Maria Angelidou

But that doesn't mean you can build an incredible company here. It just takes much more energy.

I think, yeah, I would say that there is a difference. In the States, people feel like their job is a much bigger part of their identity. And I think in Europe it's just less of a phenomenon. And when you feel that your job is important to you personally, I think you put in more effort, more of an owner, let's say, than a renter, to use that terminology.

I think, yeah, I would say that there is a difference. In the States, people feel like their job is a much bigger part of their identity. And I think in Europe it's just less of a phenomenon. And when you feel that your job is important to you personally, I think you put in more effort, more of an owner, let's say, than a renter, to use that terminology.

I think, yeah, I would say that there is a difference. In the States, people feel like their job is a much bigger part of their identity. And I think in Europe it's just less of a phenomenon. And when you feel that your job is important to you personally, I think you put in more effort, more of an owner, let's say, than a renter, to use that terminology.

I actually think it's more kind of like the younger generation across Europe and the US, especially people who maybe this is their first job and they had a job that is like pretty just cushy from the perspective of like, you know, all the benefits they get and they think that's normal and they don't realize that there's actually not normal.

I actually think it's more kind of like the younger generation across Europe and the US, especially people who maybe this is their first job and they had a job that is like pretty just cushy from the perspective of like, you know, all the benefits they get and they think that's normal and they don't realize that there's actually not normal.

I actually think it's more kind of like the younger generation across Europe and the US, especially people who maybe this is their first job and they had a job that is like pretty just cushy from the perspective of like, you know, all the benefits they get and they think that's normal and they don't realize that there's actually not normal.

So when I started at Personio, we had, you know, we were just coming out of the pandemic and there wasn't really like an intentional strategy for, you know, location strategy. And so I actually did a lot of research and I talked to a bunch of my peers and public companies and private companies to see like what's working, what's not.

So when I started at Personio, we had, you know, we were just coming out of the pandemic and there wasn't really like an intentional strategy for, you know, location strategy. And so I actually did a lot of research and I talked to a bunch of my peers and public companies and private companies to see like what's working, what's not.

So when I started at Personio, we had, you know, we were just coming out of the pandemic and there wasn't really like an intentional strategy for, you know, location strategy. And so I actually did a lot of research and I talked to a bunch of my peers and public companies and private companies to see like what's working, what's not.

I ended up deciding that we're going to continue to hire remotely. The benefit that you get from that is that you just have access to much better talent and you can hire much faster. The risk, but you can totally mitigate that, I think, is that when people are in person, there's many more opportunities

I ended up deciding that we're going to continue to hire remotely. The benefit that you get from that is that you just have access to much better talent and you can hire much faster. The risk, but you can totally mitigate that, I think, is that when people are in person, there's many more opportunities

I ended up deciding that we're going to continue to hire remotely. The benefit that you get from that is that you just have access to much better talent and you can hire much faster. The risk, but you can totally mitigate that, I think, is that when people are in person, there's many more opportunities

to spend time together in unstructured way, like socialize and ideas come up, not in a structured way. You also form much stronger relationships on the team. I think as long as you have a way to bring people together regularly, which I do, you create that environment, I think you can mitigate most of the not being in person.

to spend time together in unstructured way, like socialize and ideas come up, not in a structured way. You also form much stronger relationships on the team. I think as long as you have a way to bring people together regularly, which I do, you create that environment, I think you can mitigate most of the not being in person.

to spend time together in unstructured way, like socialize and ideas come up, not in a structured way. You also form much stronger relationships on the team. I think as long as you have a way to bring people together regularly, which I do, you create that environment, I think you can mitigate most of the not being in person.

I ask that my teams at the team level get together at least once a quarter.

I ask that my teams at the team level get together at least once a quarter.

I ask that my teams at the team level get together at least once a quarter.

If you have, you know, we have about 30% remote in product and technology, which is the organization that I run. And when you have such a high percent of remote people, you're actually really, really intentional with meetings. And so we shift to async collaboration as much as we can. And there are all these tools now, right? Like we use Loom, for example, for that.