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B
Thank
you
say:
my
name
is
Eureka
I'm
co-founder
of
a
company
called
util.
We
are
we've
been
in
winter
18
patch
of
Y
Combinator,
and
we
are
a
marketplace
for
hiring
software
development
teams.
So
remote
teams
is
very,
very
familiar
topic
for
me.
That's
why
I'm
doing
talk
about
this
and
I'm
actually
going
to
put
together
a
book
called
remote
stories
of
success
and
within
about
a
year?
B
So
that's
what
I
asked
for
for
this
interview
and
yeah
see
it
thanks
for
you
know,
sharing
your
experience.
Let's
start
with
one
thing:
the
companies
who
achieved
massive
success
with
distributed
teams
very
often
put
a
lot
of
effort.
Evangelizing.
This
approach
right
get
locked,
has
the
famous
remote
manifesto,
the
handbook
and
these
videos.
Trees.
Zapier
has
its
own
huge
guide
and
remote
work
by
Jason
freedom,
Basecamp
Blish
the
book
on
remote
work.
Why
do
you
feel
this
is
important
to
promote
this
specific
side
of
your
company
experience?
B
A
A
The
the
handbook
is
not
meant
as
a
promotional
tool.
It's
meant
to
as
a
way
to
quickly
skill
the
company
we
can
double
every
year,
so
most
of
the
people
that
will
be
here
in
a
year
are
not
at
the
company
right
now.
So
if
you
implement
a
new
process
or
you
make
a
change,
you
should
optimize
for
the
people
who
aren't
at
the
company,
so
you
can
send
the
email
because
you
don't
have
to
email
all
those
new
people.
Yet
it's
the
only
way
to
do
it
is
through
a
handbook.
B
A
Wasn't
really
the
reason
why
we're
Sur,
transparent?
The
reason
we're
transparent
is
because
we
are,
the
company
was
made
created
after
an
open
source
project.
So
good
luck,
the
open
source
project
was
there
and
then
the
company
came
about
where
I
frequently
saw
is
that
that
doesn't
turn
out
right.
Most
companies
kind
of
lose
the
community
they
originated
from,
and
part
of,
that
is
that
the
community
doesn't
understand
what's
happening
in
the
company.
There's
no
visibility
into
it
and
they
they
have.
They
cannot
see
how
a
company's
thinking.
A
B
C
A
Your
question
is:
why
do
you
think
other
founders
prefer
being
co-located
well,
I?
Think
one
of
the
reasons
is
it
works
really?
Well,
if
you
are
all
in
the
same
room,
if
you're
a
team
of
seven
people,
I
think
nothing
beats
being
in
the
same
office,
the
speed
of
iteration,
the
information
sharing,
it's
just.
It
can
just
be
very,
very
high
and
I
think,
based
on
that
positive
experience,
people
keep
using
the
same
model,
however,
I
think
as
the
company
gets
bigger,
I
think
it's
harder
and
harder
to
get
benefit
out
of
the
being
co-located.
A
It's
like
it's
nice
if
you're
on
the
same
room,
it's
not
so
nice.
If
you
own
the
same
floor,
it's
not
so
nice
if
you're,
all
in
the
same
building.
It's
not
so
nice
if
you
own
the
same
city
like
as
you
get
bigger
that
the
benefits
are
reduced
or
the
benefits
of
working
in
public
channels
and
writing
things
down.
Those
benefits
tend
to
accumulate.
So
I
think
there
might
be
this.
A
B
A
Treat
jobs
as
a
founder
of
a
company
is
to
make
sure
there's
a
clear
strategy.
Is
the
right
one
that
everyone
understands
that
there's
enough
money
and
that
you
get
the
best
people
to
to
work
on
it
getting
the
best
people
it's.
It
would
be
a
big
coincidence
if
they're
all
located
and
where
you're
starting
your
company
so
I,
don't
think
it
makes
sense
to
try
to
limit
your
search
for
those
people
to
just
where
you,
coincidentally,
tend
to
be
figure,
make
sense
to
to
find
a
whole
other
set
of
feet
on
this.
B
C
A
A
I,
think
it
wears
off
and
gradually
you'll
realize
that
it's
there's
not
any
any
personal
limit
to
it.
Of
course
you
have
to
keep
making
the
model
better,
but
we
now
believe
that
there's
no
reason
to
change
for
now,
but
it's
it
can
become
a
dark
line
like
remote
is
not
one
of
our
values,
we'll
do
whatever
works.
A
B
B
A
Why
it
works
better
for
us
one
thing
we
mentioned
already,
and
that
is,
if
you
scale
rapidly
it
works.
If
you
work
this
synchronously,
we
have
a
lot
of
people
onboarding
every
single
day.
Sometimes
we
make
sixteen.
How
are
your
hires
a
week
now,
if
you
have
all
those
people
asking
the
same
questions,
that's
a
big
burden
or
your
organization.
The
onboarding
issue
now
contains
over
150
items.
So
if
you
have
16
people
joining
times,
150
things
that
they
have
to
ask
plus
2,000
pages
in
the
handbook
of
which
let's
say
200
pages,
are
relevant.
A
She
got
500
questions
for
hire,
let's
say:
10
new
hires,
that's
5,000,
questions
being
asked:
that's
a
lot
of
questions
being
asked.
That
is
all
time
that
could
be
spent
on
something
else.
What
people
universally
reported
get
live
is
that
people
are
so
open
to
answering
questions
and
I
always
think.
Yes,
that's
because
we
address
95%
of
them
up
front.
So
there's
a
lot
of
you
were
questions
left
and
people
are
more
open
to
answering
them.
B
A
A
First
day,
first
day
of
the
pro
and
this
report
sent
me
a
link
on
slack
DM
me
now,
suddenly,
the
shadow
cannot
follow
along
because
we
work
in
our
agenda.
It's
people
are
all
into
messaging,
like
the
natural
state
of
things
is
for
people
to
say
something
to
DM
so
on,
instead
of
working
in
a
structured
format,
this
is
unnatural
and
it
takes
constant
reinforcing
to
to
do
that
to
have
it
written
down
and
I'm
like
a
broken
record
about
this
and
I'm
trying
to
lead
by
example,
mm-hmm.
C
C
B
Well,
we
had
this
morning
we
had
our
weekly
call
in
our
company
and
we
are
also
distributed.
We
have
locations
so
and
people
were
complaining
because
we
have
like
these
weekly
calls
and
we
have
product
demos
happening
like
every
two
weeks
and
like
people
from
business
department.
They
said
you
know
it's
like
it's
really.
B
A
The
first
thing
you
should
do
is
make
all
meetings
in
the
company
optional.
The
second
you
should
do
is
encourage
people
to
not
pay
attention
during
meetings
but
work
on
other
stuff.
So
you
can
join
a
club,
it's
totally
okay,
to
do
email,
just
mute
yourself,
so
that
people
don't
have
to
listen
to
your
keyboard,
but
don't
force
people
to
sit
through
something
that
might
not
be
of
benefit.
A
B
A
For
their
brains
are
for
dumb
being
a
manager
of
one
and
then
dictating
to
them
how
they
should
spend
their
time
I
think
that's
it
I
think.
That's
it.
That's
a
very
strange
thing:
if
there's
value
for
people
and
things
they'll,
do
it.
If
there's
no
value,
they
won't
do
it
it's
up
to
them
to
produce
the
result,
and
they
should
they
should
be
managing
their
time.
You
don't
want
to
get
into
time
management
of
someone.
The
fourth
thing
you
can
do
or
the
free
thing
I'm
not
sure
what
number
I'm
at.
A
But
if
you
do
a
product
demo,
why
don't
you
record
that
up
front
and
have
that
linked
from
the
attendance
that
people
can
prepare
that
the
people
that
are
interested
in
seeing
a
college
demo
they
can
consume
that
up
front?
Your
meeting
is
very
valuable
time
because
it
takes
coordination
to
have
everyone
in
the
same
meeting.
Then
you
should
use
what's
special
about
having
everyone
together.
A
At
the
same
time,
the
interaction
interaction
super
valuable
everyone
understands
that
a
meeting
it
has
a
different
vibe
than
going
back
and
forth
over
text
messages
or
discussions
are
an
issue
so
use
it
for
words.
It's
good
at
interaction.
So
until
not
very
many
meetings
have
a
presentation
which
you
cannot
present
it
so
this
morning
was
a
good
example
at
our
compliance
team.
They
prepare.
The
presentation
was
a
really
good
one
and
consisted
of
10
slides.
Not
a
single
slide
was
presented.
A
We
just
started
with
Q&A
and
we
talked
for
I
think
twenty
two
minutes
in
the
end
of
a
meaning
that
for
the
maximum,
should
run
about
25
minutes.
So
we
filled
everything
but
interaction,
and
if
people
want,
if
people
don't
understand
the
slide,
they
can
ask
like
hey.
Can
you
present
that
slide
because
it
I
didn't
get
any
detainees?
A
That
and
I
cannot
do
a
meeting
from
there
because
there's
no
self
allow
in
our
fitness
center,
which
is
the
reasonable,
but
I
can
watch
a
product
demo
with
my
headphones
on
plus
I
can
speed
it
up,
because
I
can
listen
faster
than
most
people
and
talk
and
then
you'll
find
out
that
goes
for
most
people,
so
I
can
speed
it
up.
One
1/2
X,
2
X
I
did
ben
horowitz
in
inauguration
speech
at
Columbia
University
a
50%
extra
faster.
A
B
Right
so
going
back
to
like
general
experience
with
with
remote
teams,
so
there
are
we
ready
made.
Some
are
the
most
famous
examples
like
Zakir
or
Basecamp.
Are
you
familiar
with
like
their
methodologies
like
how
do
they
approach
management?
You
know,
treatment,
meetings
and
so
on
and
other
specifically
some
things
you
disagree
with
that,
like
you
prefer
to
do
different
yeah.
A
I
had
dinner
with
a
bunch
of
companies
about
all
remote
and
and
the
xapi
people
talked
a
lot
there
and
I
Messiah
I
can't
remember
anything.
We
disagree,
I
think
we
disagreed
about
one
thing,
but
I
don't
remember
it
so
I'm.
Sorry
about
that
I
think
Basecamp
I,
don't
necessarily
disagree,
but
I
do
we
have
done
things
different?
So
maybe
we
don't
disagree,
but
we've
done
something
different.
We.
C
A
A
Stopped
me
if
I
want
to
raise
external
capital
because
of
what's
very
aware
of
the
dumb
sons
mm-hmm,
it
does
allow
you
to
grow
faster,
which,
and
it
does
allow
you
to
have
a
shot
at
becoming
a
public
company
and
hiring
really
great
people
to
help
you
so
I
do
think
for
the
companies
that
have
a
shot
at
making
it
to
a
public
company.
Vc
is
a
very
interesting
run
and
it
decreases
your
odds
of
success
and
it
means
more
pressures,
pressure
to
monetize
and
less
freedom
as
a
as
a
business
owner.
B
Okay,
yeah.
We
had
it's
interesting
because
we
had
a
big
discussion
about
fund
raising
like
whether
we
should
raise
around
or
not
because
will
happen
to
bootstrap
like
first
in
those
two
years,
but
at
the
end
we
decided
to
take
the
investors,
money
and
I,
don't
right.
So
next
question
is
really
seven
questions.
The
price
of
one
based
on
based
on
progress
and
conversations
with
other
founders
I
tried
to
systematize
the
most
common
objections
against
having
a
remote
team.
B
What
I
ended
up
as
a
working
title
of
seven
deadly
sins
remote,
namely
so,
namely
these
are
IP
theft
or
forty
communication
gaps,
time
zone,
difference,
lack
of
employees,
motivation
and
and
loyalty,
weak
culture,
link,
distractions
associated
with
working
from
home
and
new
employee
onboarding
challenges.
I
think
we
have
addressed
the
last
one
already,
but
it
would
be
really
cool
if
we
can.
You
know
really
briefly
address
like
each
of
those
concerns
like
IP
theft
of
hoarding.
A
B
A
Well,
I
think
most
companies
nowadays
allow
people
to
travel
with
a
laptop
because
they
have
to
frequently
travel
and
you
want
to
be
effective
on
the
road.
So
I
don't
think,
there's
a
big
difference
there.
Now,
if
you
have
a
lab-
and
you
don't
allow
anybody
outside
of
the
lab
and
you've
kept
all
those
use,
B
ports
that
make
sense
like
then
you're,
more
secure
but
I-
think
for
95%
of
the
companies.
I
work
with
people
have
laptops
and
are
allowed
to
bring
them
outside
office.
Emesis
and
I.
B
A
Think
you
can
have
that
I,
don't
see
the
difference
between
a
co-located
company
and
in
general
get
that
we
write
more
down
so
other
people
too
many
people
miss
it
mode
to
to
make
sure
you
don't
have
to
have
someone
on
the
back
to
get
information
and
I
think
that's
a
great
practice
and
as
you
promote
houses
that,
because
urine
you
can
stand
people
on
the
shoulder.
You
want
optimized
for
it
not
having
to
do
that.
A
A
A
A
A
A
No
reason
for
loyalty
to
be
different:
I,
don't
like
the
word
loyalty,
because
lawyers
always
if
you
leave
some
company
you're,
not
loyal
I,
think
people
are
free
agents
that
they
should
do
whatever
it's
better.
If
we're
talking
about
retention,
our
attention
is.
Ninety
percent
year-over-year
in
our
industry
average
has
a
picture
of
about
eighteen
percent.
So
almost
that's
twice
as
good
as
industry
average
I
think
part
of
that
is,
people
can
follow.
For
example,
there
the
partners,
your
partner,
needs
to
move.
They
can
keep
their
job,
but.
B
C
A
A
If
you
talk
about,
we
see,
we
see
culture,
maybe
as
sharing
our
values
and
with
your
values,
you
can
be
much
more
I,
think
you
don't
enforce
them
to
all
being
in
the
same
office.
You
enforce
them
to
who
you
give
compliments
to
who
you
give
bonuses?
Who
you
promote,
who
you
hire
and
who
you
let
go
dance.
B
A
Reinforce
culture,
so,
for
example,
today
we
had
someone
proposing
a
promotion,
but
there
was
no
document
that
linked
to
our
values
and
that
promotion
will
not
happen.
Every
promotion
we
specify
how
this
person
showed
that
they
live
our
values,
and
we
do
that
with
everything.
Last
year
we
had
the
3,400
3,400
messages
that
thanked
another
person.
80%
of
the
company
left,
190
percent
of
the
company
was
fined
for
something
and
we
linked
those
to
our
values
to
using
emojis
with
our
values
on
them.
A
C
A
Get
if
you
hope
to
get
your
values
share
to
couldn't
seen
people
in
the
same
room,
I
think
you're
up
for
a
huge
disappointment,
because
if
you
grow
more
than
twice
for
you,
you
dilute
things
really
really
fast.
You
diluted
faster
than
you
can
increase
the
concentration
I
think,
but
it
might
also
intent.
We
cultural
links
is
a
lack
of
empathy
in
and
social
bonds
in
the
organization.
A
Have
to
almost
engineer
into
the
company
so
that
you
take
time
to
get
to
know
each
other
I
think
there's
a
big
benefit
to
known
each
other
outside
or
outside
of
a
direct
work
context.
So
what
we
do
it
get
lab
four
times
a
week.
There's
a
breakout
call
with
a
group
of
people.
You
talk
about
life
outside
of
work.
We
have
coffee
breaks
or
coffee
chats.
We
schedule
25
minutes
with
another
person
just
to
get
to
know
them.
A
We
have
a
travel
stipend,
but
if
you
visit
other
team
members
will
pay
for
that.
So
and
there's
there's
a
couple
of
more
examples,
but
we
spend
great
time
and
effort
making
sure
these
things
happen.
You
get
that
water
cooler
conversation.
Actually
you
get
better
than
water
cooler
conversation.
If
you
don't
talk
about
the
weather
or
the
sports
team,
better
things
more
important
and
personal
to
you.
A
Those
are
certainly
present,
I
think
they're
hardest
on
people
who
have
kids
yeah
the
benefit.
The
outside
is
also
the
the
biggest
for
those,
because
they're
very
flexible
with
their
time
Minich,
and
they
can
be
there
for
their
loved
ones
when
they
need
to
be
there.
If
you
live
in
our
values,
we
say
family
and
friends
first
work.
Second,
we
try
to
lift
that
and
people
if,
for
example,
people
don't
want
to
work
out
from
home,
but
we
want
to
work
from
a
co-working
space
or
in
a
rented
office
somewhere,
we'll
pay
for
that.
B
B
A
So
Erica
who
just
joined
us
the
first
CEO
Shadow,
is
watching
the
streams,
hi,
Erika
and
and
si
will
help
with
documenting
things.
That
I
think
we
should
document,
but
I
don't
have
the
time
to
do
the
entire
writer.
So
I
think
that's
that's
my
that's
the
personal
kind
of
benefit
I'll
get
from
having
the
CEO
shadow
program.
A
We
have
a
good
lab.
We
have
a
huge
product
scope,
so
we
want
to
make
sure
that
every
kind
of
category
that
we
have
not
product
and
there's
about
80
of
them-
that
we
know
what
the
maturity
is,
what
the
associated
issues
are
etc,
who
the
responsible
people
are
who's,
do
UX
person
for
this
who's,
the
product
manager
for
this,
and
that
took
a
lot
of
organizing
and
automated
a
lot
of
that.
But
in
the
end
it
was
like
Mark
Koontz,
a
car
ahead
of
product
who
had
to
do
that.
A
B
B
A
One
of
the
things
we
do
to
form
social
bonds
is,
we
have
our
contribute
event
every
nine
months
and
we
fly
everyone
into
a
to
a
location.
This
was
in
Cape,
Town,
South,
Africa,
I
think
we
are
300
people
at
the
time.
We're
now
500
people
and
what
we
do
is
we
don't
lock
people
into
a
conference
room
and
make
them
watch
presentations,
there's
an
there's,
a
closing
event
and
then
there's
an
opening
and
a
closing
event.
A
B
I
believe
people
in
this
photo
are
not
just
developers.
There
are
sales
people
here,
customer
support,
HR
marketing
and
so
on
and
so
forth.
So
does
it
from
your
experience
depend
on
a
specific
domain.
How
easy
is
it
for
person
to
transition
to
a
remote
workspace,
I
need
any
jobs,
any
types
of
jobs
that
feel
better
or
a
remote
setup
and
types
of
jobs
that
you
know
don't
fit
that
good.
A
A
Do
you
think
engineers
have
a
bit
of
an
advantage,
they're
more
used
to
the
tooling
down
issues
and
everything
as
their
pros
and
cons
like
for
salespeople,
they're,
highly
empathetic,
so
people
said
remote
won't
work
because
of
that,
if
you're
looking
practice,
most
sales
teams
are
kind
of
remote
because
they
have
to
be
near
their
customers
and
guess
what
you
didn't
have
a
lot
of
empathy
over
over
the
video
call
as
well.
So
it
didn't
matter
that
much.
A
People
say
it's
hard
to
do
the
marketing,
because
it's
such
a
highly
creative
profession
that
somehow
you
need
a
whiteboard
or
something
if
you
have
a
Google
Doc,
it's
like
a
wipeout
where
everyone
has
a
pencil
and
everyone
can
contribute
at
the
same
time.
So
don't
feed
that
flies.
I
do
think.
There's
yeah!
We
all
struggle
with
different
things.
A
Our
sales
people
are
still
very
used
to
direct
messaging
people
instead
of
working
at
a
public
channel.
It's
it's
a
hard
habit
to
break
and
I
can
see
how
that's
hard
our
marketing
people
took
a
while
to
to
embrace
remote,
but
for
example,
now
they
do,
although
we're
I
think
it
likely
to
boards
and
issue
trackers,
they
really
went
from
kind
of
leave
it
behind
to
kind
of
being
at
the
forefront
and
that's
so.
It's
never
perfect.
There's
always
pros
and
cons,
but
I.
A
A
It
has
sent
backs,
but
we
haven't
found
like
hey.
This
is
a
department.
You
cannot
do
it
now.
That
being
said,
everyone
in
get
lab
is
like
highly
educated
knowledge
worker
who
is
proficient
in
written
them
spoken
English
like
we
would
not
have
it
our
companies
that
have
a
completely
different
composition
of
people
working
at
our
company,
so
so
that
might
make
a
big
difference.
A
B
A
We
don't
we
don't
interview
for
remote
work.
We
found
we
haven't
found
it
matters
very
much
if
people
have
done
it
before.
We
do
ask
people
if
they're
open
to,
because
people
have
to
do
things
differently,
to
have
to
be
open
to
that,
but
there's
nothing
that
predicts
success
if
I
just
remote
itself.
What
does
predict
success
is
being
a
manager
of
one
so
making
sure
that
you
can
allocate
your
own
times
set
your
own
priorities.
A
A
A
If
you
put
like
a
bowl
of
M&Ms
in
front
of
me,
I
will
eat
it,
even
though
it's
bad
for
my
health
I
should
finish.
The
salad
I
started
on
sir
person
in
the
in
the
world,
so
I
think
being
able
to
prioritize
is
really
important.
Know
what's
important.
What's
not
important
to
me
progress
towards
the
important
things
classical
management
is
about,
and
that's
also,
what
being
as
a
manager
of
one
is
about.
B
Okay,
I'm
not
sure
how
much
time
we
have
left
so
last
question
last
last:
question
is
about
the
future
and
the
impact.
Let's
say
we
have
borrowed
a
time
here
and
travelled
into
the
future
20
years
from
now,
there
is
one
guy
in
YC,
Paul
Buchheit.
He
likes
this
kind
of
exercise,
always
asking
this
question.
You
know
20
years
from
now,
the
year
is
2013.
Our
remote
work
paradigm
has
taken
over
the
world.
What
are
the
things
that
most
try
currently
that
are
most
strikingly
different
from
now
businesses,
human
behavior?
A
I
think
one
of
the
striking
things
will
be.
The
remote
has
become
the
default
for
new
companies,
but
that
co-located
companies
have
a
super
hard
time
changing
their
model.
So
it's
almost
like
they
have
to
go
extinct
and
they
have
to
be
replaced
by
new
companies
that
are
no
remote
I.
Think
the
community
followed
much
better
like
every
single
remote
worker
is
a
person
that
doesn't
have
to
like
come
into
the
city
and
cause
gridlock
I.
A
C
A
And
London
and
Berlin
you'll
see
you'll,
see
that
it
gets
dissipated
for
and
that
you
no
longer
have
to
live
close
to
a
big
metro
area
to
ever
really
well-paying
job
and
then
those
smaller
that
those
non-metro
big
metro
communities
get
to
benefit
from
the
additional
income.
What
I've
been
specially?
Yes,
we
see
a
bigger
difference
between
what
the
top
earners
are
running
for
is
the
average
Aruna
I
think
that's
gonna
spreading
that
wealth
is
gonna,
become
increasingly
important.
B
Well,
let's
leave
wait
and
see:
I
hope
that
you
know
I
also
share
this
opinion
that
remote
can
remote
work
and
this
kind
of
different
way
to
build
the
workplace
can
have
much
more
profound
impact
on
economy
and
society.
Then
we
can
see
now-
and
it's
really
cool
that
already
today,
companies
like
gitlab,
they
pioneered
this-
they
open
this
new
dimension
and
they
they
are
like
a
living
proof.
B
You
know
that
you
can
build
a
super
successful
world
leading
business
having
like
everyone,
literally
like
hundred
percent
distributed,
but
not
sitting
in
one
nice
glass
shiny
office
with
your
logo
of
the
top.
So
thank
you
very
much
for
that's
it
and
yeah.
Looking
forward
to
learning
about
you
know
your
next
steps
and
next
great
achievements.
Awesome.