What we agree to build
Any new programme or significant capability change is reviewed against our responsible autonomy commitments before work starts.
Company · Governance
Governance
and oversight.
Governance in a company our size is not a committee structure — it is a small number of decisions that require more than one person to agree, and a record of why each was made. This describes how that actually works today.
The Principle
Some decisions must not
rest with one person.
Most decisions in an early-stage company should be fast and individual. A small number should not be, because getting them wrong is not recoverable: what we agree to build, who we agree to supply, what we claim publicly, and how much autonomy a system is permitted.
Our governance is deliberately narrow and concrete. Rather than describing an aspirational board structure, we name the specific decisions that require review and who has to be involved.
Reserved Decisions
Decisions that require
more than one person.
These cannot be taken unilaterally, regardless of who is asking or how commercially attractive the request is.
Who we agree to supply
End-use and end-user assessment, sanctions and export-control screening, and a judgement about lawful use. Any one of these can stop an engagement.
Degree of autonomy permitted
Where a system sits on the spectrum between operator-directed and self-directed is a governance decision, not an engineering preference.
Public claims
What we say a system can do is reviewed before publication. Our systems are in R&D and every page must say so.
Safety-relevant changes
Changes affecting safety limits, failure behaviour or the operator's ability to intervene require review and a recorded rationale.
Handling of sensitive material
Whether and how we accept classified, export-controlled or proprietary information from a third party.
How It Works Today
Small, but
not informal.
At our size, governance runs through a handful of practices rather than a hierarchy. Each is designed to survive the company getting larger.
- Recorded rationaleReserved decisions are written down with the reasoning, not just the outcome. A decision nobody can reconstruct cannot be reviewed.
- Separation of advocate and approverWhoever wants to do the thing is not the only person who approves it.
- Escalation is expectedRaising a decision upward is treated as good judgement, never as an inability to decide.
- Reviewed as we growThese practices are reviewed periodically and will formalise into a board and defined committees as scale requires.
GovernanceCurrent Practice
StageEarly-stage private company
Reserved decisionsRequire more than one approver
RecordRationale written, not only outcome
Ethics routeethics@rewinddynamics.com
Last reviewedAugust 2026
We are a private, early-stage company. This page describes governance as it is actually practised today rather than a structure we intend to adopt later; it will be updated as the company formalises. We do not publish individual officer details at this stage.
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