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Key Takeaways To scale our remote team successfully, we changed communication as the team grew global, unified multiple collaboration and workflow tools and changed what we looked for when hiring.
We also started measuring impact instead of a person’s presence, built a culture that recognizes efforts and started using timezone differences to our advantage.
When we started scaling our team, we must’ve made every mistake in the book.
But today, we’re wiser and run a 500-plus-person organization. And remote absolutely works.
But it only works because we stopped treating distribution as a constraint and started treating it as organizational architecture.
Related: I Employ 75 People Across 10 Countries — Here Are the 3 Skills That Helped Me Build My Global Team
1. We changed communication as the team grew global
Early on, we’d schedule meetings across time zones. Someone was always at 6:00 a.m., someone else at 11:00 p.m. But that slowly built resentment, and we could see that happening.
So we took an async-first approach instead. Yes, we have synchronous windows where our U.S. and European teams overlap for a few hours. We protect that time fiercely. But everything else runs asynchronously. Test plans get documented. Defect reports are thorough, with screenshots, environment details and reproduction steps.
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