<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.



Ownership is about outcomes. We want everybody to care about the desired outcome for the customer, whether that customer is the remote employer, or their employee, or internally the desired outcome for your peers. Sometimes the work becomes caught up in small details, detached from the actual results we want to achieve. When you take ownership of the outcome, these gaps in understanding become smaller.

Ownership is also about trust. We trust you to do what is in the best interest of the company. We trust you to develop your own understandings of the desired outcome and then become strong advocates for it. 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.

‣ in practice


Be clear about what you're doing, what you mean to communicate to others, and what you're thinking. Being transparent helps prevent conflict, improves stakeholder engagement, and helps people understand any situation better.

By default act, communicate, and work in the open. This allows others to contribute and will prevent information from getting lost over time.


To be able to achieve really hard things, you have to be ambitious. Be ambitious about the speed, quality and excellence of whatever it is that you're doing. Remote's vision is really hard to achieve, so we all have to do the best job we've ever done to get there. Ambition means two things here:

Continuous growth

We strive for personal and professional growth. Everyone is encouraged to go beyond their own scope and to leave their comfort zone. We are not afraid to fail and make mistakes. Fail fast, learn fast!