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Open source as business strategy, not ideology

We chose open source because it's good business, not because it sounds nice. Auditability, portability and independence are competitive advantages — not principles.

Open source is often discussed as a matter of ideals. For us it’s first of all a matter of strategy. We build on open components because they give concrete business advantages a closed stack can’t match.

Auditability builds trust

A customer who can audit the code governing their infrastructure doesn’t have to take our word for it. Openness moves trust from promise to proof, and in sovereignty conversations that’s the difference between being believed and being chosen.

Portability is a selling point

It sounds counterintuitive to make it easy to leave. But a credible exit is the very basis for daring to stay. When a customer knows they can go, they choose us on the merits — not because they’re stuck. That forces us to be good, which is exactly the point.

We want to win by being better, not by being hard to leave.

— from Kepler’s company principles

Independence from the supply chain

An open control plane is immune to demands aimed at a single vendor in a non-EU jurisdiction. That makes us robust against decisions we don’t control — and that’s a business property as much as a technical one.

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