How to run a remote-first company as you start to grow
By Matt Dircks | Published: 2025-10-23 10:48:00 | Source: Fast Company – leadership-2
“In the early days of a company, culture is shaped by proximity — shared offices, late nights, and the push and pull to turn ideas into reality. Decisions happen quickly, and everyone knows each other by name. But as the business scales — especially as a remote organization — that feeling of connection can quietly fade. Suddenly, you realize you can’t attend every onboarding, celebrate every accomplishment, or even recognize every face on a Zoom call.
That moment should give you pause. In fact, if it doesn’t, you’re missing a red flag.
At Appfire, we’ve gone from a small crew to nearly 800 people across multiple continents. Our remote-first approach allows people to “work where they wake up,” but it also brings a new set of leadership challenges. In a world of Volatility, Uncertainty, Complexity, and Ambiguity (VUCA), the old rules of the game of hallway conversations and impromptu lunches just don’t cut it. Staying connected—and relevant—requires intentional and adaptable systems of communication, empathy, and trust.
Here’s what I’ve learned (mostly the hard way): What works for 50 people completely breaks down at 800. Here are four principles I rely on to keep our culture intact as we grow—no matter how turbulent or complex the environment.
Consistently connect with the anchor culture
When you can’t rely on physical presence, communicate from leadership becomes Your presence. During my first month at Appfire, I started recording bi-monthly Loom videos — short, informal updates on everything from board meeting takeaways to customer feedback, industry trends, and what keeps me up at night. It’s intentionally unpolished. The important point is authenticity, not production value.
But it’s not just me talking in the people. Company-wide meetings—virtual or otherwise—are vital to achieving transparency and alignment. Switch format: 1 month, unscripted Q&A; The next day, focus all efforts on product milestones or wins. Routine is good, but predictability can breed apathy. Diversity keeps people engaged and shows that leadership is present, listening, and invested – even across time zones.
In VUCA environments, these points of contact become cultural anchors that steady the ship when the waters become rough.
Leading with empathy – especially through change
Growth brings change: new processes, changed priorities, and new faces. This can generate friction, especially when people feel ignored or misunderstood. Empathy is not just a “soft skill,” it is important for leadership, especially in uncertain or ambiguous circumstances.
You don’t need every answer, but you do need to listen.truly He listens. Ask questions. Show that you’re aware of the daily realities people face, whether they’re your 10th employee or your 900th employee. Empathy creates psychological safety, and opens the doors to collaboration and innovation—even as the ground shifts beneath us.
And in a globally distributed, remote-first workforce, empathy means respecting differences: work styles, time zones, and communication preferences. Flexibility and inclusion are not privileges, but strategic imperatives in a complex world.
Assume positive intent – seek understanding first
As companies expand, silos form. Communication happens over Slack, Zoom, or email, which are easy recipes for misinterpretation. My default choice? Assume positive intent. When something doesn’t make sense, I encourage teams to seek understanding first, not just be understood.
This mindset is a buffer against the ambiguity that naturally creeps in as organizations grow and evolve. It’s especially critical during moments of change – new tools, changing strategies, and reorganization. Curiosity over judgment promotes better cooperation, healthier conflict, and ultimately, stronger relationships.
As a leader, you need to model this. It sets the tone for everyone, especially when things get messy.
Focus on what you can control
Let’s be honest: the world isn’t getting any simpler. Markets fluctuate, technologies disrupt, and geopolitics intervenes. In a volatile and complex environment, there is a temptation to hunker down or get caught up in what you cannot control. Resist him.
We cannot manage macroeconomics or world events. But we are He can Controlling the quality of our products, the strength of our partnerships, the depth of our customer relationships, and the authenticity of our culture. We can prioritize creating real value over chasing hype. We can show up for each other. Grounding teams in what is controllable promotes resilience, clarity, and focus—even in the midst of chaos.
Intention is widespread
Expansion is not about the number of employees. It’s about evolving the way you lead when the old rules no longer apply. CEOs of high-growth, remote companies cannot rely on proximity or familiarity. We have to be intentional about communication, empathy, trust, and clarity. These things are not “good things to have.” In a world of uncertainty and volatility, it is the infrastructure for sustainable growth.
At Appfire, I may never know every employee personally — but I want every employee to feel like they know me. Not through perfect videos, but through a real, consistent driving rhythm. Staying connected is not about size. It is about intentional intention in the face of complexity and uncertainty.
This is how you build a culture that expands and endures in a distant, unpredictable world.
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(Tags for translation) Innovation
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