Remote-First Requires You to Be More Deliberate

As the work landscape continues to evolve, the concept of remote-first has become a focal point for many businesses. In a recent interview with Marco Zappacosta, co-founder and CEO of Thumbtack, we explored the necessity of intentionality in remote work models. Zappacosta shared insights from Thumbtack’s transition to a virtual-first model in 2021 and discussed the challenges and strategies that come with leading a distributed workforce.

The Productivity Paradox 

Zappacosta highlighted a fascinating paradox in the current discourse on remote work. Despite a narrative that senior leaders are pushing for a return to office (RTO) due to perceived drops in productivity, Thumbtack’s experience and a recent survey indicate otherwise.

“We found that 75% of both leaders and employees reported increased productivity with remote work,” Zappacosta said. This insight contradicts the prevailing belief that office presence equates to better performance. Instead, the data suggests that remote work can lead to higher job satisfaction and productivity, provided it’s managed correctly.

The Sunk Cost Fallacy 

One of the driving factors behind the push for RTO, according to Zappacosta, is the sunk cost fallacy. Companies have significant investments in real estate and are hesitant to let those resources go unused. Additionally, senior leaders, who have traditionally thrived in office environments, may find it challenging to adapt to new ways of working.

“It’s about how these leaders have always worked,” Zappacosta explained. “They are hesitant to operate in a new environment given the stakes of their roles and the fact that their best work has always come in an office.”

The Deliberate Approach 

One of the key takeaways from Thumbtack’s remote-first model is the importance of being deliberate. In a virtual environment, the casual, ad-hoc interactions that naturally occur in an office must be intentionally recreated. This means being explicit about performance management, goal setting, and team cohesion.

“Remote work rewards intentionality,” Zappacosta emphasized. “It forces leaders to think, design, and act deliberately, which typically creates better outcomes than the ad-hoc, ephemeral interactions of an office.”

Zappacosta argues that the debate shouldn’t be framed as a choice between remote or office work. Instead, it’s about finding the right balance to maximize company performance and efficiency. “It’s not either/or; it’s both in the right combination,” he asserted.

Addressing the Challenges 

Transitioning to a remote-first model isn’t without its challenges. Zappacosta identified two main issues: team cohesion and onboarding. Virtual interactions lack the spontaneous small talk and cross-conversations that help build team bonds. Additionally, onboarding new employees can be more difficult as it’s harder to spot when someone is struggling or needs help.

To tackle these challenges, Thumbtack has implemented structured mentoring programs and deliberate onboarding processes. New employees are paired with mentors both within and outside their teams to help them integrate and build cross-team connections.

“It’s about ensuring that the new employee meets the right people, has the right conversations, and is supported,” Zappacosta explained. “In person, you can catch and solve these issues without a formal process. Remote requires more deliberate effort.”

The Future of Flexible Work 

Looking ahead, Zappacosta believes that flexible work is here to stay. Despite initial flip-flopping in tech industries—from an all-remote mania to a strong push for RTO—there’s a clear demand for flexibility from the talent pool. Major corporations like Microsoft, Amazon, and Facebook have had to adapt their policies to accommodate this new expectation, despite their strong office amenities and pull factors.

“For knowledge workers, a fundamentally more flexible work environment is the new normal,” Zappacosta stated. “The question is, who can meet that need the best?”

Thumbtack has seen a surge in job applicants by positioning itself as a deliberate and intentional virtual-first employer. Without geographic restrictions, they’ve accessed an incredible pool of talent, which has become a significant asset to the business.

Conclusion 

The lesson from Zappacosta’s experience is clear: adopting a remote-first model requires more than just logistical adjustments. It demands a shift in mindset towards deliberate, intentional leadership, as I highlight to clients who I am helping navigate the frustrations of flexible work models. By focusing on explicit goals, structured support, and balanced flexibility, companies can harness the full potential of remote work and create a productive, satisfied workforce.

As the future of work continues to unfold, the businesses that thrive will be those that embrace these principles, adapting not just their operations but their organizational culture to meet the demands of a new, more flexible world.

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