A few years ago, we had a bottleneck within our organization at Super.com, the membership program focused on saving, earning, and credit building. Every new idea depended on our engineers, and our internal requests were piling up faster than we could clear them.

We were adding new people to our company every week, but our engineering team was underwater. Every new feature, every minor internal tool, every process tweak depended on our developers. We were hiring as fast as we could, but it felt like shoveling sand against the tide.

So we tried something different. We started teaching non‑technical employees (designers, product managers, operations leads, corporate support teams) how to build their own tools and automations. At first it felt radical. Then it felt obvious.

Fast forward: we

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