The Early Days of PrestaRock: A Story of Culture and Growth

In the past two posts, I shared my new challenges and experiences as a leader, such as when I unexpectedly transitioned from being a successful PrestaShop freelancer to becoming a company CEO, along with the initial difficulties I encountered. Despite the heavy workload and unforeseen additional responsibilities, I aimed to create an environment for my first colleagues that matched the best companies in Kaunas at the time while also applying my experience from working with a U.S. company.

At that stage of my journey in the company, I had no fundamental understanding of company culture. However, I was aware of and had seen examples from NFQ and DevBridge, which were rapidly growing and actively marketing themselves to students at KTU University. I had heard from employees who joined those companies about how great everything was—how colleagues had pizza Fridays, went on team-building trips, and more. I wanted the same—I didn’t want my employees to feel like they were missing out, and I wanted them to enjoy the same perks.

So, my first step was ensuring every employee had their company hoodie! As amusing and straightforward as it may sound, hoodies were a significant attraction for new talent back then. Students often chose companies where they knew they’d get a free (!) hoodie they could later walk around in. And we had the,m too!

Pets at work? One of my designer colleagues had two massive Maine coon cats, and from time to time, we’d see them in the office. Our small 20-square-meter office accommodated these dog-sized cats and adorable Westie dogs, who would lounge on our beanbags. Yes, we had those too!

Donuts? Daily snacks were also a part of our small team’s culture. Whenever we had the financial ability—especially in months when we earned a bit more—we would treat ourselves to various sweets every week or two. And, of course, we also had pizza.

Weekly team lunches? Absolutely! Inspired by the American work culture, where we would be flown to a different European country every year for fine dining experiences, I wanted to offer my employees something similar. We didn’t just go to regular cafeterias for lunch or dinner; we chose higher-end restaurants and cafes. The goal was to treat my colleagues and let them experience places they might not visit alone because they were saving money or had never tried them before.

The closest experience to my time in the U.S. happened in my second or third year as CEO when, along with our partners, we finally earned enough to afford a real fine dining experience. We enjoyed a gourmet-tasting dinner with wild boar, venison, and duck dishes. More than fifteen years ago, such a dinner for five people cost around 600 LTL (~200 EUR)—a sum that could have been a single employee’s monthly salary. Mine was only 400 LTL (150 EUR). But it was something special. I was proud and happy, just as the Americans who had once treated me must have felt. Now, I could take my colleagues out and do the same. It was a personal achievement.

This was a personal milestone and a little ego boost for me. As I write this, I wonder if my colleagues who sat with me in one of the best restaurants, Medžiotojų Užeiga, listening to the chef’s explanations and drinking fine wine, truly understood what I was experiencing. Perhaps to them, it felt like something as “must be” or just a standard perk of the job. But it was about ensuring my employees experienced what I had growing up elsewhere. At the same time, it was a clear statement that we aimed to be the best—that PrestaRock was not just about “rock-solid eCommerce solutions” but also about building a close-knit team capable of moving mountains. That was precisely how we felt when working at Presto-Changeo!

A real champagne toast and a special cake for our first company anniversary? Absolutely. Unfortunately, I don’t have a photo saved from that date. Still, I remember it being our first or second anniversary when, for the first time, both my colleagues and I tasted real champagne instead of sparkling wine. Again, it was about giving my team new experiences—letting them try things they might not have. Even today, when congratulating employees on their birthdays, I wish them a life filled with as many unexpected and joyful moments as champagne bubbles.

On top of all this, we also had branded brochures, notebooks, pens, and all the essentials that reflected our company identity. But how did we manage all this, considering the difficult early days and struggles I wrote about in my last post? The answer is simple—everything was for the company and the employees. It was all done so they would feel like they were working for a German or American-owned company. I was also pushing those 12-14 hours daily for myself and them.

So, even in the company’s first years, we were a business in the city center with all the perks and benefits. But did they truly feel that way? The answer will come in the next post.