Dan Novaes

So, you know, departmental OKRs, ensuring that, you know, everyone's really aligned on what they're supposed to work on and then being able to kind of track those OKRs so that people know exactly what their goals are, ensuring that the managers get comped based on that. It's like, you know, everything aligns to that. And it literally took us like four years to do it.

So, you know, departmental OKRs, ensuring that, you know, everyone's really aligned on what they're supposed to work on and then being able to kind of track those OKRs so that people know exactly what their goals are, ensuring that the managers get comped based on that. It's like, you know, everything aligns to that. And it literally took us like four years to do it.

So, you know, departmental OKRs, ensuring that, you know, everyone's really aligned on what they're supposed to work on and then being able to kind of track those OKRs so that people know exactly what their goals are, ensuring that the managers get comped based on that. It's like, you know, everything aligns to that. And it literally took us like four years to do it.

And it's so painful to do, to be honest, if you're not wired in that way. But I think that that's been one of the most impactful, important things, along with these other things that we've learned to create a good remote culture that allows for like, you know, you know, we have like a 90, 80, 90% satisfaction rate. And the average company is like 65% or something like that.

And it's so painful to do, to be honest, if you're not wired in that way. But I think that that's been one of the most impactful, important things, along with these other things that we've learned to create a good remote culture that allows for like, you know, you know, we have like a 90, 80, 90% satisfaction rate. And the average company is like 65% or something like that.

And it's so painful to do, to be honest, if you're not wired in that way. But I think that that's been one of the most impactful, important things, along with these other things that we've learned to create a good remote culture that allows for like, you know, you know, we have like a 90, 80, 90% satisfaction rate. And the average company is like 65% or something like that.

And I think that those are all things that add up to be able to build a great remote company. I mean, I would love to run a

And I think that those are all things that add up to be able to build a great remote company. I mean, I would love to run a

And I think that those are all things that add up to be able to build a great remote company. I mean, I would love to run a

a 1 000 person kind of remote company one day uh that fully operates you know uh autonomously um you know in more of a decentralized fashion and that's what i'm trying to move more and more towards as you know we think about our business well i run a 600 person in-person company so yeah that's definitely it would be uh what what to do for sure

a 1 000 person kind of remote company one day uh that fully operates you know uh autonomously um you know in more of a decentralized fashion and that's what i'm trying to move more and more towards as you know we think about our business well i run a 600 person in-person company so yeah that's definitely it would be uh what what to do for sure

a 1 000 person kind of remote company one day uh that fully operates you know uh autonomously um you know in more of a decentralized fashion and that's what i'm trying to move more and more towards as you know we think about our business well i run a 600 person in-person company so yeah that's definitely it would be uh what what to do for sure

Yeah, yeah. Well, I think even for that, I mean, honestly, I sent it to my co-founder.

Yeah, yeah. Well, I think even for that, I mean, honestly, I sent it to my co-founder.

Yeah, yeah. Well, I think even for that, I mean, honestly, I sent it to my co-founder.

Yeah, yeah. I posted it immediately.

Yeah, yeah. I posted it immediately.

Yeah, yeah. I posted it immediately.

And that was like wise words from the CEO. And it was like a special place for us. I mean, I think that, I mean, their business in particular, if you think about like, and he wrote it in a really good way. It was something along the lines of like, you know, easy tasks, like what used to be easy tasks or like brainless tasks now, what used to be hard tasks. That goes away. Hard is the new easy.

And that was like wise words from the CEO. And it was like a special place for us. I mean, I think that, I mean, their business in particular, if you think about like, and he wrote it in a really good way. It was something along the lines of like, you know, easy tasks, like what used to be easy tasks or like brainless tasks now, what used to be hard tasks. That goes away. Hard is the new easy.