My recent experience is that many companies insist on having engineers on site. When they hear “remote” or “not in the office” many people have a very negative perception. They either believe it’s cheap labor or they believe they require people to come into the office each day in order to get good results. While I do understand the bad experience many companies have, this is not always the case. Many are highly successful with distributed remote engineers, or even a remote team. While there are many places with highly talented engineers all over the world I see again and again companies that insist on hiring people only from the local eco-system. And it’s true that there are certain skills that only exist in Silicon Valley / Tel Aviv / NYC and other places where people have successfully built large companies, however a large percent of the work can still be done in a different place where the talent is more loyal, at a lower cost, while not sacrificing the skill-set of the people. It’s very difficult and expensive to hire engineers in SF or NYC or TLV, and as there are so many offers for talented engineers there, retention becomes just as hard as recruiting.
I’ve been highly successful at finding and retaining talent world-wide. I’ve also been working with companies for around 6 years, remotely. Either personally for my own start-up or providing development services for companies. I’d like to share my thoughts on what are the secrets to making such an environment flourish.
My experience with remote teams
Today my time is split between the US, Israel and Eastern Europe. I’ve been working for the past 6 years or so in and with remote environments and teams. I’ve used remote teams to build a complex password manager running on multiple web and mobile platforms, and in 4 years it has reached over 70,000 paying customers. I’ve also been successful at building products for US companies with teams in Eastern Europe and getting results using the latest front-end and back-end technologies.
Working in a remote team as an individual
When I first started out, I had doubts: how does this remote thing even work, if at all? While I’d heard of companies doing it, up until then I was used to waking up in the morning and going into an office. At the time I’d just started working with my new co-founder, with his company that has sold over 3 million dollars of mobile software products, and has worked with over 20 developers from all around the world. I was fascinated by this. Slowly but surely I saw the way he works with them and why he was so successful in doing so. It actually took me a lot of effort to get him to start meeting regularly (as we lived 2 blocks away) and we ended up meeting once every 3-4 weeks in person. We worked night and day and would communicate via skype, email and other methods. We built an amazing product together and got some great offers for partnerships and acquisitions.
Working with a mixture of remote and local teams
For the past 2 years I’ve been working with US-based companies, where most of my development work is done either by me, or by using teams of people in Eastern Europe & the US. I’ve built products and I know that there is a clear difference between a remote single contributor and a remote team. Remote teams are very similar to regular teams, except you might have other people in other countries as your co-developers, product managers, or product owners, and you must manage this process. There are many similarities to being in a remote team and being a remote single contributor. I am not going to go over the differences as I want to focus on the core elements of working with remote teams / single contributors and what is common to making any remote environment work.
The secrets to making remote work
Finding good engineers is hard, no doubt. However using good engineers remotely requires the remote team or remote lead person on that team to have additional skills in order to make it work.
- Be Proactive & Driven – This is the single most important quality for any remote engineer / remote team manager. The reason is that when someone is sitting in the office, you can instantly see if someone is not engaged, or stuck. You can just tap him on the shoulder and ask what’s up buddy? Is there anything I can do to help? What are you working on? etc. In remote teams that is not possible, so you need to ensure the person on the other side, and possibly in the other time-zone, is proactive. He will get on call at strange local times, he will email you that something isn’t working. He will flag that he finished his tasks and needs more work, or even let you know that while you’ve planned it before, seems he is finishing early. He will be the type of person tapping himself on the shoulder and not requiring anyone to chase him. EVER! This type of person will make or break your remote / outsource / not in the office work environment.
- Resourceful – Resourcefulness goes hand in hand with being pro-active. When working in a remote team, many times you will be faced with integration issues. Integration issues are the ones that take up a lot of time. The back-end RESTAPI that is suppose to return X returns Y. Break. Your mobile app / front-end app cannot read / write the data and the work cannot continue, or perhaps it can? While the proactive perosn would raise the issue, a resourceful one would also find a creative way to continue his work. For example, many times I will create mock data / a mock server when I can’t get the back-end to work. This can mean the difference between 24-48 hours delay in the work, to zero down time, or just 1-2 hours to fix a bug. A resourceful person will find an alternate path to continue his work, create solution to a problem or just move to another task. Resourcefulness is highly important for any engineer, but in remote teams it is vital as it can be the difference between making the remote team work, and reaching the conclusion that remote teams do not work.
- Result Oriented – Most people hate micromanagement, and while sometimes management does need to intervene in the remote environment, this becomes almost impossible. That is why in remote environments, your engineer / lead must be result oriented. He is not focused on completing a feature, or getting his “workload” ticked off. He should be focused on making sure your business goals are achieved, and that his part is playing it’s role in the global scheme of things. A result oriented person would ask about your business deadlines, when do things need to be done by, and why. This means that person is not about just counting the hours worked, but about making sure he is helping you get to where you need to be.
I’ve worked with teams in many time-zones, and when I meet new customers they always raise that concern. I would like to use the end of this post to crush any time-zone concerns people have. Is having developers in different time-zones a challenge? Sure it is! Does it mean it won’t work? Not necessarily. If you’ve found a good engineer or engineers, that have the list of skills I’ve mentioned, you won’t be suffering from time-zone issues. These types of people, with these skills, are leaders. They will work at many times that overlap with your hours, they will be answering emails at 2am in the morning their time, they will jump on call at strange hours as they commit to your success. Furthermore, how many times do you really need to talk to your engineer 8 hours a day? Most of the time you’d rather not do that, as if you are, you might be hurting your own performance at the same time…
I’m a big believer in remote teams and when done right they are a wonderful asset. The right team / person can build you amazing software that works very well. It’s all of matter of understanding how to work it, and what to look for. I hope this helps and feel free to contact me if you have any questions about creating a successful remote software team.