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From YouTube: Modern Work: Finding Structure in an Officeless World
Description
Modern Work: Finding Structure in an Officeless World, Featuring Eric Eldon from Techcrunch, Darren Murph of Gitlab, Katrina Wong of Hired, and Nate McGuire of Buildstack
@natemcguire
@eldon
@KatchMeSocial
@darrenmurph
buildstack.com
mayvenstudios.com
gitlab.com
techcrunch.com
B
Everybody,
my
name
is
Eric
Eldon
I
am
the
managing
editor
of
extra
crunch,
which
is
the
TechCrunch
premium
product
focused
on
information.
Startup
founders
need
one
of
the
topics.
Is
we
recover
his
remote
work
and
we've
been
a
remote
first
team
for
a
decade,
so
I
have
a
very
personal
interest
in
this
matter.
D
Remote
work,
you
know
how
we
came
across
it
at
hired
and
a
little
bit
of
a
higher
just
where
a
tech
platform
that
matches
tech,
talent,
with
some
of
the
world's
most
innovative
companies
and
so
employer
brand,
and
how
our
companies
think
about
how
to
attract
talent
has
been
a
focus
for
for
hired
and
when
it
comes
to
remote
work.
Initially,
it
was
discussed
really
from
our
customers,
the
community
that
we
built
it
was
about
managing
a
trixin
attrition,
because
the
the
demand
for
tech
workers
far
outstrips
the
supply.
D
B
E
E
Work
and
all
of
us,
if
you
go
to
Google
Maps
and
trying
to
find
get
lab,
you'll,
be
very
sad
to
end
up
with
a
UPS
store,
which
is
where
we
get
our
taxes
but
yeah.
It's
it's
been
an
amazing
journey
here,
scaling
and
understanding
how
you
get
twelve
hundred
plus
people
across
six
continents
to
gel
as
a
team
and
to
work
well
as
a
team
and
to
really
embrace
as
synchronous,
workflows.
It's
truly
I
feel
like
it's
the
future
of
work.
E
C
E
The
news
business
is
one
of
the
most
remote
friendly
businesses
in
the
world,
because
almost
no
news
happens
in
the
office.
You
either
can
do
it
from
where
the
it's
happening,
or
from
anywhere
that
you
have
an
internet
connection
and
see
the
evolution
of
technology
that
has
brought
us
to
today
is
so
much
easier
to
work
remotely
today
than
it
was
when
I
started.
This
whole
thing,
but
I
think
what
is
happening
with
kovin
19
has
accelerated
the
global
recognition
of
remote
by
at
least
five,
maybe
ten
years,
and
it.
B
E
If
they
have
multiple
offices
or
they're
operating
a
business
across
multiple
floors,
they
have
people
that
are
remote
to
each
other,
and
so
now
is
the
time
to
implement
remote
first
practices
and
build
that
remote
infrastructure,
because
some
part
of
their
business
is
going
to
go
remote.
Even
if
they
maintain
offices
there
will
be
people
working
on
planes
and
in
hotels
and
different
offices.
It's
time
to
get
it
right
and
it's
an
exciting
time
to
see
this
thing.
Moving
forward.
Great.
B
A
You
know
really
talking
about
remote
and
you
know
I
feel
a
lot
like
you
right
like
this
is
normal,
but
not
normal.
You
know,
we've,
you
know
had
a
hard
right
turn
into
econ
there
spill
from
home.
Telemedicine,
like
you,
know,
everything
remote,
and
so
it's
just
a
really
interesting
time.
Like
Aaron
said,
we
accelerated,
you
know
0
to
10
years,
perhaps
down
the
road
and
in
a
couple
of
weeks
great.
B
D
D
Yes,
so
on
hires
platform
we
have
roughly
3
million
candidates
of
ever
tech
tech
candidates
have
ever
found
jobs
using
hired,
and
so
we
looked
at
the
data
and
that's
a
whole.
64
percent
of
these
candidates
that
are
active
on
our
platform
have
are
open
to
remote
work,
which
is
you
know,
kind
of
nice
to
see.
D
We
always
suspected
it,
but
we
looked
at
it
pretty
deeply
recently
and
when
it
comes
to
regional
differences,
what
we're
seeing
is
you
know,
dimmed
her
Austin
DC,
Paris,
Chicago,
Toronto
and
Boston
tech
talent,
it's
more
willing
to
work
remote
than
you
know
in
the
largest
cities.
That
makes
sense,
because
you
know
anymore,
oh
there's
just
a
lot
of
companies
with
H
Q's
still
so
you
know,
so
our
data
kind
of
supports
the
fact
that
you
know
remote
work
is
becoming
bigger
in
you
know
what
we
call
these
secondary
tech
homes,
so.
B
The
question
for
all
of
you
on
that
point:
one
of
the
one
of
the
claims
of
many
companies
who
do
remote
first
from
the
start
is
it
is
easier
to
hire
talent.
How
long
do
you
think
that
will
stay
the
case
now
that
everyone's
doing
it
I
mean?
Let
us
say
a
year
or
two
from
now
the
world
starts
going
back
to
normal
lots
of
people
decide
they
like
the
office
again
walk
me
through
it's
going
to
happen.
I.
E
Can
take
a
stab
at
that,
so
I
think
a
couple
of
things
are
going
to
play
out
currently
being
able
to
hire
remotely
from
anywhere
in
the
world
is
a
massive
competitive
advantage.
If
your
company
does
it,
but
I
think
that
competitive
advantage
will
diminish
over
time
and
in
fact,
I
get
lab.
We
hope
to
help
perpetrate
that
diminishing,
because
we
believe
that
a
more
opportunity
as
spread
there
are
more
remote
first
and
all
remote
companies,
the
rising.
E
All
boats,
so
that
will
enable
and
actually
encourage
more
companies
to
pay
more,
no
matter
where
they
are
so
it's
going
to
help
everyone
I
think.
Another
thing
that's
going
to
happen
from
this
is
there
will
be
Googlers
and
Amazon
ores
that
worked
in
the
next
three
months
from
home,
and
then
they're
gonna
be
asked
to
come
back
to
the
office
and
they're
gonna
pause
and
say
wait
a
minute.
These
are
all
the
things
I
was
able
to
do
not
commuting.
I
got
my
job
done
perfectly
fine.
E
How
about
no,
and
especially
with
those
with
families,
they're
gonna,
look
at
what
they're
paying
for
rent
they're
gonna
look
at
how
difficult
it
is
to
get
in
a
good
school
district,
they're
gonna!
Look
at
how
many
square
feet
they're
dealing
with
and
they're
gonna
hit
the
road
and
so
I
actually
think
for
rural
and
small
to
mid-size
towns.
There
could
be
an
influx
of
people
that
you
know
if
Seattle
or
San
Francisco
is
not
their
home
anyway.
They're
gonna
get
out
of
there.
E
E
People
are
gonna
start
to
understand.
Oh
a
location
doesn't
necessarily
have
to
be
tied
to
work.
I
know
you
look
at
places
like
Tulsa
and
Vermont
who
have
already
started
thinking
about.
How
can
we
build
small
towns
and
cities
to
accommodate
people
that
are
coming
in?
That
don't
necessarily
want
to
work
here
at
a
high-rise,
but
just
want
a
great
place
to
live.
It's
it's
completely,
reshaping
how
you
think
of
a
building
a
municipality,
and
it
may
take
a
little
bit
of
time,
but
that
is
good.
A
Super
interesting
and
I
agree
my
so
my
wife
works
that
of
a
tech
company
she's
a
researcher
she
you
know
a
lot
of
people,
they're
little
stressed
out
about
having
to
work
from
home
and
she
was
on
a
call
talking
to
her
manager.
She
was
like
I'm
living
my
best
life
like
I
love,
not
commuting
like
this
is
great.
You
know,
I
think
we're
lucky
to
be
used
to
it,
but
you
know
the
genies
out
of
the
bottle
like
you
know
why.
Why
am
I
not
allowed
to
do
this
so.
B
Let's
talk
about
the
issues
that
companies
that
are
used
to
having
like
office
space
or
going
through,
and
you
probably
hear
about
this-
the
most
Katrina
from
people
who
may
be
trying
to
adjust
towards
a
remote
hiring
approach.
But
that's
not
really
the
culture
like
what
do
you?
What
do
you
hear
from
your
clients
who
are
trying
to
make
that
transition.
D
I
have
a
couple
of
examples:
I
mean
I
feel
like
it's.
It's
a
journey
for
a
lot
of
the
companies
that
we
work
with
so
initially,
because
we
can.
We
do
support
the
revolt
work
on
our
platform.
What
we
see
is-
and
we
have
a
company
in
Amsterdam
where
they
did
all
of
their
hiring
out
to
London
and
they
started
relocating
everyone
in
mass
and
then
eventually
they
started
figuring
out
that
hey.
Is
it
worth
it
and
is
it
necessary
and
there's
some
cultural
implications
there?
D
D
There's
another
company
in
our
community
and
they
went
public
last
year,
so
it
was
quite
a
few
years
for
them
on
their
journey
and
they
started
off
wanting
to
hire
just
outside
of
America
and
just
just
pure.
You
know
we
need
to.
We
need
more
developers
to
work
on
our
technology
and
so
what
they
tapped
into
was
hiring
candidates
from
South
Africa,
but
it
was
hard
to
get
everyone
visas
in
America
right
away,
and
so
they
worked
the
Commonwealth
locations
and
it
was
just
easier
visa
constraints.
And
then,
when
that
worked,
they
said
okay.
D
B
D
That's
right,
that's
right!
That's
right
and
then
more
recently,
I
would
say
over
this
past
year.
What
we're
seeing
is
companies
just
going
fully
remote
teams
and
distributed
teams
no
office,
it's
perceived
to
be
just
additional
overhead
anyway,
and
the
gains
of
having
a
physical
space
just
don't
outweigh
the
costs.
So
that's
been
interesting,
so
we
we're
starting
to
see
that
shift,
and
this
is
you
know
well
before
you
know
the
set
of
current
events,
a
narrative.
E
Thing
that
you're
gonna
see
stacked.
On
top
of
that,
because
that's
been
a
reality
for
a
long
time,
but
what
you
now
are
seeing
stacked
on
top
of
that
is
going
fully
remote
going
all
we're
both
significantly
D
risks.
Your
business,
like
you,
need
company
right
bill.
Never
they
never
solved
the
exit
coming.
So
now
you
have
the
socio-economic
thing
that
has
nothing
to
do
with
your
business
now
permanently
impacts
your
business
forever
and
in
December.
Sfo
is
a
great
example.
United
built
a
huge
manufacturing
hub
at
SFO.
E
They
had
no
idea
that
the
socio
economics
of
that
place
would
change
so
significantly
that
now
compared
to
their
biggest
competitors,
they
have
to
pay
people
significantly
more
to
work
on
airplanes
there,
and
this
crisis
has
shown
that
if
you
had
a
hub
in
one
of
the
tier
3
areas
where
this
was
breaking
out,
you
are
more
impacted
than
other
companies.
So
being
all
remote
now
actually
makes
you
less
susceptible
to
global
events,
and
you
don't
have
to
put
in
those
those
plans,
those
like
backup
plans.
E
B
So,
let's
take
the
example
of
United
Airlines
like
they
are
always
gonna
have
planes
to
work
on
in
planes
to
fly
around
and
put
different
places
right,
so
that's
sort
of
like
internet
sort
of
right.
So
let's
sit.
There
are
plenty
of
companies
like
you
know
real
enough
stuff
for
business.
But
you
know
our
world
revolves
around
people
who
do
things
in
real
life
for.
B
A
We
we
have
an
interesting
mix,
I
would
say
you
know
a
lot
of
them,
obviously
are
software,
but
you
know,
for
example,
we
have
one
client
who
manufactures
car
parts
and
so
an
input
into
that
is
obviously
like
steel
and
other
materials
from
China,
and
so
now,
if
you're
thinking
about
that
particular
type
of
business,
they're
getting
hit
with
disruptions
on
the
supply
side,
but
also
the
demand
side
and
like
how.
How
is
this
impacting
their
business
and
this
whole
time
they're
taking
everything
to
e-commerce?
A
A
A
So
and
I
think,
if
you
think
about
you,
know,
we've
been
talking
and
working
remote
for
such
a
long
time.
You
know
I,
think
a
lot
of
us
have
probably
thought
about
you
know
malls
or
buying
retail
design.
The
way
we
the
way
commerce
works
now
is
completely
changing
and
so
I
think
the
entire
economy,
in
theory,
could
go
totally
econ.
There's
some
totally
remote,
where
it's
just
the
you
know,
distributed
model
of
consumption
versus
we
go
to
Target,
to
buy
things
and
I.
B
B
So
in
the
remote
one
of
the
comments
that
I've
seen
tech
runs
has
been
doing,
extra
punch
has
been
doing
a
series
of
interviews
with
CEOs
or
remote.
First
teams,
I'm
sure
good.
You
guys
soon
tiny
here
now,
but
one
of
the
comments
that
I
saw
is
like
where
one
of
the
CEOs
I
think
it
was
the
map
memo
CEO.
He
basically
said
that
one
of
the
areas
they
did
see
an
issue
was
that
plays
didn't
feel
like
they
had
a
best
friend
at
work
and
I.
B
Think
the
question
now
is:
the
survey
was
really
trying
to
get
I
was
like.
Do
you
have
friends
at
work?
Do
you
have
like
that
sort
of
social
connection
or
like
personal
connection,
and
it
sounded
like
you
know
they
did
have
things
that
we're
good,
but
you
know
like
I
mean
I
know
at
the
standard
response
is
we
have
events
occasionally
right
and
people
show
up
and
hang.
D
B
Everything
and
you
have
sites
or
on
sites
where
everyone
it's
remote
first
and
you
know
like
that's,
but
that
you
know
it
seems
like
there
was
a
much
bigger
question
of
how
do
humans
I
actually
have
the
same
kind
of
interactions
that
we
could
in-person
remotely
and
it
seems
like.
No
one
really
has
that
answer,
and
everyone
just
talks
about
virtual
worlds.
A
Been
locked
down
almost
three
weeks
now
and
we
have
an
international
wine
trade,
so
we
send
California
and
Italian
wines
back
and
forth.
He
sends
us
parmesan.
We
have
a
liquor
remotely
together.
That's
so,
like
you
know
the
other
night,
we
drank
an
Italian
liqueur
nerteaux
together
and
commiserated.
B
A
D
Was
talking
to
a
customer
over
lunch
and
was
interesting
what
her
company
has
done,
and
it's
only
been
about
weeks
it's
and
really
a
day
since
the
shelter
in
place
for
those
of
us.
You
know
here
in
Silicon
Valley
there
even
last
week
they
did
a
virtual
happy
hour.
So,
just
as
it
was
a,
it
was
a
tradition
for
them
at
their
company
on
a
regular
basis.
They
just
did
it
virtually
and
they
thought
that
was
pretty
cool.
They
did
something
similar
of
our
lunch
time.
D
Where,
because
I
guess
at
their
office
you
can
bring
in
dogs,
and
so
everyone
brought
their
dog
on
to
zoom
and
that
was
kind
of
cool.
So
that
got
me
thinking
and
that's
something
that
I
want
to
implement
with
the
marketing
team
they're
hired,
where
we
could
still
kind
of
connect
in
in
perhaps
similar
ways,
but
I
thought
that
was
pretty
cool
to
hear
yeah.
E
C
C
C
E
It
it
is
an
issue
at
hybrid
teams
and
I've
kind
of
two
points
on
that.
One
is,
if
we're
really
getting
to
the
point
where
we're
grasping
for
reasons
to
complain
about
remote,
it's
like
oh
I,
can't
make
friends
at
work.
Eating
pales
in
comparison
to
the
long
list
of
benefits
like
the
three
hours
of
commute
you
get
back
every
day
to
be
better
friends.
What
do
you.
C
E
I
mean
we
could
just
start
there.
It's
like
when
you
start
stacking
up
the
pros
and
cons.
It's
like.
Oh,
we
are
we
really
going
there.
The
other
thing
is
about
a
remote
team.
It's
not
going
to
happen
spontaneously.
You
know
you
aren't
going
to
have
people
just
walking
by
each
other
on
the
way
to
the
restroom,
so
the
people
team
needs
to
be
responsible
for
being
intentional
about
setting
up
meeting
points.
So
we
have
a
marketing
call.
Every
month
it's
a
virtual
show-and-tell
people
can
bring
something
short
of
the
webcam
we
had
someone
bring.
E
C
E
You
are
intentional
about
setting
those
things
up.
Another
thing
that
we
do
is
it's
called
juicebox
chats.
We
have
coffee
chats
for
adults,
but
then
we
set
up
the
juice
box,
chat,
juice
box
chance.
So
this
is
particularly
germane
when
all
the
kids
are
home,
that
if
we
have
a
meeting
and
it
ends-
and
everybody
has
an
extra
30
minutes-
just
leave
your
webcam
on
and
your
kids
can
just
come
meet
other
kids
from
all
over
the
world.
This
is
something
that's
fundamentally
impossible
and
it's
elegant.
C
C
B
B
B
You
know
I,
you
know
just
having
having
slack
channels.
We
used
some
other
products
as
well.
I
think
everyone
seems
to
cobble
together
their
favorite
messaging
products
more
than
one
of
them,
and
you
know
it's
like
it's
sort
of
it's
okay
for
people
to
have
a
bunch
of
like
private
channels
and
I've
been
in
companies
that
tried
to
enforce
at
different
ways.
I
guess
that
I
found
is
like
giving
people
space
to
like
make
friends
naturally,
but
then
having
like
some.
B
B
Have
to
create
a
lot
of
casual
spaces
and
if
I,
like
the
zoom
camera,
is
a
good
example
of
that
the
juice
box
can.
But
it's
like
there
needs
to
be
a
time
where,
like
no
one
is
supposed
to
do
anything
but
goof
around,
and
it's
like
everyone's
like
there
to
goof
around
and
no
I
was
like
this
channel
isn't
for
not
goofing
around.
A
Yes,
last
week
tried
fancy
Friday,
which
you
know
is
a
very
American
thing,
so
I
wonder:
I
gave
no
instructions
one
to
see
like
how
people
would
interpret
it.
I
wore
an
eagle
onesie
and
we
just
you
know,
hung
out
for
a
half
an
hour
or
an
hour
or
something,
but
exactly
like
you're
saying,
like
give
people
permission
to
like
relax
a
little
bit,
especially
because
I
feel
like
with
async
communication.
The
majority
of
your
communication
is
only
work-related,
and
sometimes
you
need
to
talk
about
something
else.
A
B
B
Yeah
I
mean
I,
guess
I'm.
Looking
at
this
and
I
see
how
it's
like
you
know
it's
playing
out
for
software
companies
pretty
easily,
as
it
usually
does.
I
guess
like
I
still
like
I,
don't
know
what
the
playbook
would
be
for
some
for,
like
a
company
that
you
know
like
like
right
now
that
that
relies
on
a
heavy
real-world
component
and
I.
Think
like
the
remote,
where
question
ultimately
comes
down
to
like
all
of
these
other
changes
happening
in
the
economy,
when
we
still
have
like
owned
and
operated
factories.
B
B
B
Will
happen
are
not
how
we
work,
if
that
makes
sense
like
I
feel
like
there's
a
lot
of
white
space
left
to
figure
out
and
like
the
whole
thing
about
like
Millennials
love
experiences,
so
we're
just
gonna,
go
to
the
ice
cream
store
to
take
photos
or
whatever
you
know,
a
lot
of
the
headlines
that
you
read
or
that
I
read.
I
guess
I
have
a
lot
of
questions
about
those.
It's
like.
Okay,
we're
all
remote.
What
are
we
working
on?
E
E
It
might
just
might
make,
may
might
not
make
sense
for
your
company
right
now,
it's
possible
that
you
could
still
make
your
marketing
team,
your
finance
team,
your
HR
team,
remote
and
scale
it
all
the
way
back
to
just
whatever
the
physical
widget
is
you
just
have
the
assembly
line,
pull
back
everything
else.
I
could
see
that
happening
to
the
point
where
there
may
be
a
business
that
springs
up
on
we're
going.
A
How
generally
like
fab
manufacturing
works?
Now
we're,
like
you,
know
some
laughs,
you
know
like
Silicon
Labs
in
Austin
will
develop
from
the
architecture
and
then
Foxconn
makes
it
or
something
like
that,
and
it's
almost
you
know,
100
percent,
automated,
so
yeah.
The
other
thing
I
would
say.
Is
these
manufacturing
plants
probably
won't
have
a
lot
of
people
in
them
to
begin
with.
B
C
E
A
E
Organizational
standpoint
I
think
we're
well
past
the
tools
and
infrastructure.
Frankly,
we
have
all
the
tools
and
infrastructure
we
need.
The
internet
is
fast
enough.
The
tools
that
we
have
work
reliably
enough
to
functionally
get
it
done.
The
only
thing
left
is
leadership
that
just
understands
we
can
treat
people
like
adults
if
we
train
them
the
right
way.
If
we
help
them
acclimate,
if
we
give
them
space
to
build
the
right
workspaces,
this
is
kind
of
a
new
paradigm.
D
D
There
are
just
really
there
there
hefty
to
set
up-
and
you
know,
there's
a
lot
of
hardware,
so
I
just
need
to
figure
out
that
piece,
because
I'm
used
to
as
a
market
or
collaborating
on
whiteboards
and
I
think
some
engineering
heads
are
as
well,
but
that's
the
only
piece
that's
missing
for
me
from
a
tech
perspective,
but
you
know
I'm
sure
by
next
week
of
some
ideas
on
how
to
do
then.
Possibly
just
writing
things
out
versus
being
able
to
draw
it.
A
Yeah
we
we
become,
like
you,
know,
long-form
written
heavy
for
sure,
but
we
also
take
my
recently,
even
though
you
know
can
obviously
be
used
for,
like
really
high-end
design.
It
kind
of
you
know
blew
our
mind
the
first
time
we
were
in
it
on
a
zoom
with
it
open
and
then
watching
each
other
work
like
silently
and
understanding
what
you
were
saying
just
based
on
how
the
other
person
was
working,
and
that
was
that
was
pretty
interesting,
so
I
think
tools
like
that
are
gonna
help
a
lot.
C
E
So
good
lab
the
product
is
a
DevOps
platform.
That's
delivered
as
a
single
application,
but
what's
really
cool
about
it
is
even
in
marketing.
We
use
it
to
manage
projects
and
events
into
ends,
even
when
there's
not
actual
programming
code
that
is
taking
place,
it's
built
by
our
Moe
team
for
asynchronous,
workflows
and
I
think
that's
the
core
of
it.
If
you're
going
remote,
it's
really
important
to
use
tools
that
have
a
bias
towards
asynchronous
so
that
you
can
remove
as
many
synchronous
touch
points
as
you
possibly
can,
and
this
again
goes
back
to
culture.
C
E
Forcing
functions
where
meetings
are
really
difficult
here
you
have
to
have
an
agenda,
someone
has
to
document
it,
and
it's
want
us
to
document
those
takeaways
in
the
respective
places
in
the
handbook.
So
there's
like
a
heavy
burden
to
a
meeting,
and
we
do
it
on
purpose
because
we
want
it
to
be
the
last
resort
so
that
just
the
culture
of
the
meetings
ties
right
into
the
tooling
and
vice
versa,
but
to
Katrina's
point
there
are
some
nuances.
The
design
team
definitely
has
to
get
creative.
D
C
E
B
B
like
when
American
like
median
Mexican
west
coast
is
winding
down,
so
it's
like
I
actually
find
like
where
you
are
in
the
world
matters
a
lot
for
like
the
time
zone
and
I
kind
of,
would
wonder
if
people
would
optimize
for
that
better
I
don't
mean
I
actually
like
being
on
the
west
coast,
because
I
can
get
all
of
my
work
done
with
people
in
other
parts
of
the
world
and
so
by
like
Friday
afternoons.
I
can
really
just
focus
on
things,
because
no
one's
gonna
be
a
way
to
bother
me
about
anything
else.
B
Right
but
I,
don't
know
how
do
you?
How
do
you
all
deal
with
time
zone
differences
I
mean
this
is
a
reality
for
any
office,
but
even
more
when
you're
working
closely
with
people
based
on
like
skills
and
talents
and
interests
globally,
like
everyone's
going
to
be
in
a
different
time
zone,
eventually
right
if
it's
really
aggregate
around
the
individual
skill
sets
for
your
company
globally.
So
what
do
you
do?
I.
A
That
being
said,
we
don't
impose
times
on
anyone
on
the
team.
We're
not
like
you
have
to
be
working
from.
You
know,
tend
6:00
Pacific
time,
even
if
you're
at
Central
European
Time,
he
let
people
set
their
own
hours
and
focus
on
like
asynchronous
get
the
work
done
type
of
culture,
and
so
you
know
again
back
to
Luca.
He
likes
to
stay
up
all
night
he's
up
till
5
a.m.
Italy
time,
which
coincides
with
Pacific.
It's
that
you
know
it's
great.
We
have
you
know
a
couple
people
in
Nepal.
A
A
A
No
we're
pretty
lucky
in
that
sense
and
I
think
also
like
we
planned
around
that
accordingly,
you
know
I
think
also
we're
not
huge.
You
know
I
think
Darren
probably
sees
a
lot
more
difficulty
with
that
than
we
do.
Our
biggest
struggle
comes
from
like
scheduling
with
outside
people,
and
especially
if
someone
has
to
be
on
you
know,
in
the
middle
of
the
day,
when
Asia's
asleep,
that
could
be
difficult,
but
you
know
we
figure
it
out.
E
Yet
tonight
the
toughest
part
is
actually
working
with
the
outside
world
that
isn't
quite
as
hip
to
async
and
they
just
want
to
schedule.
A
meeting
is
the
first
touch
point,
and
then
you
kind
of
to
deal
with
that,
but
it's
interesting
because
an
all
remote
company,
many
of
the
things
that
are
really
hard
for
companies
when
you're
small,
get
easier
at
scale,
which
you
would
not
initially
think
but
times
islands
actually
get
much
easier
at
scale.
B
And
it
seems
like
having
like
remote
first
tools
where
everyone's
running
around
the
range
doctor
I
mean
my
experience
as
an
external
person
trying
to
do
business
with
companies
as
well
as
like
when
you
have
a
bunch
of
different
offices
around
the
world.
You
basically
end
up
in
a
nightmare,
scheduling,
game
of
like
well.
Our
office
can
only
do
this
time
in
our
Egypt
office.
B
Can
only
do
this
time
and
you're
trying
to
you
know
just
what
you're
actually
trying
to
schedule
is
like
five
packages
of
individual
meetings
together
right,
which
is
never
going
to
happen
and
I.
Think
like
that's,
that
is
that,
like
the
sort
of
difference
between
what
you
were
I
mean
I,
think
that's
a
very
nice
example
of
like
customer
service
responses
for
like
enterprise
or
like
the
customers,
need
a
lot
of
like
attention
and
like
up-to-the-minute
care,
because
that's
like
your
business,
that's
your
core
business
I,
don't
know
Katrina.
D
Yeah,
it
comes
down
to
the
actual
job
function
and
so
for
a
lot
of
these
heads
of
engineering.
What
they
end
up
doing
is
figuring
out
different
work
streams
and
they
assign
it
to
timezone.
So
that's
how
they
kind
of
collaborate
in
that
way.
So
so
you
know
they
probably
wouldn't
have
one
entire
team
distributed
across
four
different
time
zones,
but
they
think
about
it
just
within
the
same
time
zone.
So
like
the
Vancouver
team.
E
D
Exactly
so,
that's
hyper
that
it's
done,
I
agree
with
Darren,
like
you
know,
for
the
business
functions
like
in
marketing
when
I
hired
the
first
marketer
externally
in
New
York
and
then
in
London,
New,
York
and
London
started
collaborating
when
I
was
asleep
and
the
HQ
team
was
asleep,
and
so
they
started
filling
the
gaps
and
making
that
work
even
in
crisis
management.
So
it's
been
really
cool
to
kind
of
see
and
we've
learned
a
lot
from
that
as
well.
Do.
B
D
You
know
anything
Darren
might
have
touched
on
this,
so
right
now
we're
still
seeing
it
kind
of
hover
in
what
we
call
secondary
tech
markets
where
there's
some
of
tech
companies
do
are
found
it
out
of
Vancouver
in
Austin
and
things
like
that,
but
even
on
our
platform,
we're
talking
get
them
every
day
about
this.
Do
we
just
open
it
up
to
anywhere
and
see
what
happens?
Because
you
know
in
some
markets
where
we
have
large
customers.
D
Boston
is
an
example
where
they've
just
hired
everyone
in
all
of
the
14
markets
were
in
that
are
willing
to
work
for
a
Boston
company.
It's
all
of
a
sudden
we're
like
okay!
Well,
what
about
Tulsa?
What
about
Kansas
City?
What
about
wherever
in
montana
big
sky
house
her
recently
so
it'd,
be
interesting
to
see
and
I
think
the
actual
city
will
matter
less,
because
there
is
this
trend
to
move
just
strictly
to
you
know
completely
distributed
teams.
D
B
I
mean
even
the
thing
about
like,
and
one
of
you
mentioned
like
you
could
not
move
to
a
nicer
School,
District
yeah,
but
so
can
everyone
else
and
so
like
and
people
can
get
their
education
online
right.
So
I
guess
the
the
the
thing
to
me
about
remote
is
that
it's
it's
not
changing
to
impact
and
everything
else
that's
changing
along
with
the
rest
of
the
world
in
like
unlimited,
crazy
ways.
So
we
don't
really
understand
yet.
B
D
B
We're
going
to
do
is
try
to
copy
with
the
things
we
liked
from
before.
Do
the
rest
of
you,
I
mean
we're
starting
to
take
down
that
time.
Do
the
rest
of
you
have
thoughts
on
what
you
think
the
future
is
gonna,
look
like
five
years,
not
just
about
remote
work,
but
how
it
all
fits
together,
because
you
don't
mean
that
you
have
to
think
about
this
all
the
time
for
your
businesses
right.
This
is
this
is
how
you
grow,
or
not
so
Darren
yeah.
E
I'll,
go
with
that
I
think
it's!
It's
interesting!
There's
kind
of
two
situations
to
look
at
if
you're
being
thrust
into
our
work
from
home,
environment
and
the
here
and
now,
and
your
company
was
never
really
set
up
for
MOOC
in
that
forced
transition
process.
The
copy
and
paste
things
makes
a
little
more
sense
to
trying
to
stick
to
the
rigid
hours
that
you
were
already
dealing
with,
because
you
don't
need
anymore
change
at
once.
You
know
it's
like
just
adapting
to
your
home
as
a
workspace.
E
E
Thing
you
say,
but
it
is
we
decouple
geography
from
work.
It
also
gives
you
permission
to
think
my
identity
is
actually
in
something
else,
and
just
work
is
something
that
I'm
passionate
about
and
I
do
as
a
component
to
life
and
I
do
think
we're
removing
that
in
that
direction,
and
this
just
serves
as
that
shock
to
the
system
that
kind
of
reset
it
like
whoa.
Has
it
been
too
tightly
woven?
Are
we
thinking
about
this
all
wrong,
that's
longer
than
longer
term,
but
I
definitely
see
that
happening.
A
I
think
it's
I
think
Darren's
right
on
I
mean
it's
an
acceleration
of
what
we've
you
know
all
probably
been
talking
about
in
reading
for
the
last
decade
and
I
think
as
a
society.
You
like
this,
you
know,
like
you,
said,
as
a
shock
to
the
system,
to
move
us
towards
what
you
know.
I
think
would
inevitably
happen
at
some
point
anyway,
and
so
it's
now.
How
do
we
adjust?
You
know?
How
do
we
enable
employees
to
be
productive
in
this
new
new
world
and
then
also
the
culture
of
companies?
You
know
they
really
are.
A
Gonna
need
to
do
some
work
on
making
sure
their
employees
feel
good
and
productive
and
really
upset
that
they're
working
for
them,
because
I
think
there
are,
you
know
less
than
ideal
work
scenarios
and
so
I
think
as
a
society.
We're
gonna
go
through
a
pretty
big
refactoring,
but
you
know
maybe
not
the
best
time
to
make
a
prediction
in
the
eye
of
the
storm.
D
My
thoughts
actually
more
work/life
balance
because
I
think
I
mean
you
know,
there's
some
schools
of
thought
where,
okay,
if
you
work
from
home,
maybe
you
just
get
up
become
workaholic,
but
I
actually
think
that
there
will
be
more
work-life
balance
because
you
become
more
integrated.
You
know
your
work
and
personal
life
becomes
more
integrated
in
many
ways.
I
think
the
cost
of
living
will
go
down
for
a
lot
of
City
folks.
You
know
I
think
Eric.
You
were
talking
about
this.
D
As
you
know,
people
kind
of
move
out
in
cities,
I
think
we'll
see
more
more
and
just
really
having
more
flexibility
in
terms
of
work
hours.
Nate
you
mention
this.
You
know
somebody
wants
to
just
work
on
that
where's.
They
now
can
because
they're
the
knight
model
or
they're
the
earlybird,
so
I'm
really
looking
forward
to
this
because
I've
always
it
you
know.
Remote
work
has
always
resonated
with
me
and
now
I'm
like
oh,
my
gosh.
This
is
our
moment
in
time.
We
get
so
accelerated
and
you
know
Darrin
to
your
point.
D
B
A
Did
want
to
say
that
we're
gonna
keep
doing
panels,
work,
outpost
home,
so
we're
gonna,
be
you
know
we
have
a
few
that
will
announce,
assume
that
are
going
to
be
focused
on.
You
know
remote
work
in
the
future
of
work,
and
so,
if
you
liked
this
one
with
these
three
off
of
the
people,
there
will
be
more
cool,
I,
think
that's
it
for
everyone.
Yeah.