<aside> ✨ Our Values at Remote have been operationalised across the entire company. We use values day-to-day in the way we thank each other in the #thanks channel on Slack. We've also incorporated values in our Quarterly Employee Feedback Survey, in the way we provide feedback to each other and we utilise values during our interview process and to make objective decisions.



“Delight is temporary, Excellence is eternal.” -Marcelo Lebre

Excellence extends to everything we do. The way we communicate External Communication, the things we build, the code we write, and the way we treat our people.

We want to delight our customers at every step, no matter what happens. We are to be obsessed with their happiness and success, and even surprise them (in a good way) when possible.

Examples of this are:

  1. Amazing support. Quick, personal, and helpful.
  2. Excellence in our product. We’re making hard, boring things, easy. Because we deal with important matters, we must do so perfectly.
  3. Delight in our communication. If we sound corporate, we’re doing it wrong. See Slack's Twitter feed as a good example. It’s quirky, fun, responsive, but still very helpful.


Be kind in all your communication and decision making. That means assuming good intent in all situations, doing extra work to help out others. We’re building Remote to make the lives of people better. A single kind gesture - or simply treating people well - can have a meaningfully positive impact on their lives.

What if someone isn’t kind?

If you have a negative interaction, assume no bad intent and simply ask for clarification, especially in cases where someone is being short or brash. It can simply be a miscommunication. But if you’re not comfortable with the way you were treated, or you believe someone is intentionally being unkind, never hesitate to reach out to your direct manager.


Remote is the product of all its contributors, not a brainchild of its management. This means that you’re expected to treat it as your own: act in the best benefit of Remote, take ownership of any work you’re doing: don’t just do as you’re being told.

Your ownership extends to every part of our company. If you think we should do something different, even if it’s in a completely different area of the company than the one you’re active in, make a change! This goes from this handbook, to our processes, to our core strategy and product. Everything is mutable.

We trust you. If you think we should be listed somewhere, have an account on any service that will benefit Remote in some way, just do it! Don’t ask for permission, we believe in you and that your actions and decisions will benefit the company. Make it public what you’re doing and share the account details (with a strong password) in 1Password.


It’s up to you to decide how you do your job at Remote. This works two ways:

  1. You’re free in deciding, when, where and using what tools you need to do your job.
  2. You’re expected to always think independently. Always speak up if you have reservations about something, work in a way that you think works best. Take initiative.

Avoid seeking consensus

To move fast, one must take decisions and default to action. When seeking consensus, you end up with the polar opposite of this. Don't seek consensus, rather act quickly, work iteratively until you have something that works.

The only decisions worth taking a long time on are those that are irreversible and large.