long enough to be fair and short enough to stop a weak quarter from becoming a weak year.

Sustained failure to meet the Primary Number for two consecutive months without a documented external cause moves the person to Stage 2 automatically. Managers do not have discretion to skip stages, and do not have discretion to extend a 21-day window. An extension requires written Founder’s Office approval and a stated reason.

• Fixed compensation is confidential and is not to be discussed between employees. Breach is a conduct matter.
• Variable pay and sales incentives are earned on collected revenue, never on booked revenue. Incentive on any enrolment refunded within the refund window is fully clawed back from the next payout cycle.
• Incentive structures, slabs, KRAs and KPIs are dynamic and may be revised prospectively. Revisions do not apply retrospectively to already-earned incentive.
• No employee may refuse a revised target on the ground that the earlier target was different.

WFH is a privilege granted against performance, not a contractual right — even if mentioned at joining. It may be withdrawn, reduced, or converted to full office attendance based on productivity, quality scores, attendance, customer requirement, training need or management discretion. Any employee on a Performance Notice or PIP defaults to full office attendance.

All Company information — customer data, parent contact lists, leads, CRM, pricing, unit economics, SOPs, scripts, training material, curriculum, prompts, AI workflows, labelled datasets, institute MOUs, investor material and internal documents — is confidential during and after engagement, indefinitely for trade secrets and for 3 years for general business information, or as law permits.

Removing a parent contact list, lead list, curriculum file or prompt library from Company systems is theft, not a policy breach, and will be treated accordingly.

All work product created in the course of engagement — documents, presentations, prompts, code, websites, content, video, graphics, curriculum, training material, sales processes, automations, AI workflows, and any labelled dataset — is the exclusive property of SpikiTech. This includes work created outside office hours where it uses Company data, Company tools, or arises from Company assignments.

No employee may, during engagement: teach the same or substantially similar curriculum privately to a SpikiTech student or a SpikiTech lead; work with or advise a directly competing children’s AI or public-speaking education business; solicit a partner institute for their own venture; or take payment from a parent outside official Company channels. Taking cash directly from a parent is gross misconduct.

Laptops, IDs, SIM cards, CRM and tool access, printed material and marketing collateral are returned on the last working day. Exit requires: written handover document, CRM cleanup, asset return, and a 30-minute exit conversation. Final settlement is processed after clearance, within the timeline permitted by law.

Notice period: 30 days for employees unless the contract states otherwise. The Company may accept immediate resignation, enforce the notice, or waive part of it, based on business need.

Every person will: behave professionally with parents, students, institute staff and colleagues; avoid harassment and discrimination of any kind; avoid abusive language; declare conflicts; protect the SpikiTech name in public. The Company operates a zero-tolerance standard on sexual harassment and will constitute and maintain an Internal Committee as required under the POSH Act, 2013.

No employee or intern may publish confidential information, criticise a parent, student, institute or client publicly, disclose internal policy, misuse the SpikiTech logo, speak to media, or make public statements on behalf of SpikiTech without written authorisation from the Founder’s Office. Personal accounts must not present the person as an official SpikiTech voice.

The SpikiTech internship is a paid, performance-based, full-attendance training engagement. It is not academic credit-filling, not a flexible side engagement, and not a guaranteed pathway to employment. Interns are placed in live, revenue-facing work from Week 1 — calling real parents about real children’s education. That is the value of the program and the reason for its severity.

The internship carries no leave entitlement of any kind. There is no casual leave, no earned leave, no exam leave, no festival leave, no family-function leave, no travel leave, and no discretionary personal leave for the duration of the internship. An intern who cannot commit to full attendance for the full term should not accept the internship.

The following applies to any day not worked:

The Force Majeure Exception exists so that this policy remains humane and defensible. It is not a leave category, it is not an entitlement, and it is not available for planned events of any kind.

Timings are variable, attendance is not. Reporting time, huddle time, calling blocks, break timing, logout time, weekly offs and total shift hours may be set and revised by the Sales Manager, Sales Head or Founder’s Office based on business need — bootcamp weekends, Spikithon days, admission pushes, partner activations, parent-meeting days and campaign periods all change the shape of a day. The timing notified for a given day or week is the binding timing for that day or week.

• Standard baseline (applies unless a different timing is notified): report by 10:00, huddle 10:00–10:30, calling blocks through the day, debrief before logout.
• A change in timing is communicated by the reporting leader on the team channel. Once communicated, it is binding — an intern cannot work the old timing because it suited them better.
• Where practicable, timing changes are communicated 12 hours in advance. For same-day operational needs, immediate effect applies.
• Late reporting against the notified time is a Category D event and escalates on repetition. No entry to the calling floor more than 30 minutes after the notified reporting time without leader sign-off.
• Two breaks are scheduled per shift. Unlogged breaks are treated as absence from post.
• Dialer, CRM and daily log must be updated before logout. An unlogged day is a zero day regardless of work actually done.

What does not vary: total committed hours are not reduced by a timing change, and a timing change is never a reason for missed targets. If a shift is shortened by the Company, the target for that day is adjusted by the leader in writing. If it is not adjusted in writing, the full target stands.

How the dial range works: 160 is the floor — the minimum that counts as a completed day. 180 is the standard for a full-strength day with no bootcamp duty, event duty or training block. An intern below 160 has not completed the day regardless of hours logged. Consistent delivery at 180+ is what qualifies an intern for conversion consideration.

Where the leader shortens or reallocates a shift (Part 3.3), the dial target for that day is adjusted in writing by the leader. Absent a written adjustment, the 160 floor stands.

Consequence ladder for interns:

• Week 1–2: Training grace. Quality scored, volume coached. Dial floor phased: 100 in Week 1, 130 in Week 2.
• Week 3 onward: Full standard applies. Below 112 dials/day (70% of the 160 floor) for 3 consecutive days → mandatory re-training block and daily manager shadowing.
• Below 50% of the booking standard for 2 consecutive weeks → Written Warning + removal of any work-from-home arrangement.
• Below standard for a third consecutive week (21 days) → termination of internship.

Targets are dynamic and may be revised upward or downward. Revised targets are binding on communication.

• Stipend is paid on a monthly cycle, strictly pro-rated to days actually worked and days actually logged.
• No stipend is payable where an intern voluntarily resigns, abandons the internship, or is terminated for misconduct before completing one full stipend cycle (one calendar month), except where payment is required under applicable law.
• Performance-linked incentive on bootcamp bookings is payable only on collected ₹999 registrations that actually attended Day 1. Bookings that pay and do not attend earn no incentive.
• Final stipend and settlement are processed within up to 45 days of the last working day, after completion of exit formalities, clearance, asset return and verification of attendance and performance records.

• Completion Certificate: issued only on completion of the full committed term with attendance of 95%+ and performance at or above 70% of standard.
• Letter of Recommendation: discretionary, issued only to interns in the top performance band.
• Early exit: no certificate, no letter, no reference. This is stated at offer stage so no one is surprised.

Conversion is offered only where: the intern has completed the full term; sustained performance is at or above 100% of standard for the final month; zero conduct issues; and a role is open. Continuation of the internship or conversion to employment is never automatic and is never implied by good performance alone.

Interns speak to parents about children. The following are immediate-termination offences:

• Making any promise not contained in the approved script (guaranteed results, guaranteed admission, guaranteed placement, fake discounts, fake deadlines).
• Misstating the fee, the refund window, or the number of classes.
• Contacting a student directly. Interns speak to parents only.
• Sharing, exporting, photographing or forwarding any parent contact list or CRM data.
• Recording or screenshotting a parent conversation for personal use.
• Abusive, mocking, casteist, communal or sexist language on or off a call.

Mandate: Convert warm interest into enrolled families whose parents feel informed, not sold to.

Primary Number: Collected enrolment revenue per week. Supporting: bootcamp → enrolment conversion (target 25%+), enrolments per advisor per week, refund rate within window (target under 5%).

Non-negotiables:

• Full fee disclosure in writing before payment, on the same page as the monthly-equivalent figure.
• The refund window (Part 5.3) is stated verbally and in writing in every closing conversation. An advisor who closes a deal without stating the refund window has mis-sold, regardless of the parent’s satisfaction.
• No pressure tactics: no “the price goes up tonight” unless it genuinely does, no invented seat scarcity, no exploiting parental anxiety about a child’s future, no comparison-shaming of the child.
• No promise of academic marks improvement, exam ranks, admissions, or job outcomes. Ever.

Operating discipline:

• Every enrolment conversation is logged in CRM the same day with: fee quoted, plan selected, objections raised, commitments made.
• Any commitment made to a parent outside the standard package (extra class, schedule accommodation, fee adjustment) must be written into the CRM note and approved by the Sales Head. Unlogged commitments are not honoured by Operations, and the advisor personally answers to the parent.
• Payment is collected only through official Company payment channels. Cash to a personal account is gross misconduct and theft.

Breach consequence: Mis-selling (any of the four non-negotiables) → first instance: incentive clawback on that deal + Written Warning. Second instance: termination.

Mandate: Fill every bootcamp seat with a genuinely interested parent who understands what they paid ₹999 for.

Primary Number: Paid bootcamp registrations that attend Day 1.

Non-negotiables:

• Calling hours: 09:30–20:00 only. No calls outside this window, no calls on national holidays. Individual shift timings may be varied by the Sales Head within this window; the window itself is fixed and is not a management discretion.
• Every call opens with an honest identification: name, SpikiTech, and how we got the number.
• A parent who says “do not call again” is marked DNC in CRM within the same call, permanently. Calling a DNC number is a terminable offence.
• The script is the floor, not the ceiling — improvisation is allowed on tone, never on facts.

Operating discipline: 160–180 dials/day per caller — 160 floor, 180 on a full-strength day. Daily huddle at the time notified by the Sales Manager (baseline 10:00, variable per Part 3.3). CRM disposition on every dial. Weekly call-quality audit of 5 random calls per caller against the Call Quality Scorecard. Score below 7/10 → coaching block.

Volume never buys quality relief. A caller hitting 180 dials with a quality score under 7 is on the same coaching path as a caller at 120. Dials are the input metric; booked-and-attended parents are the output metric. Nobody is rewarded for dialling fast and burning the list.

Mandate: Own the curriculum as the company’s core IP and keep it demonstrably ahead of anything a parent can get free.

Primary Number: Class-level student output rate — the percentage of classes where every student leaves with a saved artefact (build, link, recording, document).

Non-negotiables:

• Every class in the curriculum has a written session plan with objective, activity, tools, output and parent-facing note. No class is delivered without one.
• No curriculum content instructs or encourages a student to submit AI output as their own schoolwork.
• Tool changes (a new AI tool introduced into a class) require a documented safety and age-appropriateness check before rollout, including the tool’s own minimum-age terms.
• Curriculum versions are numbered. The live version is the only version delivered. Teachers do not improvise the syllabus.

Operating discipline: Curriculum review every quarter against actual class notes and student outputs. Any class with repeated poor outcomes across three cohorts is redesigned, not defended.

Known open item to resolve: internal documents describe grade bands inconsistently — the business plan references four bands (4–5, 6–7, 8–9, 10–12) while the live V8 curriculum files exist for Grade 6–7, 8–9 and 10–12, and marketing has at times invited Class 4 upward against a handbook written for ages 13–16. Academics must publish one authoritative grade-band map and Marketing must not sell outside it. Until resolved, this is a live mis-selling risk.

Mandate: Deliver a class the parent would pay for again.

Primary Number: Class rating (target 4/5+) and attendance retention (target 90%+).

Non-negotiables:

• Every online class is recorded, without exception. A class that was not recorded did not happen for audit purposes and is not payable.
• No teacher contacts a student on a personal number, personal social media, or any unofficial channel. All communication routes through official channels with a parent or Operations copied.
• Class start time is the promise. Starting late is a customer-service failure, logged as such.
• Two-line class note filed after every class — what was covered, how each of the three students did. This note is the handoff to the public-speaking class and is a payment condition.

Operating discipline: Session plan reviewed before class. Tools tested before class. Struggling student flagged to Operations same day for parent communication. Random QA review of one recorded class per teacher per month.

Breach consequence: Missing class notes or unrecorded class → class not paid. Repeat → removal from the teaching panel.

Mandate: Make sure that what Sales promised is what the family receives, on time, every time.

Primary Number: Delivery incident rate — the number of classes cancelled, rescheduled, or delivered without a teacher, per 100 scheduled classes. Target: under 2.

Non-negotiables:

• Batches start only on the 1st, 10th or 20th. No off-cycle starts without Founder’s Office approval.
• No student is scheduled into a batch without a signed enrolment form, completed consent, and confirmed payment.
• Partner institute payouts are made by the 15th of the following month, without a reminder. A late payout is an operations failure, not a finance one.
• Every institute partner receives a monthly KPI report: leads contacted, bootcamps run, enrolments, satisfaction scores, revenue and payout.

Operating discipline: Bootcamp checklist executed at T-2 weeks, T-1 week and day-of. Venue, AV, internet, materials and parent communication confirmed at each gate. Post-bootcamp debrief filed within 24 hours.

Mandate: Own the renewal. Retention is a delivery outcome, not a sales outcome.

Primary Number: Renewal rate at the end of the paid term. Supporting: parent satisfaction (target 4.5/5), monthly NPS (target 50+), first-30-day churn.

Non-negotiables:

• Every enrolled family receives contact from a named person in the first 7 days, at the end of Week 4, and at the halfway point of the program. This is a schedule, not a courtesy.
• Every parent complaint is logged within 4 working hours and has a named owner and a committed response date.
• A parent asking about a refund is never routed to a salesperson first. They are routed to Parent Success, who explains the policy accurately, without argument.

Operating discipline: Weekly churn-risk list generated from attendance data and class notes. Any student missing two consecutive classes triggers a parent call the same week.

Mandate: Build a premium, credible, parent-trusted brand. Generate qualified interest, not vanity reach.

Primary Number: Cost per paid bootcamp registration. Supporting: bootcamp registration → attendance rate, brand-sourced enrolments.

Non-negotiables:

• No exaggerated claims. No “guaranteed”, no “India’s No. 1” without verifiable third-party basis, no fabricated statistics, no invented awards.
• No child’s face, name, voice or work is published without written parental consent on the current consent form, and consent is revocable.
• Testimonials must be real, attributable and on file. Composite or written-for-the-parent testimonials are prohibited.
• No AI-generated imagery presented as real students, ever. Once real student photography exists, it replaces stock and AI imagery.
• Marketing may not promote a grade band that Academics has not published a curriculum for.

Operating discipline: Every public asset is checked against a 5-point pre-publish list: claim accuracy, consent status, age-band accuracy, price accuracy, refund-window accuracy.

Mandate: Build and run systems that are fast, cheap to operate, and safe with children’s data.

Primary Number: System uptime during class and calling hours (target 99%+).

Non-negotiables:

• Student voice recordings, videos and personal data are stored in access-controlled Company systems only. No personal drives, no personal WhatsApp, no personal devices for storage.
• Access to student data is role-based and least-privilege. Access is revoked on the last working day, same day.
• No student personal data is used to train or fine-tune any model without explicit, specific, informed parental consent naming that purpose.
• Third-party AI tools introduced into delivery must be reviewed for data retention terms and minimum-age terms before use.

Operating discipline: Quarterly access audit. Documented backup of curriculum, CRM and the labelled voice dataset. A written data-breach response plan with a named first responder, tested once a year.

Mandate: Know the true unit economics weekly and never be surprised by cash.

Primary Number: Cash collected vs cash committed, weekly. Supporting: fully-loaded CAC, contribution margin per student, refund rate.

Non-negotiables:

• All customer money is collected through official Company payment channels only.
• Every refund within the window is processed to the original payment method within the published timeline, without negotiation and without a retention attempt attached to it.
• Fully-loaded CAC is computed monthly: (total sales cost + total bootcamp cost) ÷ students enrolled. An 88% class margin means nothing if CAC is unmeasured.
• Institute revenue share is calculated on collected revenue, net of refunds issued, and paid by the 15th.

Operating discipline: Weekly cash statement to the Founder’s Office. Monthly P&L by location. Quarterly reconciliation of incentive paid vs revenue collected vs refunds issued.

Mandate: Keep the licence to operate.

Non-negotiables:

• Every institute partnership operates under a signed MOU before a single call is made to that institute’s database.
• Parent-facing contracts, consent forms and the public refund policy are reviewed annually by counsel.
• DPDP Act 2023 obligations relating to children’s data — verifiable parental consent, purpose limitation, no behavioural advertising to children — are treated as hard requirements, not aspirations.
• Insurance: public liability and event cover for offline bootcamps and Spikithons must be in place before the event, not after.

• A written curriculum, delivered by a trained teacher, in a small group of three students.
• Every class recorded, so quality is verifiable.
• Honest, complete fee disclosure before you pay.
• Your child’s data protected and never sold.
• A named person you can reach when something goes wrong.

We do not promise marks, ranks, admissions, prizes, or jobs. We do not promise that AI will do your child’s homework — we teach the opposite. Any person who tells you otherwise is not speaking for SpikiTech, and we want to know about it.

This is the single most important commercial policy in this manual and must be stated identically everywhere it appears.

The rule: A parent may cancel and request a refund at any time up to and including the 6th scheduled class of the program. After the 6th scheduled class, the program is treated as consumed and no refund is payable.

Why six: six classes is one full monthly cycle of the SpikiTech rhythm — four AI classes and two public-speaking classes. It is enough for a family to fairly judge the product, and it is a clean, explainable line.

How the refund is calculated:

Additional rules:

• The refund window is counted in scheduled classes, not calendar days. If the family misses classes, those classes still count as scheduled and consumed.
• Refund requests must be made in writing to the official support email or WhatsApp business number. A verbal request to a salesperson is not a request.
• Approved refunds are processed to the original payment method within [15] working days of approval.
• After the 6-class window: no cash refund. At the Company’s discretion, the family may be offered a transfer of the remaining balance to a sibling, a pause of up to 60 days, or a batch change. These are goodwill options, not entitlements.
• Refunds are not available where the enrolment is terminated for a serious conduct breach by the student or parent (Part 5.6).
• SpikiTech carries 100% of the refund liability. Partner institutes carry none. Parents never have to approach an institute for money paid to SpikiTech.

• Every enrolled student receives 3 free supplementary (make-up) classes across a 6-month program.
• From the 4th make-up onward, a make-up class is charged at ₹1,200.
• Make-ups must be requested within 7 days of the missed class and are scheduled subject to teacher availability.
• Make-ups do not extend the program end date.
• Repeated no-shows without intimation may result in the seat being released after written notice.

• Fees are quoted as a total payable amount, with the monthly equivalent shown for comparison. Both figures appear together, always.
• Payment plans, where offered, carry a written schedule. A missed instalment past 7 days pauses class delivery until cleared; past 30 days may result in cancellation without refund.
• All payments are made to official SpikiTech payment channels only. SpikiTech staff will never ask for money to a personal account. If they do, report it immediately to the grievance channel.

We ask families to: attend on time, complete between-class practice, treat teachers and other students respectfully, and use the shared class channels appropriately.

SpikiTech may suspend or terminate an enrolment, without refund, in cases of: abusive or discriminatory behaviour toward staff or other students; harassment of a teacher; sharing of class recordings or curriculum material publicly or commercially; or attempts to poach a teacher for private tuition.

• Level 1: Parent Success — response within 24 working hours.
• Level 2: Head of Operations — resolution or written plan within 5 working days.
• Level 3: Founder’s Office — final internal escalation, within 10 working days.
• The name, email and phone number of the grievance officer are published on the website and included in the welcome pack.

• No adult is ever alone with a child in an unrecorded setting. Online classes are recorded in full. Offline sessions are conducted in visible, shared spaces with at least two adults present in the venue.
• No private channels. No staff member communicates with a student on a personal phone number, personal social media, personal email, or any direct message channel. All communication is through official channels with a parent or Operations in the loop.
• No transport of a student in a staff member’s personal vehicle.
• No photography of a child on a personal device. Event photography is captured on Company devices and uploaded to Company storage.

• Written parental consent is obtained before any recording, photograph, video, or voice sample of a child is captured or used.
• Consent is specific: separate consent is obtained for (a) internal quality and training use, (b) product/AI improvement use, and (c) marketing use. A parent may grant one and refuse another.
• Consent is revocable at any time in writing, and revocation is honoured within 14 days including removal from published marketing.

• Every teacher, facilitator, intern and staff member with student contact completes a documented onboarding on this Standard before their first session.
• Reference checks and identity verification are mandatory for all student-facing roles.
• Annual refresher training, with a signed acknowledgement on file.

Any staff member who observes or suspects harm to a child — by a colleague, a parent, an institute staff member, or another student — must report it to the Child Safety Lead within 24 hours. Reporting is mandatory, protected, and cannot be penalised. Failure to report a known concern is itself a terminable offence.

Where the concern falls within the scope of the POCSO Act, 2012, reporting to the statutory authority is mandatory and immediate. There is no internal-first option.

Children’s personal data, voice recordings and performance records are collected under consent, stored in access-controlled systems, used only for the disclosed purposes, retained only as long as necessary, never sold, and deleted on valid request in accordance with the DPDP Act 2023.

Every Category A and B action requires a written inquiry note, a chance for the person to respond, and a written outcome. No summary dismissal without a paper trail.

Company policies, this Manual, SOPs and official circulars issued from time to time form an integral part of every Offer Letter and Internship Letter. Where an earlier communication conflicts with a later policy, the later policy prevails to the extent permitted by law.

Amendments to Parts 2, 3, 4 and 7 may be made by the Founder’s Office. Amendments to Part 1.2 (the Five Non-Negotiables) and Part 6 (Child Safety Standard) require documented Founder’s Office decision with written rationale, and may not be weakened for commercial reasons.

By accepting an Offer Letter or Internship Letter, the person confirms they have read, understood and voluntarily agreed to comply with this Manual and with future policies issued by SpikiTech, subject to applicable law.