Hyperliquid challenges the famous “996” culture: efficiency without routine is at the heart of DeFi

Hyperliquid is breaking with the infamous “996” culture that prevails in many technology sectors, especially in the traditional world of work.

This 9-to-9, six-day-a-week work mentality is often synonymous with exhausting success, but the company is taking a different approach. Instead of valuing long hours and relentless routine, Hyperliquid focuses on efficiency as its primary driver, demonstrating that in the world of decentralized finance (DeFi), much more can be achieved without sacrificing work-life balance.

Hyperliquid builds efficiency without rigid schedules

This year, Hyperliquid has emerged as a powerful player within the crypto universe, not only for its outstanding leadership in the decentralized derivatives market, but also for the particular way in which it is organized and how it understands work. 

In mid-2025, the protocol surprised everyone by reporting revenues exceeding $1.167 billion with just 11 employeesThis translates into an impressive figure: over $100 million generated by each team member. This economic efficiency placed it above many of the major tech companies, standing out not only for its numbers, but for what lies behind them.

But beyond the financial data, Hyperliquid is now at the center of the conversation for its labor approach, which breaks with traditional models. In a interview recently, its founder, Jeff YanIt revealed a fresh and critical look at the work culture that dominates especially in the Asian technology sector, known as model “996”: work from 9 a.m. to 9 p.m., six days a week.

Jeff admits that his own commitment and working hours exceed even this demanding schedule, but he emphasizes that his company isn't driven by the mere repetition of routines or the appearance of constant effort. At Hyperliquid, the focus is on authentic and meaningful contribution. Each team member is tasked with creating tools that can transform the future of decentralized finance. There are no fixed schedules or monitoring of accumulated time; instead, value lies in the real impact that each decision and task brings to the technical and strategic evolution of the project.

A minimal structure with maximum impact

Hyperliquid's operational efficiency is not explained by automation or cost reduction, but by a radically focused organizational structure. only 11 peopleThe protocol has managed to position itself as one of the most relevant players in the crypto derivatives market, a segment that demands precision, liquidity and technical robustness. 

Thus, far from the uncontrolled expansion that often plagues many startups, Hyperliquid opts for a small but extremely focused team. Its model demonstrates that decentralization is not just a technological issue, but also a way of working where hierarchy gives way to autonomy and speed in making decisions aligned with clear objectives.

Jeff emphasized that the protocol team isn't seeking to adopt a traditional corporate culture, but rather to establish new standards, with an internal commitment that drives the team to maintain "the highest bar in the industry." This self-perception of excellence fuels their daily work through conviction, not external pressure, enabling the team to operate with exceptional efficiency and technical standards, he explained. 

In this context, the story of Hyperliquid offers a crucial reflection for the DeFi ecosystem, demonstrating that productivity is no longer measured in hours worked, but rather in real impact, code robustness, and the ability to adapt to market demands. In other words, this protocol is shaping the new face of efficiency in digital finance.

Beyond performance: an ethic of contribution

Jeff's statement about routine isn't a critique of effort, but rather a redefinition of it. Instead of promoting long hours as a symbol of commitment, Hyperliquid champions a contribution ethic based on the depth of the work. This means that each team member has the freedom to manage their time, but also the responsibility to deliver solutions that meet the demands of a highly competitive market.

This model is not replicable in every context, but it does raise relevant questions for the future of work in the cryptocurrency industry. 

Its financial and operational success is not based on marketing or rapid expansion, but on a combination of technical focus, organizational autonomy, and high standards. In that sense, the protocol not only challenges the “996” culture, but also conventional notions of productivity in the financial sector.