For start-ups
*One Per Year
10 Hours Pooled Support
Ongoing Policy Review
1 Custom Policy /mo
Business Continuity Plan*
Project Management
For small business
*One Per Year
15 Hours Pooled Support
Ongoing Policy Review
2 Custom Policies /mo
Business Continuity Plan*
Project Management
For large companies
*One Per Year
20 Hours Pooled Support
Ongoing Policy Review
3 Custom Policies /mo
Business Continuity Plan*
Disaster Recovery Plan*
A Strategic Foundation Is the First Sign
of a Businesses Technological Maturity
A business impact analysis (BIA) predicts the consequences of disruption of a business function and process and gathers information needed to develop recovery strategies. Potential loss scenarios should be identified during a risk assessment.
A disaster recovery plan is a documented process or set of procedures to execute an organization's disaster recovery processes and recover and protect a business IT infrastructure in the event of a any type of disaster.
Business continuity planning is the process of creating systems of prevention and recovery to deal with potential threats to a company. The goal is to enable ongoing operations before and during execution of disaster recovery.
A process document outlines the steps necessary to complete a task or process. It is an internal, ongoing documentation of the process while it is occurring—documentation cares more about the “how” of implementation than the “what” of process impact.
Having good IT Policies on the books helps your staff and your organization know what the boundaries are and helps show the strength of your technological maturity posture. Policies help you define and enforce best practices in the workplace.
Cybersecurity involves preventing, detecting, and responding to cyberattacks that can have wide ranging effects on the individual, organizations, the community, and at the national level. Cyberattacks are malicious attempts to access or damage a computer system.
Having a strategy for cybersecurity is not something you can do ad-hoc, its a culture of security awareness, preparedness, and respect. Having up to date policies, procedures and plans are an important part of a strategic cybersecurity foundation.
"Hands down the best decision our firm has made this year. Grove Technologies have been instrumental in restructuring our internal network and helped resolve a whole host of issues that have plagued our firm for years.”
“Instead of saying "thats not possible" Grove ALWAYS found a solution to our problems that fit our needs and budget. They go above and beyond to ensure we are happy, taken care of, and operating efficiently.”
Trust that you are working with the best in the business with our extensive list of affiliations & awards. From the CMMC-AB, Apple Consultants Network, GSA & more.
These values are what we value at Grove Technologies. They aren’t just nice-sounding words on a poster somewhere, but a succinct description of our culture and what it’s like to work here.
Embodying this value means:
This is a value as old as business itself, but it’s fundamental to how we operate at Grove Technologies. We are a business, and the only way we can stay in business is by attracting and retaining customers.
From the very start of Grove Technologies, we've focused on building a product that our customers find easy, fun, and useful. We pride ourselves on making the work a more fun, fulfilling, and positive experience for all our users - day after day, month after month, and year after year.
To that end, everyone at Grove Technologies focuses on the customer -- their needs, challenges, feedback, ideas, and behaviors. This focus is foundational to everything we do, because we don’t just serve customers -- we delight them.
You can think of this value in two parts: “go get” and “results”. The first part speaks to our strong bias toward action. If there’s something you want to make, improve, change, or get rid of -- go do it. Need input or feedback? Chat with some colleagues on Slack. Need copywriting, engineering or design resources? Recruit those colleagues by rallying them to your cause. Whatever you do, avoid what Netflix calls “analysis paralysis”.
The second part (“results”) speaks to the primacy of outputs. We care about inputs to the extent that we want to Work smarter and be finding more efficient, effective ways to produce better outputs. Beyond that, what matters is getting the work done and measuring the impact of this work after completing it. Do the results match up with your goals? Is there more room for improvement? Were there unintended consequences (good or bad)?
In practice, this is challenging. In order to go get results, we must understand current goals and priorities, and cost/benefit tradeoffs (ie. go for the quick win that costs little, or spend more time on a robust solution?). Our core value of Default to transparency should ensure that the information you need is available to you, but if it isn't, go seek it out.
In order to act on our values, particularly those of Work smarter and Go get results, individuals must be equipped with the information they need to make good decisions. That information consists of metrics, results and other data, as well as the contextual information to help them understand that data and use it to make good decisions.
We don’t just occasionally share our internal metrics -- we make them available in real time. Any member of Grove Technologies can log in to our internal dashboard and see our up-to-date metrics: revenue, churn, LTV, response time, uptime, etc. This ensures that people have the information they need to come up with novel solutions and act on them.
Just posting information isn't enough, however. Sharing context is also necessary. So, we have monthly all-hands meetings and post explainers in Slack so that team members don't just see our numbers, priorities, and goals, but understand what they mean.
On an individual level, we candidly share stories of our successes, failures, challenges, and interests so that we can learn from and support one another.
In discussing this value, there was some concern that "default" made it sound too passive but we ultimately came to feel that "default" is the appropriate word. As dedicated product people, we understand the power of defaults. To make something the default means that people will always do that thing, unless there is a very compelling reason not to. We understand that some information must be kept confidential or compartmentalized. But this value ensures that sharing is the rule, concealing is the exception.
Embodying this value means:
We believe that success is achieved by people working on teams. As such, it is critical that we be the best teammates possible to one another. This means being proactive and assertive in your communication: asking for what you need, providing candid, constructive feedback, and voicing your opinions and ideas. It also means listening to, supporting, and encouraging your colleagues -- especially at times of disagreement and stress. And last but not least, it means having fun with your teammates!
Embodying this value means:
At Grove Technologies, we’re able to move quickly and effectively with a very small team by ensuring that every team member is not simply executing on tactical-level tasks, but is also evaluating, improving, (and ideally automating) how those tasks get executed. Moreover, team members are encouraged to question if specific tasks are even necessary, and seek growth via subtraction.
Working smarter also means knowing yourself and how you work best. Where do you work best? With what tools? At what times? How much R&R do you need in order to perform at your best? What skills/knowledge do you need to acquire in order to take your output to the next level? At Grove Technologies, you have the freedom, and the responsibility, to answer these questions for yourself.
Embodying this value means:
Our industry has well-documented problems when it comes to workplace diversity. This fact makes it easy for tech companies to skew everything from their employment policies to the features they develop toward the needs of the dominant group - which is both a disservice to our customers and reinforces the lack of diversity in our industry.
Our dedication to diversity goes beyond simply putting equal opportunity copy on our job descriptions. We use tools (like Textio) to eliminate gender bias from the language of our job postings, and actively seek out applicants from diverse backgrounds. And we invite feedback from job applicants and employees alike about how we can better embrace diversity. We all have unconscious biases, and welcome your help in identifying and mitigating them. And in the spirit of measuring results, we track and share our diversity numbers on a quarterly basis.
On an individual level, employees help create an inclusive and welcoming environment first by learning about how privilege and bias can work to exclude certain voices in the workplace. For example, meetings are often a situation in which women, minorities, and people with reserved personalities struggle to be heard. If you are someone who feels comfortable and confident in meetings and usually speaks early and often, try asking for input from your colleagues before giving your opinion. Encourage others who do speak up by practicing active listening and thanking them for their input.
On a product level, we strive to build a software tools that are inclusive and welcoming to all, and will hold ourselves accountable for how our product is used by our customers.
