Building Remote-First Teams That Actually Work

The pandemic accelerated a shift that was already underway: the rise of distributed, remote-first teams. At Getia, we've operated remote and hybrid teams across our portfolio companies since before COVID made it mainstream. This article shares what we've learned about making remote work actually work.

Remote-First vs. Remote-Friendly

First, an important distinction:

Remote-friendly: We have an office, but you can sometimes work from home.

Remote-first: Remote is the default. Everything is designed for distributed work.

This distinction matters enormously. Remote-friendly organizations often create two classes of employees: those in the office who have informal access to information and influence, and those outside who are always catching up. Remote-first organizations design for everyone to have equal access regardless of location.

Principles of Effective Remote Work

1. Written Communication by Default

Remote work requires excellent written communication. When you can't pop by someone's desk, you need to express ideas clearly in text.

This means:

• Writing detailed project briefs and documentation
• Explaining decisions asynchronously so everyone can understand context
• Using threads and organized channels rather than scattershot messaging
• Treating writing as a core skill, not an afterthought

The side benefit: better documentation means better institutional knowledge and easier onboarding.

2. Asynchronous by Default, Synchronous When Needed

Not everything needs a meeting. In fact, most things don't. Default to async communication—written updates, recorded videos, threaded discussions—and reserve synchronous time for what truly requires it:

• Complex discussions requiring rapid back-and-forth
• Relationship building and social connection
• Sensitive conversations (feedback, conflict resolution)
• Collaborative creative work

3. Explicit Over Implicit

In an office, much information flows implicitly—overheard conversations, body language, hallway context. Remote requires making this explicit:

• Document decisions and rationale, not just outcomes
• Over-communicate status and progress
• Be explicit about availability, working hours, and response expectations
• State the obvious—what's obvious to you isn't obvious to everyone

4. Trust by Default

Remote work requires trusting that people are working even when you can't see them. We believe this is how it should be: judging on output, not presence.

If you find yourself wanting to monitor keystrokes or require cameras always on, you have a trust problem that surveillance won't solve. Either the person isn't performing (address that directly) or you're micromanaging (address that in yourself).

Building Connection Remotely

The biggest challenge in remote work isn't productivity—it's connection. Humans need social bonds, and those are harder to build through screens.

Intentional Social Time

Schedule time for informal interaction. This might be:

• Virtual coffee chats between random pairs of team members
• Beginning of meetings reserved for non-work conversation
• Virtual social events (game nights, show-and-tells)
• Slack channels for non-work interests

In-Person Gatherings

Periodic in-person time is valuable even for fully remote teams. We suggest considering:

• Quarterly or annual team gatherings
• Project kickoffs in person
• Optional co-working for those in the same city

These don't need to be elaborate or expensive—even simple gatherings build bonds that sustain remote collaboration.

One-on-Ones

Regular one-on-one meetings between managers and reports become even more important remotely. They're often the primary relationship-building touchpoint.

Tools and Infrastructure

Remote work requires good tools, but the tools matter less than how you use them. Our current stack includes:

Communication

• Slack for real-time and asynchronous chat
• Email for formal/external communication
• Zoom/Google Meet for video calls
• Loom for async video updates

Collaboration

• Notion for documentation and wikis
• Linear for project management
• Figma for design collaboration
• GitHub for code and technical work

Principles for Tool Use

• Fewer tools, used consistently, beats many tools used chaotically
• Default to public channels over DMs for discoverability
• Invest time in organizing information so it's findable

Hiring Remote-Ready People

Not everyone thrives in remote work. When hiring for remote roles, look for:

Strong Written Communication

Pay attention to how candidates communicate in writing during the hiring process. It's a preview of how they'll communicate as employees.

Self-Direction

Remote workers need to manage their own time and priorities without constant oversight. Look for evidence of self-direction in previous roles.

Proactive Communication

The best remote workers over-communicate rather than under-communicate. They provide updates without being asked.

Home Environment

While we don't require dedicated home offices, workers need an environment where they can be productive. Discuss this during hiring.

Common Remote Work Mistakes

Endless Meetings

Replacing hallway conversations with scheduled meetings leads to calendar gridlock. Be ruthless about which meetings are truly necessary.

Always-On Expectations

Remote can blur work/life boundaries. Set explicit expectations about response times and working hours to prevent burnout.

Neglecting Onboarding

Remote onboarding requires more structure than office onboarding. Document everything new hires need to know and assign buddies for questions.

Isolation

Some people struggle with the isolation of remote work. Check in regularly on how people are doing, not just what they're producing.

Conclusion

Remote work isn't harder or easier than office work—it's different. Success requires intentional practices around communication, connection, and culture that might happen naturally in an office.

For companies that invest in building remote-first capabilities, the benefits are substantial: access to global talent, reduced real estate costs, and often improved focus and productivity. The key is approaching remote as a distinct operating model, not just office work minus the office.