
0:29
In this brief multi‑speaker exchange, Speaker A describes joining a fully‑remote startup that holds a daily standup with management present, lasting an hour from 9:30 am to 10:30 am. Speaker A expresses disbelief that a daily meeting starts the workday and notes that there are two additional meetings, questioning the necessity of such a long, management‑led session. Speaker B echoes the sentiment, calling a daily hour‑long meeting “dumb.” Speaker C concludes the discussion. The conversation highlights concerns about meeting length, frequency, and the impact of management participation on perceived meeting value in a remote work setting.











