What I like here is that you are reframing the debate. It is not remote versus in-person. It is whether your operating model is designed intentionally for distributed coordination. Past a certain headcount, it has to be.
The Deel numbers strengthen the argument. Revenue growth of that speed, without offices, removes the usual credibility objection. It forces people to confront process rather than preference.
The interesting tension is cultural density. How do you preserve speed, trust and decision clarity when everything is mediated through screens? What changed internally once you crossed 500 people?
“You can’t motivate someone to do something they don’t want to do.” — understanding people is more important than understanding their raw capabilities. Thanks for this thoughtful piece!
Hiring for ownership usually matters more than geography.
Very nice
Thanks for reading!
It’s a bold blueprint, but hard to argue with those growth numbers.
wow Alex amazing post! thanks for sharing!
What I like here is that you are reframing the debate. It is not remote versus in-person. It is whether your operating model is designed intentionally for distributed coordination. Past a certain headcount, it has to be.
The Deel numbers strengthen the argument. Revenue growth of that speed, without offices, removes the usual credibility objection. It forces people to confront process rather than preference.
The interesting tension is cultural density. How do you preserve speed, trust and decision clarity when everything is mediated through screens? What changed internally once you crossed 500 people?
“You can’t motivate someone to do something they don’t want to do.” — understanding people is more important than understanding their raw capabilities. Thanks for this thoughtful piece!
Thanks for reading!!