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A
For
those
of
you,
I
haven't
met,
I'm
I'm
megan
dilley,
I'm
the
director
of
the
remote
work
association.
We've
got
darren
murph
with
us
today,
he's
get
labs
head
of
remote
darren
works
at
the
intersection
of
culture
process,
hiring
employer,
branding,
marketing
and
communication.
He
spent
his
career,
leading
remote
teams
and
charting
remote
transformations.
A
He
holds
a
guinness
world
record
in
publishing.
We
got
to
talk
more
about
that
darren,
an
authored,
get
labs,
remote,
playbook
and
living
remote
dream,
a
guide
to
seeing
the
world
setting
records
and
advancing
your
career.
It's
so
great
to
have
you
here
today
darren.
Why
don't
we
get
started
with
a
couple,
quick
questions?
If
you
could
jump
in
and
tell
us
a
bit
more
about
get
lab
the
product
and
and
what
you
all
are
seeking
to
solve.
B
Yeah,
absolutely
so
thanks
so
much
for
having
me
I'm
head
of
remote
at
get
lab.
So
what
is
get
lab.
Gitlab
is
an
amazing
collaboration
tool
for
remote
teams
and
we
deliver
a
single
application
that
holds
the
entire
devops
platform.
So
a
lot
of
software
engineers
and
teams
that
build
software
use
gitlab
to
handle
that
entire
tool
chain,
but
also
in
non-dev
functions.
B
So
I'm
in
marketing,
for
example,
and
our
marketing
team
uses
gitlab
to
work
asynchronously
on
projects
and
so
async
tools
where
you
can
do
all
of
your
work,
asynchronously
in
one
platform,
obviously
more
germaine
than
ever
now
with
kovin
19,
and
so
many
companies
going
remote
and
so
yeah.
We
we
work
across
the
entire
spectrum,
non-dev
and
dev
to
help
people
collaborate
better
asynchronously.
B
Yeah
I
kind
of
fell
into
remote
work
eons
ago
now
I
was
the
managing
editor
at
consumer
technology.
Publication
called
engadget
part
of
my
job
was
to
travel
around
the
world
to
trade,
shows
conferences,
events
interviews,
things
like
that
and
to
essentially
be
on
the
ground
wherever
the
news
was
happening
and
covering
that
news.
So
I
was
on
a
plane
almost
every
week,
flying
all
over
the
world
and
it
kind
of
dawned
on
me.
B
A
That's
awesome
and
I
think
you
bring
up
such
a
great
point
that
you
know
remote
is
having
a
moment,
but
it
is
not
new
right.
Remote
has
been
around
for
quite
a
long
time
decades,
and
so
it's
it's
really
amazing,
to
be
seeing
this
evolution
now
and
getting
all
of
the
the
attention.
But
this
is
something
people
have
been
doing
for
quite
a
long
time
with
success.
B
A
B
B
Tens
of
millions
of
people
are
getting
a
taste
of
what
is
possible
when
you
have
that
additional
workplace
flexibility
when
you're
not
beholden
to
the
rigid
nine
to
five,
when
you're
not
owned
by
the
commute
you're
actually
able
to
live
a
much
more
fulfilling
life,
and
I've
had
conversations
with
people
where
four
or
six
weeks
into
this
work
from
home
thing
even
for
people
that
have
never
done
it
before
they're.
Starting
to
say
you
know
I
could
I
could
get
used
to
this.
B
I
actually
don't
know
if
I
could
go
back
to
the
commute,
because
suddenly
I
realized
that
commute
actually
isn't
helping
me
do
my
job
anymore
efficiently,
and
this
isn't
a
very
sub
optimal
time.
You
have
to
remember.
People
have
been
thrust
into
work
from
home,
with
no
planning
no
preparation.
They
may
not
even
have
the
tools
that
they
need
to
do
this
and
we,
as
a
as
a
society,
are
still
doing
a
really
good
job.
Adapting
to
that.
I'm
really
proud
of
us
for
for
moving
so
quickly
on
that.
B
I
think
that
the
global
embrace
of
remote
has
been
accelerated
by
at
least
10
years,
because
of
this,
and
I
think
we're
going
to
see
some
major
societal
shifts
on
the
other
side
of
it,
one
of
which
that's
happening
right
now
is
people
are
being
really
introspective
on
how
tightly
their
identity
is
tied
to
work.
People
are
grappling
with.
How
do
I
get
my
social
quota?
How
do
I
get
my
social
fix
when
I
can't
just
go
out
for
drinks
or
dinner
after
work
and
we're
realizing?
B
Well,
maybe
we
were
overlooking
friends
and
family
and
community
outside
of
work,
and
we
might
need
to
reassess
that
balance
and
create
a
more
healthy,
healthier
ecosystem,
as
it
relates
to
our
own
identity.
The
second
part
of
this
is
you're.
Gonna
have
people
that
are
asked
to
come
back
to
work
three
or
four
months
from
now,
and
I
think
you're
gonna
have
millions
of
people
that
kind
of
collectively
look
at
each
other
and
say
we
just
did
our
jobs
from
our
homes.
For
four
months
we
saw
our
families
more.
B
We
exercised
more,
we
slept
better
how
about
no
and
we're
going
to
keep
the
job
and
companies
will,
by
that
point,
have
laid
some
infrastructure
for
their
teams
to
work
more
effectively
remotely
and
that's
going
to
pay
dividends
for
them
down
the
road.
So
I
think
there's
going
to
be
a
different
dynamic
of
how
many
people
actually
want
to
go
back
to
the
office
versus
those
who
prefer
to
keep
their
default
work,
location
somewhere
else,
and
I
think
the
third
order
to
that
is
when
you
have
people
that
are
in
major
expensive
cities.
B
San
francisco,
seattle,
london,
they're,
going
to
kind
of
look
at
their
their
lease
and
think.
Should
I
really
renew
that
here?
Maybe
I'm
only
here
because
of
work,
but
now
that
I've
proven
that
I
can
do
my
job
from
anywhere
I've,
decoupled
geography
and
work.
Maybe
I
should
consider
moving
to
a
smaller
mid-sized
town.
Maybe
I
should
go
somewhere
more
rural.
Maybe
I
should
actually
go
back
to
my
hometown
somewhere,
where
I
could
actually
get
invested
and
get
deeply
rooted
in
a
community.
B
Maybe
there's
something
there
and
I'll.
Take
my
job
with
me
and
I'll
have
better
air
quality,
better
schools,
and
all
of
that,
once
I
get
there,
cities
are
really
strained
right
now
the
infrastructure
is
at
its
breaking
point,
and
this
might
actually
be
a
blessing
for
those
cities
that
really
can't
take
another
person.
B
Their
public
services
are
strapped,
their
public
transit
is
strapped
and
you
have
a
lot
of
people
that
are
in
there
that
are
very
transitory
anyway,
so
I
think
a
lot
of
things
are
going
to
happen
because
of
this,
and
it
all
stems
back
to
remote.
Companies
are
now
in
a
position
where
they
really
have
to
get
remote
right.
Remote
is
becoming
a
core
part
of
their
talent,
acquisition
strategy,
their
talent
retention
strategy
and
their
overall
operational
strategy.
B
So
I'm
optimistic
about
it.
I
it's
a
tragedy
that
we're
here,
but
I
am
encouraged
by
how
many
companies
are
looking
at
this
as
an
opportunity
to
do
something
that
they've
wanted
to
do
for
a
long
time
and
they've
known
that
this
change
was
coming
for
a
long
time,
so
they're
using
this
time
to
get
themselves
ready
for
what
was
the
future
of
work
and
is
now
very
much.
The
current
state
of
work.
A
Thank
you
for
sharing.
I
couldn't
agree
with
you
more
and
you
know
when,
when
you
and
I
were
having
it,
we
were
chatting
about
this
80
20
rule
right
talk
to
us
a
bit
more
about
how
you
think
that
80
20
rule
is
shifting
and
I'm
very
curious
to
see.
You
know
hear
from
you
like
how
you
recommend
companies
deal
with
that
shift
and
keeping
employees
you
know
still
coming
and
engaging,
maybe
on
a
monthly
basis,
whatever
that
might
be.
B
Make
no
mistake:
the
offices
aren't
going
to
just
disappear.
Real
estate
takes
a
long
time
to
get
rid
of,
and
it's
not
necessarily
the
best
thing
to
get
rid
of
it.
Like
offices
still
have
their
place,
but
the
80
20
rule
you
reference
is
this.
Currently
most
people
spend
about
80
of
their
time
working
in
the
office.
You
really
need
a
special
excuse,
a
special
occasion
to
work
from
home.
Maybe
the
cable
company
needs
to
stop
by
your
house
or
you're
having
a
refrigerator
delivered.
Something
like
that.
B
B
All
of
these
things
that
make
remote
companies
tick
they're
going
to
need
to
do
that,
even
if
part
of
their
company
remains
co-located,
but
the
truth
is
remote
forces
you
to
be
intentional
about
things
that
your
business
should
be
doing
regardless.
We
just
have
to
do
it
much
earlier
and
much
more
intentionally.
A
B
Julian,
that's
the
goal
get
lab
has
over
1200
people
in
over
more
than
65
countries.
We
have
no
choice
but
to
be
asynchronous.
We
have
people
all
over
the
world,
so
someone's
day
is
someone's
evening
is
someone's
night
and
as
companies
embrace
remote
and
flexibility,
more
you're
going
to
see
less
reliance
on
meetings,
ideally
using
tools
like
get
lab,
you
can
communicate
and
move
entire
projects
forward
without
having
people
online.
At
the
same
time,
this
is
incredibly
empowering
incredibly
liberating
and
actually
helps
business
move
more
quickly.
B
You
aren't
beholden
to
a
rigid
nine
to
five,
but
you
can
allow
work
to
happen
more
naturally,
as
people
come
and
go
depending
on
when
they
want
to
structure
their
day.
I
don't
think
this
will
happen
for
most
companies
overnight,
but
some
of
the
more
agile
nimble
and
frankly,
smaller
companies
will
be
able
to
adapt
to
this
much
more
quickly.
A
That's
great,
I'm
curious
to
hear
a
bit
more
about.
You
know
the
the
get
lab
team
and
their
spread
across
the
globe,
and
you
know
what
you
might
be
able
to
offer
to
people
participating
today
on
how
people
might
be
thinking
about
where
they
want
to
live
and
what
they
want
to
be
doing
with,
with
their
more
flexible
work
schedule.
B
Yeah
the
thing
that
I've
been
preaching
to
people
is
use
your
imagination.
I
think
what
I'm
seeing
through
this
is
a
lot
of
people
that
have
been
in
co-located
roles
for
their
entire
career
they've,
just
kind
of
had
their
imagination
turned
off
subconsciously.
They
might
not
have
even
known
it,
but
it's
one
of
those
things
that
you
kind
of
have
to
numb
yourself
to
the
commute,
because,
if
you
ever
recognize,
how
much
of
that
is
is
just
cannibalizing
your
life.
It's
it's
not
going
to
be
comfortable.
B
So
if
you're
in
a
co-located
role,
where
you're
beholden
to
a
nine
to
five
and
a
commute
five
days
a
week,
you're
essentially
only
living
for
the
weekend
and
you're
worth
more
than
that,
and
I
think
in
mass
people
are
starting
to
realize
that
there's
the
the
the
onion
is
starting
to
be
peeled
back
and
they're
going
to
ask
themselves.
Do
I
really
need
to
live
in
this
major
urban
center
when
suddenly
work
and
innovation
can
happen
anywhere
startups
are
closing
seed
rounds
over
zoom?
B
You
don't
even
have
to
meet
someone
for
these
things
to
happen.
So
all
of
the
myths
that
used
to
exist
about
what
has
to
happen
in
person
a
lot
of
that's
being
broken
down
and
don't
get
me
wrong.
I
love
in
person.
It's
killing
me
not
to
be
able
to
fly
and
travel
right
now.
I
cannot
wait
to
get
back
on
the
plane
and
go,
but
it's
all
about
flexibility.
It's
not!
That
offices
need
to
go
away.
A
B
Do
see
one
comment
about
the
get
lab
remote
playbooks
perfect,
so
if
you
go
to
all
remote
dot
info,
that
will
take
you
into
the
remote
section
of
gitlab's
handbook.
So
get
lab
is
one
of
the
most
transparent
companies
in
the
world.
All
of
our
processes
and
protocols
are
available
in
our
public
handbook.
If
you
printed
it
out,
it
would
be
over
5000
pages,
but
there's
a
lot
of
those
pages
dedicated
to
remote.
So
if
you
go
to
all
remote.info,
the
very
top
you'll
see
our
remote
playbooks.