We became a certified B Corp this month!

It took longer than I expected. It also asked better questions than I expected.

The process does not care much about what you say your values are. It asks what is written down, how decisions get made, what happens when there is a trade-off, and whether the people inside the business would recognise the culture you describe to everyone else. That mattered to me.

inBeta exists because too many leadership decisions are still made in ways that are not transparent enough, fair enough or accountable enough. If we are asking clients to bring more discipline to evidence, bias and governance, we cannot leave our own standards at the level of intent.

That is why this was never a marketing exercise. I wanted the test while we were still small enough for it to shape the company's structure, not to arrive later as a badge once the habits were already set.

Some of the work behind it was straightforward. Some of it was less flattering. We found gaps between what we thought we were doing and what we had actually formalised. We tightened governance. We changed the process. We closed most of the distance. A bit of it is still work in progress, which is probably how it should be.

The useful thing about B Corp is that it makes self-description harder. It forces you to look at governance, community, environmental impact, supply chain and the lived experience of the people inside the company. Not in theory. In practice.

We are still early. That is exactly why this matters now. It will not make us a good company on its own. But it does make it harder to be careless about the kind of company we are building.

Read more about inBeta, now a B Corporation →