The tech world moves fast, but not always in the right direction. Many companies still rely on strict hierarchies where decisions come from the top, and workers have little say. People spend long hours chasing deadlines while feeling disconnected from the purpose of their work.

The focus often stays on profit, not people. Yet, a quiet shift is happening. More professionals want workplaces built on fairness, shared responsibility, and trust. They want to feel part of something that values both progress and people.

J Laurence Sarno understands this shift well. He’s a Member Owner, Culture Circle Lead and Marketing & Business Development Circles at CoLab Cooperative, a global tech company built on democratic ownership and shared decision-making.

After years in traditional corporate jobs, he grew tired of working for companies that lacked ethics and ignored employee voices. At CoLab, he found something different: a workplace where ownership is shared, communication is open, and every person has a real voice.

J Laurence Sarno now helps lead CoLab’s Culture, Marketing, and Business Development Circles, partnering with clients such as Cornell University, the Apollo Theatre, and social justice organizations. His work demonstrates that teamwork can thrive without a hierarchy and that profit can exist without exploitation.

In this article, we’ll explore how Worker Ownership actually works inside a tech company. You’ll see how CoLab builds culture, maintains ethical growth, and demonstrates that shared power fosters stronger, more meaningful work.

Why Worker Ownership Works in a Tech Company

CoLab Cooperative shows that a company doesn’t need bosses to succeed. It runs on a simple idea. The people who build the technology also own the company. Everyone has a voice, and decisions are made collectively.

Many joined after years in corporate jobs where they had no say and worked long hours for someone else’s profit. At CoLab, they share ownership, purpose, and a sense of belonging.

How Worker Ownership Functions

CoLab has 33 members across four continents. Twenty-one are full member-owners, and others are working toward it. After about a year of steady work, a person can become an owner.

Everyone wears multiple hats. Someone might design websites, support marketing, and join the People Circle, which focuses on team well-being.

The team follows Sociocracy, a system based on consent. No one gives orders. Members agree on what’s “safe to try.” Each circle defines its goals and areas of responsibility annually and adjusts them as projects evolve.

What keeps things running:

No hierarchy. Everyone manages their own work.
Freedom of choice. Anyone can turn down a project without judgment.
Consent-based decisions. If no one strongly objects, the idea moves forward.

Maintaining a Shared Culture Across Continents

CoLab’s members live in the US, Canada, Brazil, Colombia, England, Slovenia, India, Taiwan, and the Philippines. They work across time zones with flexibility and trust. Regular meetings keep them connected and aligned.

A key part of their culture is nonviolent communication (NVC). It’s about empathy, clarity, and respect. Members listen closely, confirm what they heard, and speak honestly without blame. For example, someone says, “I felt uncomfortable,” instead of, “You upset me.”

Why It Works

This mix of shared ownership and open communication builds trust and teamwork. CoLab proves that when people share power, they don’t just build software, they build a healthy community that lasts.

How CoLab Protects Its Worker Ownership Culture and Balances Growth

At CoLab, culture shapes everything. It guides how people work, hire, and even grow. The idea is simple: build a space where people feel valued and connected, not controlled. Every decision comes back to this principle.

Building a Culture of Care

The People Circle manages the usual HR work but also focuses on well-being through a system called Happiness Support. Trained members help anyone facing stress or conflict.

They listen first, reflect on what they hear, and ask what might help. There’s no rush to solve things. Sometimes one talk is enough, and other times a few check-ins do the trick.

The team also believes that avoiding hard conversations creates bigger problems later. So they face them early, with empathy and respect. Talking things out helps keep relationships strong and prevents tension from escalating.

Encouraging Honest Feedback

Feedback at CoLab isn’t an event; it’s part of daily life. The team refers to it as constructive conflict, where open disagreement enhances ideas and teamwork. Everyone’s voice matters, and honesty helps people grow.

Direct talk: Address issues promptly.
Respect first: Focus on the point, not the person.
Active listening: Make sure both sides truly understand each other.
Maintain a calm tone: Keep conversations open and steady.
Learning mindset: View feedback as an opportunity to improve, not a means to criticize.
Equal voice: Everyone can give and receive feedback.

This approach fosters trust and maintains clear communication.

Growing Without Losing Purpose

CoLab collaborates exclusively with partners who share its values, including community groups, universities, and social justice organizations. That limits the market but keeps the purpose intact.

The team also learned that focusing only on short-term survival slows progress. Investing time in tools like The Hub helps long-term growth.

They’ve also refined their pricing, avoiding automatic discounts to ensure fairness and sustainability. This balance allows them to grow without losing what makes them unique.

How CoLab Strengthens Strategy and Handles Pressure Through Worker Ownership

A cooperative can’t run on ideals alone. CoLab demonstrates that purpose is most effective when supported by structure and clear direction. When everyone understands the goal, collaboration becomes easier and progress feels natural.

Setting Goals Before Budgets

One of CoLab’s biggest lessons was learning to set goals before talking about money. Each circle now defines what it wants to achieve before the budgeting starts.

This shift helps:

Keep spending focused on shared priorities.
Make sure every circle supports the larger mission.
Turn budgeting into a practical, not political, process.

This approach also stops decision paralysis. With everyone having an equal voice, it’s easy to get stuck in a rut. CoLab’s consent-based method keeps things moving. Members don’t need to love every idea; they just need to agree it’s “safe to try.” When opinions clash, they break down the issue, focus on key parts, and rebuild agreement together. It’s steady, not chaotic.

Promoting Transparency and Shared Learning

CoLab treats transparency as a responsibility, not a slogan. The team openly shares its code of conduct, communication standards, and accountability process. These documents aren’t hidden; they’re published to help other cooperatives build stronger systems. Sharing knowledge strengthens the network and fosters collaboration rather than competition.

Staying Stable Under Pressure

When challenges appear, CoLab relies on fairness and honesty. During tough financial periods, the team works together instead of laying off employees. Open communication ensures that everyone is aware of the situation and knows how to help resolve it.

Building Ethical, Long-Term Client Relationships

CoLab’s client approach focuses on doing what’s right, not what’s most profitable. They build systems that are:

Reliable and easy to maintain
Transparent for clients to manage
Designed for long-term independence

This honest way of working builds trust and loyalty. Clients stay longer, projects naturally grow, and partnerships endure. CoLab demonstrates that integrity and sustainability yield stronger results than quick profits ever could.

How CoLab Builds Long-Term Impact Through Worker Ownership

CoLab’s structure ties purpose and performance together. It blends ownership with teamwork so that impact grows naturally alongside business results.

Turning Collaboration Into Retention

CoLab keeps nearly all its clients for the long haul. Their secret is how they work. Through team augmentation, CoLab’s team integrates with the client’s internal team. They share tasks, ideas, and responsibilities instead of working separately.

Better Results: Working side by side helps both teams learn more quickly and achieve stronger outcomes.
Client Independence: Systems are built to last, so clients can manage things easily without constant outside help.
Loyal Partnerships: Clients return for additional projects and recommend CoLab to others.

This kind of teamwork reduces marketing costs and raises client value. It demonstrates that purpose and profit can mutually support one another.

Purpose That Drives Performance

CoLab’s clients include food banks, universities, cooperatives, and social justice groups. Each project has meaning and helps improve communities. That sense of purpose keeps the team focused and motivated, even when the work gets tough. It’s not just about making money; it’s about making an impact that matters.

Ownership That Shapes Action

Everyone at CoLab owns a piece of the company. Ownership means responsibility. When something needs fixing, people don’t wait for someone else; they act. Each person thinks like the owner, not just an owner. That mindset builds accountability, initiative, and shared progress across the team.

Emotional Work Behind Collective Success

CoLab’s cooperative model requires emotional effort. People discuss, listen, and compromise. It’s not always easy, but it builds lasting trust. Disagreements can lead to understanding, and the result is a stronger, more connected team.

The Cooperative Shift in Tech

Tech cooperatives are growing fast. CoLab partners with others who share its values, creating fair and sustainable digital solutions. This shift shows that shared ownership isn’t idealistic; it’s a practical way to build honest, thriving businesses.

Conclusion

CoLab shows that a company works best when people own what they build. It’s simple. When everyone has a real voice, work feels fair, ideas flow easily, and progress becomes natural. There’s no need for bosses or layers of control.

Each person understands their role, takes responsibility, and supports the team. That’s how trust grows, and trust keeps things moving even when challenges appear.

Worker ownership isn’t just a structure; it’s a shift in how people think about work and their role in it. It turns coworkers into partners and routine into purpose. When people share ownership, they also share pride in the results. They care more, stay longer, and build something that lasts.

CoLab proves that doing good business doesn’t mean giving up profit or growth. It’s about choosing how to grow and who benefits from it. Their story reminds us that fairness, respect, and clear communication can power a company just as much as money or hierarchy.

In a world where most workplaces feel disconnected, CoLab offers a simple truth: when people feel valued and heard, they create stronger companies and better outcomes for everyone.

FAQs

What makes Worker Ownership different from traditional company models?

Worker Ownership gives employees a real voice in decisions and a share in success. Unlike traditional companies, power isn’t limited to a few at the top. Everyone has both responsibility and control over the company’s direction.

How do new members become worker-owners at CoLab?

People start as contributors and can become full owners after about a year of steady work. This period helps them learn the culture, values, and shared systems before taking full ownership.

Does Worker Ownership slow down decision-making?

Not really. Decisions happen through consent, not endless voting. If no one strongly disagrees, the idea moves forward. It’s efficient and fair.

Can Worker Ownership Work for Larger Companies Too?

Yes, but it takes structure and trust. CoLab shows that clear systems and shared goals make it possible even across continents.

How are profits shared under Worker Ownership?

Profits are distributed among worker-owners according to agreed-upon rules, not job titles. This keeps rewards tied to contribution and fairness.

Why Are More Professionals Turning Toward Worker Ownership