Most remote work advice comes from the outside looking in. This comes from the inside.

Here's the short version of how I got here:

The large-scale transition

I spent two years at one of the largest mortgage companies in the U.S. — through their IPO, through COVID, and through the overnight transition of a massive workforce to fully remote. I watched what happens when a traditional organization tries to go distributed without changing its operating system. Some things worked. A lot didn't. That was the first time I started paying attention to why remote fails when it fails.

The front-row seat

After that, I spent roughly three years at two of the world's largest Employer of Record platforms — the companies that make it possible to hire anyone, anywhere, without setting up a local entity. Our target customers were remote-first companies by definition.

That gave me something most remote work writers don't have: a view inside hundreds of distributed companies at once. The async communication patterns that actually scaled. The hiring frameworks that predicted success. The tool stacks that worked at 10 people and still worked at 150.

Building it myself

Today I lead Revenue Operations at a Series A company, building distributed operations from the ground up. I also run a GTM engineering consultancy on the side. Both are fully remote. Both force me to practice what I write about every week.