Growing Is Collective — How NTQ Members Strive Together To Grow

Over the past 15 years, NTQ’s growth has never been shaped by individual achievement alone. It has been built through people growing alongside one another — across projects, across teams, and across different stages of both work and life. From the company’s earliest days, teams learned together, adapted together, and supported one another through unfamiliar challenges as NTQ continued expanding into new markets, technologies, and business models.

That spirit of togetherness has extended beyond the workplace itself. Across different moments over the years — including difficult periods such as natural disasters or personal hardships affecting employees and their families — NTQ members have consistently shown up for one another through practical support, coordination, and shared responsibility. As the organization grew larger, that culture continued to evolve through everyday collaboration, mutual trust, and the willingness to move forward together through both opportunities and challenges.

Over time, growing together has become more than a cultural characteristic at NTQ. It has become one of the foundations that enables the company to sustain long-term growth while continuing to evolve through each new stage of its journey.

At the Beginning, Growing Together Was About Discovery Together

When NTQ was founded on June 13, 2011, the company did not begin with a fully defined business model or a detailed roadmap for expansion. It started as a small group of engineers with strong technical credibility, but limited experience in building and operating a company of their own.

In those early days, growth was shaped largely through shared exploration. While delivering projects for clients, the team was simultaneously learning how to structure operations, support customers, and define a sustainable direction for the business.

Without established processes or abundant resources, many decisions were worked out collectively through experimentation and day-to-day collaboration. Teams adapted quickly, supported one another across responsibilities, and gradually built practical ways of working through experience rather than predefined models.

That same mindset shaped several important decisions during NTQ’s formative stage. As the company evaluated different paths for long-term growth, discussions around business direction were approached openly across the organization. 

The learning extended beyond technology and operations. Recognizing early that language capability would be essential for accessing international markets, the team organized daily English practice sessions inside their small 10m² office. Progress came gradually, through repetition, experimentation, and mutual encouragement.

Looking back, these early experiences established a pattern that would continue to shape NTQ over the years ahead: Growth was never treated as an individual pursuit, but as a process of continuous discovery together. 

A Culture of Sharing That Became a Competitive Advantage

As NTQ scaled, the informal habits of the early team faced a real test. When a company grows from a handful of founders to hundreds of engineers across multiple business units, the easy knowledge-sharing of a shared room doesn’t survive automatically. It has to be rebuilt, deliberately, in new forms.

NTQ rebuilt it.

Inside each operating center, knowledge-sharing took on distinct but recognizable shapes. Learning groups formed around technology disciplines — Java, C#, Frontend, QA — run not by external trainers, but by senior engineers who had earned their skills through real project delivery and wanted to pass them forward. Internal seminar programs gave practitioners a platform to share lessons from live projects: what worked in a difficult deployment, what a new Japanese client’s communication style actually required, how to think about a technical problem that had stumped the team for weeks.

Beyond these structured sessions, knowledge continued to flow through the week in quieter ways. Akademy Department’s weekly newsletter became a shared rhythm across the organization — curating resources, recommended reads, and insights worth pausing on. It was a small but consistent gesture toward something larger: ensuring that every member, regardless of project or seniority, had equal access to ideas worth growing with.

The numbers behind this commitment are worth naming: 40+ flagship training programs running across the organization, adding up to 20,000 training hours every year. Not as a headline metric, but as a measure of how seriously NTQ treats the question of what its people know — and what they’re still learning.

This ethos of sharing without hoarding is part of what makes NTQ’s teams distinctive in client engagements. When engineers learn together, sharing what they know, questioning what they don’t, they develop more than technical depth. Collaboration sharpens communication, and the habit of knowledge-sharing practiced within a team naturally extends to how they work with clients. The transparency, the proactive communication, the willingness to surface a problem early rather than hide it — these are habits shaped by years of internal culture, not by a policy document. 

The culture of sharing at NTQ extends beyond knowledge exchange — it actively empowers members to contribute ideas that shape how the organization works. In 2025, NTQ launched the Innovation Arena, a company-wide competition that brought together 13 teams from across business units and member companies to pitch technology-driven solutions to real operational challenges. 

What made it distinctive was its inclusivity: participants were not only engineers and developers, but also members from non-technical functions such as recruitment, business development, branding and communications, each addressing the problems closest to their own work. The most promising ideas were evaluated directly by NTQ’s leadership, with winning proposals considered for immediate investment and implementation. 

Innovation Arena was not simply a contest. It was a signal that at NTQ, every member has a voice worth hearing, and that meaningful change can come from anywhere in the organization.

For NTQ’s clients and partners, what this translates to is consistency. A company that shares knowledge internally produces teams that don’t hoard information externally. A company that admits difficulty openly inside its own walls builds people who can do the same in a client relationship. The culture of sharing is not just an internal virtue — it is one of the most meaningful things NTQ offers to the partnerships it builds.

Belonging As A Part Of Collective Growth 

Not every chapter of NTQ’s journey has been defined by momentum alone. There were periods of uncertainty, moments when teams had to navigate unfamiliar challenges, adapt quickly, and support one another through changing circumstances. Through each chapter, what kept NTQ moving forward was never simply process or structure — it was the people who chose to stay beside one another.

Over the years, that spirit of connection has grown far beyond work itself. At NTQ, colleagues are not only teammates on projects, but companions in everyday life. Across the company, internal clubs and community activities have become spaces where members freely share passions, interests, and personal connections — from sports and music to gaming, volunteering, and cultural exchange. These are not just extracurricular activities, but real expressions of a culture where people genuinely enjoy spending time together, supporting each other, and building friendships that extend beyond the office.

That same spirit also extends into the way NTQ’s community responds during difficult moments. Through the “Growing Kindness Together” initiative, NTQ has organized internal fundraising activities, donation campaigns, and encouragement programs to support members and families facing hardship. Contributions have come from many meaningful activities across the company — from fundraising competitions and internal creative events to direct donations from individuals and departments. Beyond financial support, these efforts reflect something more meaningful: a culture where people genuinely care for one another and are always willing to offer encouragement when it matters most.

That spirit was reflected clearly when Typhoon Yagi — the strongest storm to hit northern Vietnam in 70 years — made landfall near Quang Ninh in 2024. In the days that followed, floods and landslides swept across 26 northern provinces, affecting more than 3.6 million people and disrupting countless families and communities, including NTQ members and their loved ones. NTQ teams across departments quickly came together to coordinate support efforts, share updates, mobilize donations, and provide practical assistance and encouragement for affected colleagues. What emerged during that time was not simply a corporate support initiative, but a reflection of the culture NTQ had built over 15 years — one where people instinctively turn toward each other when challenges arise.

Over time, “Growing Kindness Together” has become more than an initiative. It represents the spirit of companionship, empathy, and generosity that continues to shape NTQ’s community — where acts of support and connection are naturally embedded in everyday culture, both inside and outside of work.

That sense of belonging also shapes the way people collaborate professionally. When individuals trust each other as people first, communication becomes more open, teamwork becomes more natural, and challenges are approached with a stronger sense of collective responsibility. The culture of connection built through everyday interactions becomes a foundation for how teams operate under pressure, solve problems together, and move projects forward with a shared sense of trust and commitment.

What This Means Beyond NTQ

Collective growth, practiced consistently over time, produces something that extends beyond the organization practicing it.

NTQ’s engineers have helped build healthcare systems, financial platforms, logistics infrastructure, and digital products used by hundreds of thousands of people across Japan, Korea, Southeast Asia, and beyond. The quality of that work — its reliability, its attention to client need, its responsiveness to challenge — is in part a function of how the people who built it have been shaped: by learning from each other, by being supported through difficulty, by operating inside a culture that treated their development as a shared responsibility.

This is the quiet mechanism by which a company’s internal culture becomes a contribution to the world outside. When NTQ’s engineers carry a habit of transparent knowledge-sharing into a client project, they raise the quality of that project. When NTQ’s leaders invest in building the capability of the Vietnamese IT workforce — through internal training programs, through industry initiatives, through the deliberate development of the next generation of technical talent — they contribute to something larger than their own business outcomes.

Vietnam’s technology sector has grown dramatically over the past 15 years. Many forces have driven that growth: government policy, global demand for outsourcing, the ambition of a young, technically skilled workforce. One of those forces, quieter and harder to measure, has been the companies that built cultures of genuine investment in people — who understood that the way you develop your own team shapes the industry your team helps to define.

NTQ is one of those companies. Its 15-year contribution to Vietnam’s technology sector is not only in the products shipped or the revenue earned. It is in the thousands of engineers who have passed through its culture of learning and sharing, and who carry that culture with them wherever they go.