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[H1] We’re the first venture capital firm designed for a new era.
Where work is more creative and anyone can start something. Where life is more flexible and not tied to an office. Where everyone is a triple threat.
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Babba, fashion icon, mom, repeat founder using Settle for her clean beauty company.
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Charly, DJ, creative director, and founder, launched her vegan smoking accessories company with Pietra.
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Jess, caught coding on her wedding day, started Dev.to to help software engineers everywhere.
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Brooklyn Track Club, a weekend warrior group, organizes their runs with Heylo.
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Pablo, professional doodler and plant parent, uses Webflow to launch new projects.
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[H2] Our network
We’re operators with a deep network of creators, developer evangelists, product designers and engineers. We’re backed by the founders of Cameo, Spotify, Twitch, Zoom and platforms built for builders, creators, and individual contributors.
[H2] Our philosophy
We help technical teams with the not so technical stuff. You’re never too early. We meet founders early, typically before they leave their last thing. We don't wait for a lead investor, we introduce you to them. We’re occasionally late. We play the long game and back companies irrespective of company stage. If we missed your last round, put us to work before your next one. We take fun seriously. ‍The best jobs today started as entertainment or a side project: streamers on Twitch, contributors on GitHub, influencers on Instagram and retailers on Shopify.We look for emerging trends. We typically find them on GitHub, Substack, and unexpected offline places like farmer's markets or art galleries. We love community. ‍We create, hack, and build with a lot of personality.
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[H1] The Future of Remote Work: Employees Choose WFH Over Bonuses
In a new era of the hybrid workplace, employers and employees continue to debate the future of remote work. We interviewed tech workers to find out what’s next for the office.10/13/2022|Worklife EditorialWorklife Editorial
[IMG: A girl with brown curly hair, wearing glasses is using a laptop and smiling. Above her the phrase]
Designed by Slam Media LabIn a new era of the hybrid workplace, employers and employees continue to debate the future of remote work. Employees are seeing the benefits of having flexible working hours, and passing over extra cash to stay remote. That’s a big deal. And it makes one thing clear: employers are adjusting both hiring processes and compensation benefits to attract top global talent.Some companies have fully embraced this change, and others have insisted that employees return to the office, fearing that company culture will break down without in-person interactions.Is it an unnecessary worry? We interviewed 575 tech workers to find out what’s next for the office and company culture, and understand how their work lives have changed.
[H2] What Employees Are Saying About the Future of Remote Work
As we enter the first industrial revolution from home, where work is more creative, flexible, and free, we asked employees questions on how the following have evolved:productivityreturning to the officeworking 40 hours a weekbenefit and perksnetworking and bonding IRLteam building
[H3] On Productivity
The key to unlocking high-output teams is understanding how company culture affects productivity. Many workers have engineered their work life for optimal productivity, side hustles, and family time, which is why 80% of the employees we surveyed feel more productive at home than in the office.At home, workers feel more comfortable and creative, and they can escape the usual office distractions. So it’s easier to stay on track and get their work done. But they’re split on whether or not their own teams work more effectively in-person or in a remote setting: 39% said remote was more effective31% said in-person was better 28% said a combo of the two was betterWorklife Inside Scoop: See how Anne Raimondi (COO at Asana) and Rajiv Ayyangar (CEO of Tandem) are structuring their teams for the future of work
[H3] On Returning to the Office
How badly do workers want to return to the office? Not very.47% said they’d rather jump ship than go back to the office full time62% said they’d choose working from home over a $3,000 bonus just to go into the office44% of workers thought their company was too involved regarding where and when they workedWorkers feel that their companies don’t trust them. Micromanaging has become common, and turnover is high. This is no surprise at Worklife. We’ve heard a lot about the Great Resignation: millions of people leaving their jobs to find new ones that fit their lifestyles.Apple tried to bring employees back into the workplace, but quickly received a letter from over 1,000 employees saying the idea was “inefficient, inflexible and a waste of time.” The idea of returning back to the office in-person impacted key hires like Apple’s former machine learning director Ian Goodfellow, who left his role shortly after the announcement. “I believe strongly that more flexibility would have been the best policy for my team,”said Goodfellow.The workplace community is changing; companies and individuals are adapting to change in ways similar to what their businesses were like pre-pandemic. They’re rethinking their offices, missions, and cultures to give employees the right balance of flexibility and workplace community.
[H3] On Working 40 Hours a Week
Since the pandemic and the start of work from home, priorities have shifted. Workers realized how much time they could get back if they didn't have to get ready to go into an office. Now, the 40-hour work week is called into question—both for in-office workers and remote workers. The biggest reasons workers oppose a 40-hour work week in the office are: 54% said that commuting takes too long and eats into their day 39% said that working remotely allows them more time with their families and friends37% would rather have control over their schedule and set their hours themselves They’re also embracing the four day work week:
[IMG: This is an infographic asking tech workers if they think their companies would be better off with a 4-day-work week.]
Credit: Future of Work ReportIt’s clear that many are ditching the 9 to 5 in favor of flexible working hours. To retain and hire top talent, employers need to be intentional and focus on their people. The modern career landscape is more dynamic than ever, and open-minded employers are prioritizing freedom and creativity over an outdated definition of productivity.
[H3] On Benefits and Perks
As you hire world-class talent, your talent expects world-class compensation, benefits, and perks. Though the world has changed, comp in tech has remained pretty much the same: a standard salary, a bonus, stock options, and paid holidays. That is changing. Workers want employers to play a more active role in helping them with their personal goals. Here’s what they shared:49% said paid holidays were a priority45% said profit sharing was the most important 42% said mental health benefits were key24% said fertility care was critical Compensation is a complex topic, but it shouldn’t be. Companies like Keep Financial are empowering companies to provide a flexible vesting cash bonus incentive to their employees, so they can choose exactly how to allocate their total reward.
[H3] On Networking and Bonding IRL
A cold email and a coffee can change your life. Bonding with your coworkers can too. 54% miss the friendships that are built in the office. To help with meeting more people, some are tapping into their established network to connect with others: 48% are reaching out to others they know to meet more people 38% are heading to in-person industry events But 22% aren’t networking as much as before. Networking as we knew it is dead. In fact, I tell new grads that “networking” in tech is almost always a bad thing, because you’ll just meet recruiters and people trying to sell you things.The people who can make your career are busy building. So what can you do? Meet people with shared interests. Here are some of the tools I recommend:Heylo to find groups outside of work (i.e. run clubs)Polywork to find people to collaborate on creative projects (i.e. podcast, newsletter, design project)‍Deskpass to find a cool co-working space nearby. We suggest starting with Deskpass before committing to a co-working space because each place has a different vibe
[H2] Building Social Connections While Working Remotely
In an office, coworkers can communicate in many ways:Quick desk chatsImpromptu meetingsWaving at each other in the hallwayGetting lunch in the break room A lot of these social interactions are gone when working remotely, impacting company culture through lack of personal and social connection.Without these spaces, workers will feel isolated, lose creativity, and lose ideas that could turn into great features and products. Some of my best ideas came from a walk with a friend, not from a scheduled Zoom meeting.Currently, 50% of workers have felt more lonely since going remote. Having a strong workplace community is not something that companies can toss aside. Many are redesigning how to build that sense of community without a physical space. Incoming examples below:FlowClubCandorMmhmm
[H3] FlowClub: Rethinking Workplace Connection
Startups like FlowClub offer a unique way to develop social connections while working in high-intensity sprints, helping manage the downsides of working remotely. Once members sign up, they can join and host remote co-working sessions that let them share their goals and keep on track.With their scheduled co-working sessions, FlowClub helps maintain workplace connections, productivity, and can even boost your motivation to produce better work.
[H3] Candor: Rethinking How People Work
Most companies don’t have info and data on employees’ work styles. Both parties enter blind to how the employee works and the existing culture of the team. And with remote work becoming the new norm, it’s hard to build trust without understanding how you communicate.Candor is capturing this information and helping job seekers and teams create the ultimate “working with me doc.” Candor is a new professional networking site that helps workers share how they work, built by employee feedback.
[H3] Mmhmm: Rethinking Video Collaboration
Tired of Zoom calls and hearing one person talk for a long time? So are we. Mmhmm is a free-form video space that helps teams share ideas in a creative way.It turns your boring Zoom/Google Meet call into a weekend update-style TV show, making it fun for your team to collab and share their best ideas.
[H3] Codi: Choose-Your-Own Adventure Hybrid Workplace
46% of people in our survey miss the change of environment you get when working in-person.Codi is connecting people with workspaces in private homes without the traditional long commute. From working at a San Francisco Victorian house to a loft in Manhattan, companies like TaskRabbit are renting work hubs from Codi because they offer all your typical office perks: strong Wi-Fi, monitors, coffee, whiteboards, and more. If you have a fully remote or hybrid team, Codi offers flexible leases to companies, so that employees have the option to work elsewhere, but without their traditional long commute.
[H2] Future of Remote Work: Tips to Build Team Connection and Optimize for Deep Work
So how can employers embrace remote work? To navigate wellbeing, remote work, burnout, and productivity, I’ve compiled what some CEOs and operators have implemented to avoid a stale remote company culture:How to welcome new employees and manage them remotelyHow to build trust and meaningful connections at workHow to avoid creative burnoutHow to optimize for deep work
[H3] How to Welcome New Employees and Manage Them Remotely
Most employers spend a great amount of time, resources, and equity to hire someone new, and then almost entirely, miss to properly onboard their employees and bring them up to speed. Don’t make this mistake.Welcoming new employees properly and ensuring you nail how to manage them require more attention, time, and energy than you give to hiring.Take Cameo for example. They’re making sure their remote company culture isn’t lame. Before the pandemic, they had what most millenial start-up trappings have: a ping pong table, kombucha, free lunch, and celebs being spotted in the office. Of course, things have changed.Cameo’s Head of People Melanie Steinbech started with making sure that:Managers were properly trained to manage people they’ve never met IRLSetting up internal comms that workedRedesigning the onboarding experiencePersonalizing the comp and benefits packageCreating opportunities for team interactionsCameo wants to make everyone feel like a celeb, so they roll out the red carpet for them. Every new employee that joins gets:A full office set-up (in advance of starting)Swag (in advance of starting)A personalized Cameo from a celebA few welcome Cameos from team members In just a few years, we’ll see more of Gen Z in the workplace – they’ll be about 30% of the workforce. And they won’t settle for anything less than flexibility and the option to work remotely when they want to. With this in mind, a great welcome and intro can make a big difference. “Casual introductions to other team members can make all the difference in feeling able to reach out to people later on,” Brooke Rosin said. Rosin is a PR Account Executive who entered the workforce in the middle of the pandemic.
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Rosin, a PR Account Executive, who was affected by the changes in hiring during the pandemic
[H3] How to Build Trust and Meaningful Connections at Work
Social connections at work are powerful in creating trust. There are several ways to do so:Worklife Tip: Setting Time to Get to Know Each OtherBuffer’s Head of People Nicole Miller has been building high output remote cultures for years. It’s in Buffer’s DNA as the company has been fully remote for the last decade.The team is now setting up dedicated time for coworkers to intentionally get to know each other by:Setting up TED-style lunch and learn talks among teammatesSharing fun things in a dedicated water cooler channel on SlackDoing a personality test to get to know each others’ work styles and traitsWorklife Tip: Have Your Leadership Team Host Open Meetings“It struck me [that open meetings] can foster a really high trust culture,” said Anne Raimondi, COO at Asana and previously CCO at Gusto. When Gusto decided to host open office hours, team members felt a bit guilty, but then these open meetings became the best conversations the team had. Employees felt heard, and that input led to impact at work.
[H3] How to Avoid Burnout in the Workplace
Low pay, no opportunities for advancement, and disrespect are the main reasons why people are burning out, the Pew Research Center reports. To avoid it, employers are addressing burnout by:Providing stress management interventionsEngaging employees   Implementing transparent performance management cyclesEncouraging hobbies outside of workAssisting employees to reach their personal goalsOffering therapy and career coachingWe chatted with Arianna Huffington on The Great Global Employee Burnout. Read the discussion here.
[H3] How to Optimize for Deep Work
“I need time to focus,” is a phrase that has probably crossed your mind. You are not alone. Context switching in a remote work setting is hard, because you’re getting pinged 24/7.Prioritizing time effectively to get stuff done is critical for any employee.Before I had a team, I had to take fewer meetings and learn from the sidelines to optimize for deep work. This allowed me to have time to do things that would help the fund go to the next level. Other tips  I have include:No meeting days or take few fewer callsBlocking dedicated time on your call to focusSetting up do not disturb hours/daysRespecting virtual cuesPrioritize high-impact work
[H3] So What’s Next for the Future of Remote Work?
It’s clear that employees want more flexibility when it comes to hours and benefits. But don’t forget that building a high-output team in a hybrid or remote environment means you’ll need to create an environment where you put people’s priorities first.This means ample room for creativity and change about what the future of work can look like.Liked this? Check out our recommended reading:Why Flexible Working Hours Are Here to StayWorklife's Maturity Curve: The Future of Workplace CommunityFun Work, Good Work: How Company Culture Affects ProductivityWorklife's Maturity Curve: The Future of Workplace Communit

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[H1] From Robotics to Global Payroll: Shuo Wang and the Future of Deel
Interested in the future of international remote work? In an interview with Brianne Kimmel, Deel co-founder Shuo Wang expands on the day-to-day operations and growth of her company. 9/27/2022|Brianne KimmelBrianne Kimmel
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Designed by Slam Media LabShuo Wang is one of the founders I admire the most. Years ago, I would run into Shuo at least once a week at a future of work event or around town fundraising and recruiting to get her startup Deel (a Worklife portfolio company) off the ground. Since then, Shuo has revolutionized working from home internationally, helping over 8,000 customers in over 150 countries settle into the new normal. Remote work has made the work life balance more accessible and employee friendly, and at Worklife we’re all for it. Starting as a robotics student from MIT, and transitioning to co-founder of Deel, Shuo has brought massive changes to how people will work in a more remote, digital age. Founded by Shuo Wang and Alex Bouaziz, Deel allows companies to process international payroll seamlessly and eliminate the ongoing admin of local compliance of taxes and benefits. Companies like Shopify, Notion, and Nike use Deel to make global hiring easy. In August of 2022, I was able to sit down remotely with Shuo to talk about her roots and day-to-day operations overseeing Deel’s rapid growth and revenue. Read the full story below, or catch the interview on our community chat.
[H2] The journey from robotics to Chief Revenue Officer (CRO)
Brianne Kimmel: So you’re the co-founder and CRO of Deel. Can you tell me a little bit more about your roles and responsibilities, and how that has changed over the last couple of years?Shuo Wang: The CRO is chief revenue officer, so my main responsibility is making money for the company. I ensure we:Continuously grow our revenueContinuously hit our revenue target Adapt to sales conditions and marketing conditionsForecast our revenue targetI actually have a very technical background; I studied robotics while I was in college and I have a master’s degree in robotics from MIT. It’s been a dramatic change to transition from a technical role to a sales role.I think running sales as a founder means I know where our business is at, understand how to pitch the product, and enable the team to do sales in a more efficient way. I think having a co-founder in charge of sales or working as the CRO is becoming more and more popular.Brianne Kimmel: I love this model. I talk to a lot of founders, and if you have two technical co-founders and no one owns revenue you can stay in free land for way too long. So I think growth and monetization is something that can easily be an afterthought when you have two founders who are really focused on product and product alone.
[H2] A little more about Shuo Wang
Brianne Kimmel:  Is there one thing in the early days of Deel that you did that really set the company up for success? Shuo Wang: I think Alexander and myself were aiming to build a payment platform for international talents to be able to get paid based on their performance automatically, to make sure they always receive their payments. And I think everyone really liked that idea, but hated our pro-initial product. It was just super complicated to use. We didn’t acquire any clients within the first three weeks we were at YC. And then Alex and myself had a long conversation and we decided we should give up on this product. We should talk with our batchmates and great funders out there and see what kind of product we can build for them.And I think for the rest of the three to four weeks, we spoke with every single founder in our batch and tried to understand our problems, and how they made payments to talents. And then based on their feedback we built a completely new product. I think that definitely helped us understand the market and train the set of our foundation. Brianne Kimmel: Do you have the best practices? Are there certain operating principles that you have with Alex or with the rest of the team that allow you to move very quickly and directly?Shuo Wang: Alex and myself have a very transparent communication style with our team. Whenever we realize a client need, we report to our product team, and report to our ops team directly. Then we trust our team, and have them test a strategy at the very beginning and see how that works. If we see some kind of traction we would invest in the new product feature. So I think effective communication, transparency and honest conversations provide really good and honest feedback to the product team. Brianne Kimmel: Do you have any principles or philosophies that you have internally on how to take in customer feedback and prioritize it? Shuo Wang: I’m always patient about my clients when it comes to their problems. They come from Twitter, they come from Facebook Messenger, or Instagram or direct emails. Always take the time to be patient, understand their problem, and to help solve the problem.I think that’s very important. And to build the trust between you, the company, and the clients. Brianne Kimmel: How do you balance work and life? Do you feel like you have certain things that you enjoy doing on your day off? Are there certain kinds of best practices or even boundaries you have in place as a founder? Shuo Wang: As of today, I don’t want a vacation. I’m very excited about where Deel is at today. As I travel, I always like to see new opportunities, and I want to promote Deel. I want to build a local network, and expand the market. Brianne Kimmel: Because I know you’re in Singapore, is there anything you wished you learned either in starting the company or something that you’ve learned during the pandemic? Shuo Wang: You know how we hire rep ops? And why that team is important? I wish I could’ve known that much earlier on. And then I wish I could have hired my first rev. A  50 person sales team instead of like 150 much later on.
[H2] Deel’s co-founders
Look who finally got together to take a picture! Building Deel halfway around the world from one another? It's a lifestyle @Bouazizalex pic.twitter.com/8oR18ArSO3— Shuooo (@copernicussw) June 3, 2022 Brianne Kimmel: When you go into meetings with Alex and you have your CRO hat on, what are the things that Alex owns versus what you own? How do you approach that in specific meetings? Shuo Wang: I think Alex and I have very separated and independent responsibilities just because we’re a remote company. I’m in charge of revenue, and he is in charge of product, scaling the company, and a lot of operations as well. We maintain an investor relationship where you build strategic partnerships as well. I think we are very independent, so we make decisions on our own and move very fast. I think that is one of the reasons Deel has been growing so fast. We move at Deel speed, and we identify problems and propose solutions. And based on those solutions we test different strategies, and find the best one and execute it. We always touch base, but in day-to-day work or responsibilities, we’re very independent and make decisions on our own.
[H2] Shou Wang on Deel and the pandemic
Brianne Kimmel: What do you think about Deel today versus the pandemic? What are some things that you didn’t expect or anticipate pre-pandemic?Shuo Wang: The pandemic definitely accelerated the need for Deel, and it helped us find a product market fit much faster. I think we didn’t expect our company to scale so fast.I remember before the pandemic in 2020 when we first graduated from a 10 person team. In early 2020, we were a 20 person team. And then right now after 3 years we’re a 1,200 person team. We scaled the team much faster and then we started to accelerate hires. We became more serious about time planning, strategy planning, and then product design as well.Brianne Kimmel: Do you find that the revenue team specifically is fully distributed? If so, how have you scaled that team? Shuo Wang: The sales team is about 30% of our overall headcount, including sales, marketing, revenue, operations, plus the SDR team, as well as a partnership team. We look at a global scale. Deel is not only focusing on the US market since day 1. We had a small sales team focusing on the market, focusing on APAC and Latin America very early on. And that definitely helped us build a very efficient sales strategy when we were ready to scale.We always look at sales talent that has an international background. Then we can adapt to the remote working requirement, and we’re always driven. Another thing I look for is if the sales team can execute on their own, and whether they are aggressive enough to be able to close deals in a very efficient way. ? @deel went from $1 to $100M+ ARR real quick. Like, 20 months quick ?.Revenue grew from $4-54M in 2021, following 20x growth in 2020. While exciting, this growth brought hard-learned scaling lessons.Sharing the biggies below as @Bouazizalex and I reflect today ?— Shuooo (@copernicussw) April 12, 2022
[H2] Re-forecasting Deel and market changes
Brianne Kimmel: Last time we spoke you had mentioned that you were very quick to re-forecast and quick to make changes when the market started to turn. Can you tell us a little more about if you changed the team structure from a revenue standpoint? Did you have one person driving the re-forecasting? How did you reorient the business when the market started to change?Shuo Wang: That’s a great question. We changed our revenue and organization. As we grew bigger, we added a new team, and on top of the sales team we have a revenue operations team.The responsibility of this revenue operations team is making sure that our sales team is efficient and they help us build a go-to market strategy, or help us expand internationally to global markets. So when it comes to optimizing more strategies based on market conditions, we always have a rev ops team to work with. So these two teams always work together for re-forecasting.Things we consider when it comes to reforecasting:We wouldn’t keep a close eye on our pipeline generation, like our dimension functionPreviously we had 100 monies every month, and today because of market conditions we could only have 80And that is one of the measurements we closely look at just to make sure we understand what’s going on, and if we have enough pipeline leads
[H2] Moving at Deel speed with Shuo Wang and acquisitions
Brianne Kimmel: I’ve also noticed the team has been really aggressive and excited about acquisitions as well. Do you feel like these acquisitions are going to serve as more expansion revenue, and opportunities to upsell? What are your goals with acquiring other companies? Shuo Wang: When we look at acquiring companies, there are two things we measure.Number 1 is from a product standpoint, whether this company’s product or the services the company provides are aligned with Deel’s vision. Number 2 is the team culture, whether we can work together. And then if the 2 teams can integrate together smoothly. Overall I think we did 4 acquisitions recently, mainly around HR products and integrations. The most recent, bigger acquisition is a global payroll company, but in India, based in APAC, and then headquartered in Singapore. They’re very good at global payroll, and have served many bigger clients. We’re trying to expand or upsell our existing clients to a global payroll product, which is a new service we’re providing today. We also acquired a company which is called Legalad, which will help us build our mobility product. I’ve built up a lot more structure, processes, and systems in place when it comes to a company having to sponsor their global talents. All the acquisitions that we have made are very aligned with our vision and how we are going to provide better service and better product to help all kinds of companies to hire remotely, or hire international talents in a very efficient way.
[H2] Deel and currency
Brianne Kimmel: I also find you are not afraid to experiment with different product offerings, different currencies. I’d love to learn a little bit more about how crypto came about. Shuo Wang: I think Alex and myself are very open to crypto. I think he built a crypto product very, very early on, on top of Ethereum. We believe in crypto as a payment system and a payment infrastructure. So that concept makes sense.When it comes to building a payment platform for international talent. which is the initial pitch, we are naturally adapting to all kinds of payment systems. And we integrated with many greater payment providers out there, including local banks, PayPal, and TransferWise, as well as crypto payouts.Today, we are open to integrate all kinds of payment platforms into our system.Crypto is becoming a bigger and bigger part of that place.Brianne Kimmel: Are there certain markets where you’re seeing crypto being adopted faster?Shuo Wang: Yeah, I think around 10 to 12% of the withdrawals of the day are into cryptocurrencies, and the major markets including APAC and Latin America.
[H2] Economic growth within Deel
Brianne Kimmel: How do you think about unit economics vs growth?Shuo Wang: I think at Deel we’ve been very efficient, and efficient on marketing spending and user acquisition. One thing that I have learned as a founder or as an entrepreneur is always making revenue and then making businesses. We do investments, but it needs to make sense. And then we need to be able to measure the return, the ROI of every single dollar that we spend.Brianne Kimmel: I do feel like Deel was first to market. You had the benefit of having a strong brand and partnering. You see companies in the early days who have now scaled into very big companies, which is true for a lot of enterprise companies that go through the program. How do you think that’s changed now that there’s more competition? Do you feel like investing more in marketing or that some of the marketing tactics have changed?Shuo Wang: The strategy around marketing has changed, because we need to adapt to the new system and the new rules of playing this game. I remember our keyword deal, it was two years ago. The CPO is like $10 right now, $5 to $10 today.You can see the CPO is around $2,000. It’s crazy because competitors keep on beating on our keywords. So we actually did not keep up the spending, and then we found organic ways to grow our pipeline. Then we knew that organic growth is the most efficient way. It drives more like a sales qualified lease, or sales qualified opportunities for other AEs. So to drive more organic growth, we have developed all kinds of good assets, and we provide the salary information, insights based on different jobs, and then responsibilities for different levels of talent as well. Last month we released a global hiring report. That automatically drives se

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