The people behind the bunny

Hopper is a culture of makers. We build things.

The people behind the bunny

Hopper is a culture of makers. We build things.

Revolutionizing how millions of people book their travel

Building an incredible product takes an incredible team. Here, everyone has an impact — on the app and on the millions of travelers who use Hopper every day. At the heart of Hopper is our users’ trust in us, our expertise, and our passion. So everything we build, we build for them.

We move quickly, testing and iterating, thinking big and planning for the future we want, where everyone can travel. Peek any whiteboard and you’ll find grand plans. Pop into a meeting and hear world-changing, maybe even crazy, ideas. Scribble solutions on a napkin. Brainstorm over the espresso machine. This is how we build — together.

Life at Hopper

How did the humans behind the bunny find their careers? From developers to data scientists to designers, we all have the same goal: redefine how the world books travel.

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Hopper’s Leadership Principles

At Hopper, our Leadership Principles underpin everything we do — who we hire, what we value in decision making, and how we determine career advancement. When designing our Leadership Principles, we drew inspiration from some of the world's most successful marketplaces, including Amazon.

Obsess about our customers. Leaders start with the customer and work backwards. They work hard to achieve and maintain customer trust - the hallmark of a good product. Although attentive to the competition, a leader will always be obsessed with the idea of ​​satisfying his customers first and foremost.

Have ownership. Leaders are owners. They don't make sacrifices for short-term results and aren't swayed from their long-term thinking. Ownership goes beyond acting on behalf of one team, it means acting on behalf of the entire company, and never saying "that's not my job."

Hire and develop amazing people. Leaders develop leaders. They recognize people with exceptional talent and willingly move them through the organization. They are serious about their role in coaching others. Hire for potential - not experience. Invest in people.

Build for the future, not the present. “Skate where the puck is going.” Truly innovative ideas will make little or no sense in present day context. Leaders understand that building for the future requires taking a long view and that thinking small is a self-fulfilling prophecy. They avoid local maxima and focus on big disruptive ideas that will create step changes in their businesses.

Be frugal. Leaders are naturally entrepreneurial. They seek to prove new ideas quickly and before building large teams or seeking investment. They know that innovation is driven by constraint. Creative thinking happens when trapped in a tight spot.

Dive deep. Leaders operate at all levels. They use first principle thinking in their decision process, and never make assumptions. Leaders stay connected to the details. They stay skeptical, audit frequently, and notice when metrics and anecdotes differ. They aren't too good for any task.

Deliver results. Leaders don't prioritize process over results. They deliver well-timed, quality results. Leaders don't compromise, even in the face of failure. They rise to the occasion.

Invent and simplify. Leaders innovate and simplify. They take risks and embrace failure. Leaders are always looking for new ideas, and are externally aware. They do new things, and aren't limited by "not invented here." Leaders accept that when blazing a new trail, it may take a while for others to understand us.

Be right, a lot. Leaders have strong judgement and good instincts. They are right — a lot. Leaders don't just trust their gut, they seek diverse perspectives, do their research before making decisions, and work to disconfirm their beliefs.

Combat mediocrity. Leaders have high standards. Their standards are so high, some people think they are unreasonable. Leaders know that continuously raising the bar drives teams to deliver high-quality products, services, and processes. Leaders solve problems so that they stay fixed.

Have a strong bias for action. Leaders move fast. Speed matters. They know that many decisions and actions are reversible and do not need extensive study. They take risks and, yes, they break things when necessary. Leaders value building and iterating quickly.

Earn the trust of others. Leaders treat others with respect. They listen, speak candidly, and own their mistakes. Leaders give credit and praise, openly, and take the blame when it's deserved. Leaders follow through on their word and admit their mistakes, even when it's awkward. They know that trust and respect are earned by their actions.

Have backbone. Leaders commit to what they believe is right. They have the hard conversations and respectfully challenge decisions. Leaders have conviction and tenacity. They do not compromise to avoid rocking the boat. And once a decision has been made, they commit to it, wholeheartedly.

Do the right thing. Leaders have a strong moral compass and are kind and compassionate. When in doubt, they assume the best of people — not the worst. They help treat others as you would want to be treated.

Assorted Hopper Humans

A ukulele-playing developer, an engineer-turned-data scientist, a copywriter-turned-marketer-turned-product manager: at Hopper, backgrounds are diverse and unique, and pathways for growth are limitless. How will your story add to our mix?

We enable ownership and autonomy. We do this through defining decision rights and creating mechanisms to hold people accountable so that they can do their best work.


We know that part of being our best selves at work means having fun outside of working hours. We don’t just say goodbye at five. Expect board game nights, barbecues, lunch-and-learns, and company-wide offsites. We like to have fun, what can we say?

Who’s up for bouldering after work? 🧗‍
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So what do you think?

We’re a fast-paced and fun-loving team working together to solve big problems. You’d be a great fit!