Immad Akhund says remote companies need deliberate effort to innovate and build culture. His team meets in person at least once yearly, most teams twice a year, and uses personalized emoji call signs for each employee to foster connection.
How do you think about building a company that can innovate at scale while being remote and still keeping a strong culture?
Number one, you have to be really deliberate and be trying pretty hard. Like, this is not free. I think any remote culture needs to have some in-person components. So we have, and we're very generous on it, I think. So we have a company-wide get-together at least once a year. We have specific teams, like if you're on a product team or support team or whatever, most teams we are like, hey, you should get together twice a year. We do a ton of stuff. Like, we have— we call them call signs, but we have basically like emojis that are associated with every single person that works at Mercury. I worry that like people feel a little lonely. So I do think like some people do prefer an office. I'm not like religious about one or the other. I think I mostly have the opinion to let people do what they want to do.