Remote Working

“Post-COVID, once the Zoom era started, and once everyone started understanding remote, it's the easiest thing in the world to sell now. People just get it, and they know it's possible, and they expect it to work.”

“There's a working identity crisis that can be spurred by remote working, which is, you know, I trained as an accountant, I took the exams, I'm now part of a gigantic accounting firm, et cetera, but now it's 12 o'clock, and I've been in my room, and I'm very fa…”

“I think being remote is an exceptionally bad idea for most companies.”

“It was very clear that someone who was an early career person, they did not want remote. It wasn't, it was something that, you know, they thought about yes, no, they literally didn't want it. They wanted the office because they wanted the learning. They want t…”

“Companies like Deal and like Remote actually have not built underlying global payroll or payroll really of any kind. And so those companies are sort of secretly running on Other payroll systems country by country.”

“Today we have over a thousand people in 70 countries around the world.”

“And at Ramo, our founders developed our values before they ever even had a product.”

“We discourage emails and private Slack channels, and we encourage everyone to share their work publicly early and often.”

“And as a proof point, we get 10,000 applications every month.”

“And if we had to have meetings to get something done or to make a decision, we would never be able to move at the pace that we need to move at.”

“We always default to collaborating async and public channels and Slack, and the fact that it is public actually forces people to be really thoughtful about how they communicate with each other.”

“Our goal is to actually avoid meetings as much as possible, and our CEO will even call us out if he thinks we're having too many meetings, and he asks us all the time to kill meetings.”

“Our motto is always search first, ask questions later. So being kind also means trying to find the information yourself and not making someone else do the work for you.”

“Well, we look only at outcomes, so we don't track the time spent on the screen. We only look at the outcomes that the individuals are producing, and so, you know, we have performance periods, for example, and we encourage all of our managers to have regular on…”

“This is going to be evolving over the next 10 years to figure out, like, what the right equilibrium is between remote and Hybrid workplace and office centric.”

“There is so much value to having the early team be in an office together. I think not just developing relationships, but also the, like, You know, eight o'clock at night, everybody's still in the office. Oh, this thing came up. Let's all jump in the room and w…”

“We do think the demise of the office is a place where people convene, where companies' cultures and visions and missions are reinforced, particularly for new employees as these companies grow and change, will remain more important than those who say everybody …”

“And so for us, we changed the rule to be, like, if you're discussing something for, like, 15 minutes, at that 15 minute mark, just, you gotta stop and go on to whatever the next thing you have to do, like, to get to, like, what you say is default action. And w…”