FROM THE ARCHIVE:Ever wondered how remote teams can truly bond and feel connected despite the physical distance? This episode of Remote Worker Life features Badri Rajasekhar, former CEO of Jam, who shares his remarkable journey from Chennai to Microsoft and beyond. Learn about his bold decision to join a startup during the 2008 financial crisis and how it led to the creation of Jam, a video collaboration app that promises to make remote teamwork fun and effective. Badri’s story shows how Jam combined the best aspects of Slack and Zoom, ensuring that distributed teams don’t just work together but actually enjoy doing so…..
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Fun and Collaboration in Remote Teams
Alex Wilson-Campbell
0:01
Hey
,
it's
Alex
from
Remote
Worker
Live
here
and
I'm
really
happy
.
Today
we
have
a
really
good
guest
,
a
really
great
guest
.
I've
got
Badri
Rajasekhar
with
me
today
.
He's
the
CEO
of
Jam
.
Now
,
jam
is
a
tech
business
and
Jam's
very
different
,
and
the
reason
I've
got
a
massive
smile
on
my
face
is
because
Jam
is
all
about
having
fun
,
and
you
know
,
when
we're
as
remote
workers
,
especially
in
this
current
climate
,
we
not
many
people
are
speaking
about
having
fun
.
But
this
is
what
jam
is
all
about
,
because
jam
is
a
lightweight
video
collaboration
app
for
remote
teams
.
So
think
about
if
slack
and
zoom
were
to
have
a
baby
.
This
is
basically
what
jam
offers
.
So
,
like
I
said
,
massive
swallow
my
face
because
we're
going
to
be
talking
today
about
having
fun
with
remote
teams
.
So
,
badri
,
I
just
wanted
to
say
a
massive
thank
you
for
for
joining
us
today
thank
you
so
much
,
alex
.
Badri Rajasekhar
1:01
Super
excited
to
be
here
and
I
hope
everybody's
safe
out
there
,
but
super
,
super
pumped
to
be
here
.
Alex Wilson-Campbell
1:06
No
,
excellent
,
I'm
so
excited
to
have
you
.
As
I
said
,
I
can't
take
the
swallow
off
my
face
.
No
,
so
,
badri
,
like
I
said
,
he's
the
CEO
of
Jam
and
he's
had
a
really
interesting
background
and
he's
overcome
some
challenges
actually
,
we
were
talking
just
before
,
before
we
got
on
air
and
he's
overcome
some
really
tough
challenges
to
really
create
something
that
is
very
much
needed
,
not
just
in
the
remote
world
in
general
,
but
,
like
I
said
,
now
in
in
a
sort
of
this
sort
of
day
and
age
that
we're
in
and
the
sort
of
changes
that
we're
going
through
now
,
fun
is
a
really
important
thing
.
So
what
I
wanted
to
do
really
is
just
,
really
,
badri
,
just
to
find
out
about
you
and
how
you
progressed
in
your
career
,
because
you've
had
a
very
successful
career
to
being
where
you
are
now
as
CEO
of
Jam
.
Badri Rajasekhar
2:00
Yeah
,
it's
been
an
interesting
journey
for
me
and
it's
a
lot
of
irrational
decision-making
,
as
I
was
talking
to
you
about
.
So
,
at
my
heart
,
I'm
mostly
like
a
product
technologist
,
right
.
So
I
grew
up
in
Chennai
,
which
is
like
a
small
city
in
southern
India
.
Like
a
lot
of
kids
in
my
generation
,
I
was
super
into
coding
and
technology
and
playing
video
games
and
stuff
like
that
,
eventually
moved
to
the
United
States
to
go
to
school
,
studied
computer
science
and
then
went
on
to
work
for
Microsoft
up
in
Seattle
and
had
a
great
time
working
for
Microsoft
and
sort
of
being
in
Seattle
.
I
didn't
like
the
weather
in
Seattle
,
of
course
,
but
outside
of
that
it
was
fantastic
.
Seattle
,
of
course
,
but
outside
of
that
it
is
fantastic
.
Badri Rajasekhar
2:43
But
sometime
around
2007
,
you
know
,
I
was
into
photography
and
video
and
stuff
like
that
and
that
was
sort
of
the
big
sort
of
boom
of
YouTube
and
I
got
this
bee
in
my
bonnet
that
video
communication
.
The
next
step
to
YouTube
is
going
to
be
,
hey
,
people
are
just
going
to
be
having
these
video
calls
online
.
Youtube
is
going
to
be
hey
,
people
are
just
going
to
be
having
these
video
calls
online
,
almost
sort
of
Jetson
style
,
and
so
I
had
that
idea
.
I
found
extremely
sort
of
intriguing
.
Obviously
,
it
turned
out
not
to
be
true
.
It
took
more
than
10
years
for
that
reality
to
pan
out
,
but
at
that
point
I
was
super
excited
about
this
idea
and
so
in
November
of
2008
,
actually
,
I
quit
Microsoft
,
decided
to
pack
up
my
bags
,
move
back
to
California
,
join
a
small
group
of
people
who
are
building
a
company
called
TalkBox
,
which
is
a
video
API
platform
.
September
of
2008
is
when
we
had
the
financial
crisis
,
and
November
of
2008
,
I
decided
to
quit
my
cushy
job
at
Microsoft
,
move
to
the
Bay
Area
.
Everybody
thought
I
was
nuts
.
I
probably
was
nuts
for
having
done
that
,
but
it
was
mostly
driven
by
this
excitement
around
sort
of
video
and
the
future
of
video
.
Like
I
said
,
you
know
,
we
spent
a
bunch
of
years
building
our
talk
box
and
somewhere
along
the
way
we
got
acquired
by
Telefonica
,
which
is
the
Spanish
carrier
,
and
all
of
a
sudden
we
went
from
having
this
fairly
localized
team
in
California
to
now
being
part
of
a
much
more
globally
distributed
team
that
is
spread
across
London
,
madrid
,
barcelona
,
perth
,
sydney
,
a
whole
bunch
of
locations
right
.
And
so
I
,
like
a
lot
of
people
,
got
thrust
into
sort
of
the
remote
work
,
sort
of
movement
,
and
at
the
same
time
,
we
were
also
a
video
API
platform
.
We
were
also
a
video
company
.
Badri Rajasekhar
4:45
We
were
trying
to
do
a
lot
of
video
conferencing
in
the
early
days
and
what
I
quickly
realized
was
A
.
The
remote
work
movement
is
the
future
.
There's
no
question
about
it
.
Right
?
There's
incredible
talent
available
all
over
the
world
.
It
is
a
lot
of
fun
to
actually
sort
of
work
in
a
remote
and
distributed
team
.
You
have
a
great
deal
of
flexibility
.
Badri Rajasekhar
5:06
But
at
the
same
time
,
because
we
came
from
a
video
background
,
we
were
also
thinking
about
why
is
why
?
You
know
,
what
can
we
do
to
make
it
much
more
fun
and
lightweight
?
In
a
way
,
slack
did
that
to
email
.
If
you
look
at
Slack
and
email
,
slack
just
made
something
stayed
like
much
more
informal
,
fun
,
engaging
.
Badri Rajasekhar
5:28
And
why
does
video
conferencing
imply
that
we're
all
sitting
in
a
Zoom
call
for
60
minutes
twiddling
our
thumbs
right
Like
people
put
out
of
the
wits
?
And
so
the
genesis
of
what
we
were
trying
to
do
with
the
jam
actually
came
out
of
this
experience
of
not
only
working
in
a
remote
team
but
also
sort
of
marinating
and
thinking
about
real-time
audio
and
video
.
And
so
eventually
,
that's
what
got
us
to
sort
of
thinking
about
hey
,
what's
the
future
of
video
in
the
workplace
look
like
.
And
large
parts
of
that
we
thought
was
about
being
intentional
about
culture
,
and
large
parts
of
building
that
culture
is
about
enabling
that
camaraderie
and
the
fun
element
you
spoke
about
no
,
it's
an
interesting
story
and
,
like
you
said
,
um
,
it
is
a
,
it
is
a
challenge
,
um
,
building
camaraderie
.
Alex Wilson-Campbell
6:15
It's
a
challenge
building
a
team
,
even
when
you're
sort
of
sitting
in
front
of
somebody
in
the
same
office
or
next
to
somebody
in
a
cubicle
or
wherever
it
may
be
.
So
it
does
make
sense
that
you
,
you
had
those
sort
of
uh
,
almost
like
um
I
guess
you
could
call
them
um
,
visionary
moments
uh
,
back
in
2008
.
You
know
,
you
were
right
,
you
were
ahead
of
the
game
,
I
guess
back
then
.
And
now
it's
come
.
I
mean
,
you've
got
so
many
different
,
I
don't
know
.
There's
so
many
different
tools
and
applications
and
plugins
that
are
appearing
Building Trust and Social Cohesion
Alex Wilson-Campbell
6:51
.
But
I
think
there's
real
value
in
this
because
,
like
I
said
to
you
before
,
right
now
and
I
said
this
to
you
before
we
got
on
the
call
,
when
I'm
speaking
to
my
colleagues
,
my
colleagues
,
and
trying
to
get
that
banter
and
and
those
sort
of
uh
,
really
lightweight
conversations
going
,
I
end
up
having
to
look
for
my
phone
and
getting
like
a
sending
a
audio
message
.
Alex Wilson-Campbell
7:15
It's
not
ideal
,
I
mean
it
works
,
but
you
you
still
?
As
a
remote
worker
,
you
still
yearn
for
those
conversations
,
don't
you
?
Badri Rajasekhar
7:22
right
,
that's
exactly
right
,
and
I
think
you
hit
the
nail
on
the
head
.
And
if
you
actually
think
about
what
is
driving
a
lot
of
this
as
well
,
as
not
just
the
remote
work
movement
is
,
but
also
what
I
call
sort
of
the
consumerization
of
the
workplace
,
our
expectations
have
changed
in
a
way
where
in
our
social
and
consumer
lives
with
our
friends
,
we
might
be
hanging
out
in
Discord
,
or
we
might
be
in
house
party
,
or
we
might
be
sending
stories
,
and
then
,
the
minute
you
come
into
work
,
the
only
sort
of
incarnation
of
video
in
the
workplace
happens
to
be
a
conference
call
,
which
is
incredibly
boring
,
has
a
whole
bunch
of
issues
with
it
in
terms
of
how
it's
run
,
how
it's
structured
,
and
so
it's
almost
as
if
we
have
we
have
already
used
all
of
these
expectations
in
social
and
consumer
apps
,
and
why
can't
I
have
the
same
kind
of
casual
interaction
,
those
micro
interactions
that
banter
in
the
workplace
?
And
so
,
to
some
degree
,
we
think
it's
even
more
important
because
of
expectations
being
changed
and
the
fact
that
we're
all
moving
to
an
increasingly
remote
and
distributed
future
.
It's
enabling
these
micro
interactions
getting
short
form
,
facetime
,
the
ability
to
sort
of
express
myself
over
audio
and
video
,
with
the
tone
and
context
becomes
super
important
.
Badri Rajasekhar
8:37
And
the
one
thing
I
would
also
add
is
I
think
there's
too
much
emphasis
being
placed
on
sort
of
productivity
.
And
how
do
you
make
teams
productive
and
how
do
we
,
you
know
,
drive
like
more
efficiency
?
And
I
almost
think
productivity
is
sort
of
an
emergent
behavior
of
trust
.
If
you
had
a
team
that
everybody
had
like
a
high
degree
of
trust
there's
a
lot
of
social
bonding
,
camaraderie
and
alignment
you're
naturally
going
to
be
more
productive
.
You're
going
to
trust
people
doing
their
jobs
.
You're
going
to
be
more
productive
.
You're
going
to
trust
people
doing
their
jobs
.
You're
going
to
be
more
aligned
.
So
I
think
there's
got
to
be
a
shift
.
And
we
think
there
is
a
shift
happening
where
,
you
know
,
we've
got
to
think
in
terms
of
sort
of
social
cohesion
,
we've
got
to
think
in
terms
of
trust
,
we've
got
to
think
in
terms
of
alignment
and
culture
.
And
how
do
you
put
in
the
tools
in
place
,
how
do
you
hire
for
those
characteristics
,
how
do
you
build
the
team
with
that
as
sort
of
your
foundational
principle
?
Alex Wilson-Campbell
9:28
and
then
productivity
and
efficiency
,
and
all
of
that
has
got
to
be
sort
of
emergent
byproducts
of
building
out
that
organization
I
love
that
and
I
think
well-being
actually
is
is
another
conversation
that
this
,
that
jam
,
could
get
involved
in
as
well
,
because
all
those
things
you
just
mentioned
there
,
um
,
badri
,
you
know
,
when
you
can
have
just
those
spontaneous
conversations
and
spontaneous
interactions
,
then
you
can
just
it's
easy
to
have
a
conversation
,
isn't
it
?
Because
what
we
find
as
remote
workers
is
and
remote
managers
,
we
find
that
what
I
often
hear
,
that
the
expression
sort
of
like
you
have
to
be
deliberate
,
so
you
have
to
be
deliberate
about
,
um
,
you
know
your
productivity
,
you
have
to
be
deliberate
about
even
create
,
creating
water
cooler
moments
,
you
know
those
kinds
of
things
where
that
shouldn't
you
,
you
don't
really
want
that
.
You
just
want
that
sort
of
spontaneity
,
but
you
don't
want
to
have
to
say
let's
create
this
meeting
and
all
get
together
and
talk
about
something
that's
fun
,
that's
right
,
that's
right
,
that's
right
and
that's
what's
happening
in
a
lot
of
organizations
.
Badri Rajasekhar
10:35
if
you
look
at
it
right
now
,
it's
like
people
are
scheduling
social
events
and
to
some
degree
,
that's
sort
of
uh
,
that's
sort
of
um
.
You
know
the
opposite
of
what
you
want
to
do
.
You
don't
want
to
say
,
hey
,
let's
get
on
a
call
between
4
and
5
pm
and
then
we're
gonna
have
fun
.
Right
,
it's
got
to
be
.
It's
got
to
be
much
more
natural
and
it's
got
to
be
about
how
do
you
enable
those
spontaneous
moments
of
magic
?
Alex Wilson-Campbell
10:59
definitely
and
well
,
like
I
said
,
it's
something
that
this
um
,
this
technology
,
this
,
this
way
of
thinking
,
I
suppose
,
is
,
I
guess
,
what
a
lot
of
these
apps
are
trying
to
create
.
But
it
looks
like
you've
managed
to
nail
it
.
So
what
I
wanted
to
know
,
I
mean
,
there
have
been
challenges
getting
here
for
you
,
haven't
they
?
Because
,
like
you
said
,
you're
emerging
,
or
your
ideas
were
emerging
,
at
a
time
when
it
was
quite
um
,
I
guess
,
quite
tough
um
,
with
economic
downturn
right
how
?
Alex Wilson-Campbell
11:32
how
did
you
know
I
mean
,
I
suppose
that
this
was
because
I
guess
between
2008
and
now
it's
quite
a
lot
of
time
has
passed
there
what
challenges
you
face
there
yeah
,
it's
.
Badri Rajasekhar
11:44
It's
kind
of
an
interesting
question
Cultural Shifts and Remote Collaboration
Badri Rajasekhar
11:46
you
ask
.
Right
like
when
we
first
started
out
,
we
had
this
like
crazy
vision
.
Right
like
at
that
point
in
2008
,
we
were
like
hey
,
youtube
is
big
,
people
are
uploading
videos
,
the
natural
next
step
is
people
are
going
to
have
conversations
in
the
browser
.
Now
that
didn't
work
out
for
a
multitude
of
reasons
back
then
,
because
a
network
connectivity
was
not
as
good
as
it
is
right
now
.
Right
like
10
years
ago
,
like
people
were
on
really
crappy
.
There
were
people
who
are
still
using
like
dial-up
modems
and
stuff
like
that
,
in
certain
ways
,
cable
modems
,
right
?
Badri Rajasekhar
12:14
Um
,
I
think
the
,
the
entire
sort
of
the
,
the
mobile
movement
has
also
sort
of
driven
the
need
for
people
to
have
like
much
more
spontaneous
conversations
,
and
so
the
entire
smartphone
movement
also
drove
a
lot
of
like
sort
of
communication
apps
and
different
modalities
of
communication
being
explored
.
Badri Rajasekhar
12:37
And
,
purely
from
a
technology
perspective
,
I
think
we've
come
a
long
way
in
terms
of
like
just
video
,
audio
technology
that
makes
it
sort
of
much
more
efficient
to
have
these
conversations
with
high
quality
,
with
blurred
backgrounds
.
You
know
,
there's
a
whole
bunch
of
advances
that
have
happened
in
technology
,
so
almost
I
almost
treat
it
as
sort
of
a
confluence
of
happy
factors
which
have
finally
sort
of
come
together
and
I
think
finally
it's
.
It's
been
a
cultural
shift
,
um
,
in
terms
of
people
being
OK
with
video
,
in
a
way
where
10
years
ago
video
was
sort
of
just
novelty
right
,
like
people
would
you
know
,
get
on
a
call
and
just
try
it
out
and
that's
about
it
.
It
was
not
sort
of
a
serious
modality
of
communication
.
But
now
I
think
video
has
arrived
right
.
It's
more
than
arrived
,
it's
prime
time
.
I
think
video
is
has
arrived
right
,
it's
more
than
arrived
,
it's
prime
time
,
and
I
think
this
entire
work
from
home
situation
is
just
going
to
make
that
,
it's
going
to
normalize
video
even
more
.
My
three-year-old
daughter
comes
up
to
me
and
says
I
want
to
zoom
with
my
my
friends
,
oh
my
god
so
you
know
,
you
know
,
videos
arrive
and
Alex Wilson-Campbell
13:41
three-year-olds
are
using
it
as
a
verb
tell
me
about
it
and
it's
almost
like
um
,
it's
like
second
nature
now
.
It's
almost
like
they've
that's
all
they
know
as
far
as
,
and
that's
what
they've
become
used
to
and
correct
.
What
I'd
say
is
,
as
well
is
,
um
,
you
know
the
,
the
whole
idea
of
,
of
,
I
guess
,
remote
work
itself
.
You
,
you
,
you
talk
about
a
cultural
shift
.
I
think
there's
a
,
there's
a
like
a
,
even
within
this
whole
,
I
guess
,
crisis
.
I
suppose
you
could
say
that
we're
we're
going
through
at
the
moment
.
There's
even
a
new
cultural
shift
,
even
within
that
,
because
,
you
know
,
there's
those
people
that
,
okay
,
we
were
already
on
board
with
,
with
remote
work
,
so
we've
been
doing
it
for
such
a
long
time
.
Alex Wilson-Campbell
14:22
But
then
there's
certain
people
,
through
no
fault
of
their
own
,
have
been
forced
to
work
remotely
,
so
they're
having
to
get
used
to
even
things
like
Zoom
and
things
like
Skype
and
all
that
sort
of
thing
.
And
I
think
people
are
still
getting
used
to
video
.
That's
my
opinion
.
But
even
this
,
now
,
what
we're
talking
about
in
terms
of
Jam
,
this
is
even
further
than
that
.
This
is
like
almost
your
,
it's
almost
like
it's
taking
the
friction
almost
out
of
the
,
the
connection
you
know
.
So
it's
,
it's
new
,
it's
totally
new
in
terms
of
or
totally
different
in
terms
of
that
.
That
,
uh
,
you
know
,
because
with
with
skype
,
you
have
to
that
,
you
have
to
you
download
it
and
then
you
right
have
to
arrange
that
meeting
and
all
this
sort
of
things
.
So
this
is
the
new
,
the
new
cultural
shift
,
I
would
say
that's
right
and
I
think
it's
also
.
Badri Rajasekhar
15:17
It's
also
driven
by
the
fact
,
and
I
think
it's
to
your
point
.
But
this
crisis
,
one
of
the
things
I
have
personally
observed
and
I
think
we
were
talking
about
I
have
a
three-year-old
daughter
and
a
12-month-old
daughter
and
one
of
the
one
of
the
things
you
quickly
realize
as
you're
working
from
home
,
if
you
have
kids
at
home
,
you're
a
strong
compartmentalization
of
work
and
not
work
.
Those
lines
get
blurred
a
little
bit
when
you
work
remotely
,
especially
with
people
across
these
time
zones
,
right
.
And
then
you
couple
that
with
the
fact
that
not
all
of
us
are
available
at
the
same
time
.
And
I
take
it
one
step
further
and
I
always
say
to
people
availability
is
not
the
same
as
attention
.
The
fact
that
I'm
available
doesn't
mean
you
are
now
entitled
to
my
attention
,
exactly
.
And
so
it
becomes
all
the
more
important
to
create
tools
that
adapt
to
sort
of
your
fluid
schedule
,
rather
than
the
other
way
around
,
where
you've
got
to
adapt
your
schedule
just
so
you
can
be
on
a
meeting
or
just
so
you
can
sort
of
land
up
at
an
8
pm
call
,
right
.
Badri Rajasekhar
16:36
So
we
are
taking
almost
opposite
approach
to
say
the
new
reality
is
that
schedules
are
going
to
be
fluid
.
People
are
going
to
be
remote
,
people
are
going
to
be
working
across
time
zones
,
people
want
to
feel
connected
without
having
to
be
always
on
how
.
How
?
How
would
you
create
the
culture
?
How
do
you
think
about
tools
?
How
do
you
think
about
process
?
How
do
you
think
about
your
entire
organization
that
accommodates
,
that
accommodates
that
new
reality
without
introducing
a
whole
bunch
of
friction
?
Because
I
think
what
we
have
right
now
is
the
opposite
.
Right
like
we're
to
your
point
,
we're
all
getting
used
to
meetings
,
but
people
are
having
zoom
fatigue
and
they're
like
I
don't
want
to
hop
from
meeting
to
meeting
.
Or
you
know
,
calendaring
is
a
pain
,
you
know
I
I
think
the
tools
have
not
adapted
to
the
reality
of
what
we
face
well
,
I
think
this
is
going
a
long
way
to
to
sort
of
bridging
that
gap
.
Alex Wilson-Campbell
17:28
And
,
like
you
said
again
,
um
,
when
you
,
when
you're
working
remotely
,
you're
,
you're
scheduling
everything
,
aren't
you
?
Everything
is
is
in
,
is
in
your
calendar
,
even
those
,
those
fun
moments
.
So
wouldn't
it
be
great
if
you
could
just
not
have
to
schedule
the
fun
moments
and
just
do
them
and
that
it's
,
it's
done
,
and
then
you
just
carry
on
with
your
work
and
all
that's
right
,
you
know
.
So
that's
right
love
it
.
Alex Wilson-Campbell
17:51
I
love
it
so
,
but
with
you
.
How
was
your
transition
to
remote
work
?
I
know
some
people
take
to
it
easier
than
others
.
How
did
you
find
it
?
Badri Rajasekhar
18:03
Yeah
,
it's
been
sort
of
an
interesting
journey
for
me
.
In
the
beginning
,
when
,
you
know
,
when
I
started
working
with
a
large
,
remote
and
distributed
team
,
it
was
very
difficult
for
me
,
like
a
lot
of
people
,
just
getting
used
to
the
fact
that
,
you
know
,
I
was
sort
of
I
felt
a
little
bit
disconnected
in
terms
of
what
was
happening
and
,
as
a
lot
of
like
,
like
a
lot
of
leaders
do
,
I
was
trying
to
solve
that
using
process
right
,
how
do
you
make
things
more
efficient
?
How
do
you
document
things
you
know
in
a
more
structured
way
?
And
to
some
degree
,
my
epiphany
was
things
you
know
in
a
more
structured
way
,
and
to
some
degree
,
my
epiphany
was
it's
not
about
process
,
right
,
culture
is
process
,
and
I
was
trying
to
sort
of
take
a
sledgehammer
to
you
know
to
solve
this
problem
,
and
then
you
really
can't
solve
it
through
process
.
Badri Rajasekhar
18:46
So
it
was
hard
until
I
had
that
mental
shift
in
terms
of
how
I
thought
about
remote
teams
and
how
I
thought
about
working
remote
teams
,
and
so
that
,
to
me
,
has
been
sort
of
the
learning
moment
is
you've
got
to
fundamentally
shift
a
little
bit
,
I
think
,
in
terms
of
how
you
think
about
the
organization
and
how
you
think
about
culture
and
the
other
thing
I
would
say
is
our
current
team
at
Jam
is
pretty
crazy
in
the
sense
that
it's
almost
as
if
we
we
took
a
world
map
,
we
picked
the
worst
possible
airplane
route
and
decided
to
build
a
little
team
uh
across
it
.
So
we're
spread
across
san
francisco
,
sydney
,
barcelona
and
perth
oh
wow
how
many
continents
is
that
?
Badri Rajasekhar
19:30
that's
like
three
,
yeah
,
uh
,
yeah
,
that's
three
continents
,
right
?
And
if
you
actually
think
about
it
,
the
only
time
we
can
all
get
together
as
a
team
is
a
60-minute
window
per
day
,
which
is
11
pm
San
Francisco
time
to
midnight
San
Francisco
time
.
That's
the
only
time
we
can
all
get
together
,
right
?
So
to
some
degree
I've
gone
from
one
extreme
to
another
,
and
I'm
such
a
deep
believer
in
sort
of
remote
and
hyper
remote
teams
that
we
sort
of
both
jam
across
a
super
asynchronous
,
super
like
remote
sort
of
setup
,
in
a
way
where
not
everybody
can
even
get
on
a
call
at
the
same
time
.
Building Trust in Remote Teams
Badri Rajasekhar
20:12
Right've
got
to
be
spontaneous
,
you've
got
to
be
ad
hoc
.
Alex Wilson-Campbell
20:15
There's
no
way
for
you
to
schedule
stuff
and
I
think
,
um
,
the
other
thing
is
you've
got
to
be
able
to
yeah
,
you
can't
be
if
you're
spread
across
different
parts
of
the
world
.
Yeah
,
you
have
to
also
have
people
of
that
,
of
that
mindset
as
well
,
that
are
flexible
with
that
,
that
way
of
working
.
How
did
you
,
I
suppose
,
what
is
the
makeup
of
your
team
,
and
how
did
you
go
about
sort
of
um
,
putting
that
team
,
um
,
together
?
Badri Rajasekhar
20:45
yeah
,
I
told
my
co-founders
I've
had
sort
of
uh
,
we
worked
together
for
for
a
long
time
,
so
we
we
have
sort
of
a
good
prior
working
relationship
,
but
essentially
,
one
of
the
things
we
did
very
early
on
was
to
really
hire
for
people
who
took
a
strong
degree
of
sort
of
accountability
and
ownership
right
.
I
think
that's
sort
of
an
important
trait
to
have
when
you're
working
in
a
remote
and
distributed
team
,
followed
also
by
the
ability
to
deal
with
sort
of
ambiguous
information
right
To
a
large
degree
.
A
lot
of
what
happens
in
remote
teams
is
,
if
people
are
waiting
for
instructions
or
waiting
for
things
to
be
sort
of
aligned
,
it
becomes
a
little
bit
harder
,
right
,
and
so
I
think
you've
got
to
think
a
little
bit
about
,
you
know
,
hiring
the
right
personalities
in
large
,
remote
and
distributed
teams
.
But
I
think
,
to
a
large
degree
,
that
can
also
be
offset
by
the
fact
that
you
know
it's
about
driving
alignment
.
Let
me
step
back
and
talk
about
this
a
little
bit
,
because
I
think
this
is
sort
of
an
important
point
.
Badri Rajasekhar
21:41
I
think
we're
all
drowning
in
unstructured
data
.
We're
all
drowning
in
stream
of
consciousness
data
,
whether
it's
Slack
conversations
,
github
comments
,
Doc
comments
.
We're
just
drowning
in
data
,
and
one
of
the
problems
I
think
people
have
is
not
the
lack
of
data
,
it's
the
opposite
.
You've
got
like
too
much
data
.
It's
a
problem
.
Badri Rajasekhar
22:05
And
so
the
order
of
the
day
in
sort
of
modern
remote
teams
is
about
how
do
you
quickly
drive
alignment
.
Badri Rajasekhar
22:12
Modern
remote
teams
is
about
how
you
quickly
drive
alignment
.
How
do
you
quickly
get
color
and
context
communicated
across
in
a
way
where
people
understand
sort
of
the
motives
and
sort
of
the
decision
making
and
the
thought
process
behind
some
of
that
information
they're
presented
with
.
And
I
think
to
your
question
of
how
you
know
,
we've
thought
about
it
we
place
a
lot
of
emphasis
on
having
these
spontaneous
conversations
,
and
not
just
for
fun
and
banter
,
but
because
people
quickly
have
color
and
context
and
can
be
aligned
Right
.
So
there's
not
a
lot
of
ambiguity
in
terms
of
why
decisions
got
made
,
how
they
got
made
,
what's
the
context
behind
it
.
And
so
I
think
finding
lightweight
mechanisms
to
get
people
talking
to
each
other
very
frequently
automatically
drives
alignment
,
and
I
think
that's
that's
a
hugely
overlooked
part
of
of
remote
and
distributed
teams
.
I
think
a
lot
of
people
focusing
on
information
.
I
don't
think
it's
about
more
information
,
it's
about
it's
the
second
order
context
around
that
information
for
me
,
when
you
remove
that
information
,
it's
like
removing
sort
of
like
a
um
.
Alex Wilson-Campbell
23:15
A
weight
is
if
you
you
know
off
or
the
you
know
too
much
information
people
get
,
so
inundated
with
it
that's
right
and
lose
their
focus
on
,
on
the
mission
of
what
,
what
they're
trying
to
achieve
for
the
,
for
the
wider
team
.
I
would
say
so
.
No
,
I
like
that
,
I
love
that
.
So
you've
got
,
uh
,
different
elements
in
your
team
or
different
what's
your
team
made
up
of
?
So
you've
got
marketing
.
You've
got
.
Talk
me
through
that
.
Badri Rajasekhar
23:41
Yeah
,
we're
a
really
small
team
.
We're
like
a
seven
person
team
.
We've
got
like
five
full
time
people
and
two
part
time
contractors
,
and
the
five
full
time
people
are
mostly
just
engineers
and
like
one
product
person
.
We
just
cross
these
four
locations
.
Our
two
contractors
part-time
contractors
are
marketing
folks
,
but
they're
based
here
in
san
francisco
bay
area
,
but
our
,
the
five
person
team
,
the
core
team
which
we
have
,
is
actually
spread
across
four
,
four
cities
and
three
continents
.
Alex Wilson-Campbell
24:14
Right
,
okay
,
great
,
and
let's
,
let's
,
let's
get
a
bit
more
into
the
detail
then
about
um
.
How
you
guys
,
how
do
you
guys
then
in
your
team
have
um
,
have
those
spontaneous
moments
,
how
do
you
and
your
team
have
fun
then
?
Badri Rajasekhar
24:33
uh
,
it's
,
it's
a
lot
of
.
So
we
do
a
couple
of
things
.
Obviously
we
have
,
just
like
,
a
lot
of
other
teams
.
We
we
use
slack
and
we
have
a
lot
of
like
banter
and
giphy
and
sort
of
you
know
fun
stuff
on
slack
which
I
think
is
sort
of
important
.
Um
,
we
also
use
jam
to
have
a
lot
of
sort
of
asynchronous
sort
of
.
We
record
like
little
goofy
videos
and
send
it
over
.
We
use
it
to
celebrate
like
interesting
moments
.
You
can
record
little
video
avatars
for
yourself
.
So
every
time
somebody
did
something
crazy
,
we
record
,
like
you
know
,
crazy
little
video
avatars
for
ourselves
to
sort
of
celebrate
those
moments
.
But
I
think
it's
important
for
people
to
sort
of
get
together
and
do
fun
things
in
spontaneous
ways
.
The
other
day
,
me
and
my
co-founder
,
adam
,
we
randomly
sort
of
,
you
know
,
we're
talking
to
each
other
and
suddenly
we
started
playing
this
game
called
Type
Racer
.
Okay
,
it's
a
multiplayer
game
where
both
of
you
start
typing
at
the
same
time
.
Alex Wilson-Campbell
25:30
Type
.
Badri Rajasekhar
25:30
Racer
,
type
Racer
,
and
it
basically
just
shows
,
you
know
,
who
can
type
faster
,
and
so
there's
a
leaderboard
of
all
the
people
who
are
asked
this
type
,
you
know
.
So
we
have
a
lot
of
these
like
really
crazy
ad
hoc
sort
of
situations
where
we're
playing
games
together
and
it's
it's
just
banter
,
right
.
Sometimes
we've
got
like
people
get
together
and
play
pictionary
um
.
It
just
sporadically
happens
,
um
,
and
so
we
we
encourage
a
lot
of
those
sort
of
spontaneous
interactions
.
Badri Rajasekhar
26:00
The
other
thing
I
would
say
is
I'm
very
militant
about
like
sort
of
not
having
a
background
and
things
like
that
,
and
so
I
want
kids
to
run
around
in
the
background
of
my
meeting
,
I
want
your
pets
,
I
want
to
see
your
dog
,
I
want
to
see
your
cat
,
and
so
just
enabling
not
having
those
backgrounds
for
us
um
introduces
a
lot
of
like
personal
conversations
,
right
,
like
somebody
jumps
into
the
room
,
you
know
your
cat
,
comes
in
the
background
,
and
then
we
start
talking
about
it
,
and
so
we
try
to
sort
of
um
have
sort
of
much
more
informal
meetings
,
even
if
we
were
having
a
meeting
in
a
way
where
we're
encouraging
a
lot
of
personal
sort
of
social
bonding
um
yeah
,
I
love
that
,
because
I
think
there's
this
um
,
probably
a
misconception
um
about
remote
workers
and
work
from
home
that
you
know
it's
just
about
putting
your
feet
up
or
just
sort
of
,
uh
,
sitting
at
home
with
your
dog
.
Alex Wilson-Campbell
27:00
But
I
think
,
like
you
said
,
it's
about
creating
an
environment
that
you
are
really
comfortable
in
,
your
your
that
suits
you
and
that
it
puts
your
mind
at
ease
to
the
point
that
you're
then
so
at
ease
that
you
can
relax
and
you
can
do
your
best
work
right
.
Badri Rajasekhar
27:13
So
that's
right
,
I
love
that
that's
right
and
I
think
you
and
I
think
that
also
builds
trust
and
culture
in
a
way
where
you
don't
have
this
feeling
that
sometimes
happens
in
remote
teams
where
people
are
looking
over
other
people's
shoulder
.
You're
always
,
you
know
some
people
are
thinking
about
,
oh
,
is
work
getting
done
,
you
know
.
So
building
that
sort
of
authenticity
as
part
of
your
culture
and
as
part
of
your
interactions
,
I
think
just
frees
up
is
exactly
like
you
said
you're
,
you're
at
ease
and
people
trust
each
other
to
get
stuff
done
.
They
understand
their
social
context
at
you
know
which
.
They're
in
the
constraints
they're
working
under
.
I
think
it
just
goes
a
whole
way
to
sort
of
make
everything
much
better
,
smoother
and
more
sort
of
more
fun
.
Remote Team Creativity and Collaboration
Alex Wilson-Campbell
27:55
No
,
I
like
that
actually
and
I
was
speaking
to
an
agency
CEO
remote
CEO
agency
leader
and
he
was
talking
about
the
creativity
side
of
things
and
when
he
first
started
working
remotely
he
had
real
creativity
blocks
and
he
couldn't
really
figure
out
why
because
he
was
new
to
it
.
And
then
he
sort
of
really
started
to
really
put
his
mind
to
it
and
he
realized
that
when
he
was
working
in
his
office
he
would
take
his
commutes
on
the
train
and
in
a
sense
that
was
his
moment
of
sort
of
thinking
and
almost
like
planning
what
he
was
going
to
do
in
his
head
.
Alex Wilson-Campbell
28:34
That
was
his
moment
of
sort
of
Right
Of
thinking
and
,
you
know
,
almost
like
planning
what
he
was
going
to
do
in
his
head
.
So
when
you
remove
that
sort
of
moment
,
that
30
,
40-minute
commute
or
wherever
it
was
,
he
suddenly
found
himself
at
a
loss
with
that
.
Uh
,
he
was
at
home
with
his
,
with
his
kids
,
with
his
,
with
his
wife
and
he
didn't
have
any
way
of
sort
of
uh
or
he
couldn't
figure
out
how
.
Alex Wilson-Campbell
28:53
And
then
one
day
he
just
went
and
he
just
he
sat
on
his
ps4
,
basically
,
and
he
started
playing
,
uh
,
fifa
,
and
he
found
he
found
that
that
really
worked
for
him
.
He
found
that
,
um
,
that
was
the
moment
for
him
that
really
built
his
creativity
and
he
was
at
his
peak
.
I
mean
,
his
wife
was
completely
bewildered
because
she
was
like
sitting
there
thinking
to
,
thinking
to
herself
you're
on
the
ps4
,
you're
supposed
to
be
,
you
know
,
building
this
business
here
,
and
she
was
really
wondering
what
was
going
on
.
But
he
was
in
his
,
his
best
creative
moment
.
You
know
,
for
you
,
that
kind
of
is
a
long
way
round
of
me
asking
you
what
,
what
is
the
?
I
suppose
.
How
do
you
and
your
teams
build
that
sort
of
uh
,
creative
spark
and
get
,
get
you
know
,
to
get
things
,
things
done
with
your
work
?
Badri Rajasekhar
29:38
yeah
,
I
,
I
would
say
like
twofold
.
I
think
the
single
most
important
thing
,
which
I
think
every
everybody's
got
to
be
very
intentional
in
a
remote
team
and
we
tried
to
do
it
and
we've
seen
other
teams
uh
do
it
is
actually
unplugging
.
Uh
,
it's
,
it's
sort
of
doing
the
opposite
,
which
is
you
,
you
I
would
almost
say
,
instead
of
scheduling
time
to
like
have
fun
and
stuff
like
that
,
you
want
to
schedule
time
to
completely
unplug
.
And
so
,
um
,
one
of
our
teammates
,
he
loves
to
bike
and
and
and
run
.
He
basically
takes
a
block
off
in
the
afternoon
,
the
middle
of
the
day
,
and
he
goes
running
or
he
goes
biking
.
It's
a
forced
time
for
him
to
completely
unplug
from
everything
and
just
do
what
he
loves
doing
,
and
then
that
clears
his
mind
and
he
can
think
through
things
.
So
I
think
it's
super
important
to
be
intentional
about
unplugging
as
a
mechanism
to
drive
creativity
,
to
be
intentional
about
unplugging
as
a
mechanism
to
drive
creativity
.
Badri Rajasekhar
30:39
The
other
thing
I
would
say
which
is
sort
of
work
is
,
again
,
if
you
actually
think
about
the
creative
process
,
it
doesn't
happen
in
one
go
,
it's
a
series
of
iterative
back
and
forth
where
you
riff
on
an
idea
with
somebody
,
you
go
,
think
about
it
,
then
you
come
back
the
next
day
,
you
build
a
little
prototype
,
you
show
it
to
somebody
,
they
give
you
some
feedback
,
you
keep
going
.
So
there's
a
lot
of
iterative
process
that
actually
happens
in
creativity
.
It's
not
like
,
hey
,
I'm
going
to
block
off
five
hours
and
finish
this
right
.
I
would
encourage
teams
to
actually
spend
a
lot
of
time
with
small
show
and
tell
sessions
,
and
whether
you
do
that
synchronously
with
little
here's
a
10
minute
demo
of
something
cool
I
built
or
whether
you
do
it
asynchronously
by
recording
a
little
show
and
tell
video
,
I
think
it's
important
for
you
to
communicate
or
get
teams
to
communicate
.
Badri Rajasekhar
31:25
Little
ideas
and
little
bits
doesn't
have
to
be
fully
fleshed
out
,
it
doesn't
have
to
be
fully
big
,
but
that
sort
of
culture
of
sharing
little
snippets
of
information
in
high
frequency
,
I
think
actually
drives
a
lot
of
creativity
,
and
we've
found
that
super
useful
when
we
do
hackathons
,
when
people
are
working
on
cool
ideas
.
People
are
even
bouncing
ideas
.
Hey
,
you
know
thought
about
a
cool
idea
in
the
shower
this
morning
.
Wouldn't
it
be
cool
if
we
did
this
and
people
record
a
little
snippet
and
send
it
out
?
And
then
people
responded
and
sometimes
people
forget
about
it
and
move
on
to
the
next
idea
.
But
it's
.
It's
the
ability
to
have
those
little
brainstorming
sessions
asynchronously
,
which
I
think
is
super
important
.
I
think
what
does
not
work
is
getting
everybody
in
a
call
and
saying
we're
going
to
take
a
bunch
of
sticky
notes
and
do
brainstorming
right
.
That
works
in
theory
,
never
in
practice
.
Alex Wilson-Campbell
32:17
No
,
I
like
that
when
you
talk
about
that
and
the
show
and
tell
side
of
things
.
I
wish
we
could
just
show
how
Jam
could
actually
make
that
work
,
and
I
think
you
should
have
a
look
at
Jam
in
fact
.
So
you
should
go
across
to
jamapp
and
that's
jam
,
with
two
m's
um
dot
app
and
that's
app
,
just
to
have
a
look
.
And
um
madrid
,
how
does
that
work
then
with
with
jam
?
Because
I
mean
,
I
described
how
I
sort
of
do
sort
of
spontaneous
conversations
with
um
,
with
whatsapp
,
with
with
my
friends
or
my
colleagues
and
co-workers
.
How
does
that
work
in
practice
with
,
with
the
,
with
jam
?
Badri Rajasekhar
32:57
yeah
and
jam
.
You
can
almost
think
of
like
three
sort
of
core
elements
to
that
,
uh
,
to
the
application
itself
.
You
have
a
very
simple
contact
list
that
that's
always
on
top
,
and
we
have
a
whole
bunch
of
presence
and
conversational
discovery
.
If
,
if
jane
and
joe
are
talking
to
each
other
,
you
know
that
they're
having
a
conversation
and
you
can
quickly
jump
in
if
you
want
it
.
So
there's
there's
spontaneous
conversational
discovery
built
into
it
,
and
once
you
get
into
a
conversation
,
uh
,
video
doesn't
become
front
and
center
.
You
just
have
a
bunch
of
floating
heads
that
float
around
and
so
you
can
have
off
in
a
corner
as
you're
doing
something
else
.
And
then
you
could
also
record
little
stories
like
snippets
of
video
,
talk
through
stuff
and
just
blast
it
out
to
your
team
.
Hey
,
you
know
,
yeah
,
I
was
thinking
about
this
idea
this
morning
.
Look
what
I
built
and
that's
it
,
and
that
automatically
gets
aggregated
.
So
it's
this
super
simple
mixture
of
presence
,
live
conversations
and
recorded
messaging
,
sort
of
bundled
into
one
lightweight
experience
.
Alex Wilson-Campbell
33:57
So
everybody
,
just
have
a
look
at
jamapp
.
That's
J-A-M-M
dot
app
and
okay
.
So
it
sounds
like
.
I
mean
Jam
is
very
good
for
Different
kinds
of
teams
,
obviously
different
kinds
of
remote
teams
.
You've
got
product
teams
,
engineering
teams
,
leadership
teams
,
sales
,
marketing
,
customer
experience
Lots
of
different
applications
for
it
.
I
mean
and
I'm
looking
here
now
it
says
huddle
with
your
team
.
Is
that
what
you
were
just
describing
then
,
the
huddle
side
of
things
,
or
is
that
a
different
sort
of
module
?
Badri Rajasekhar
34:33
No
,
that's
right
.
It's
all
part
of
the
same
application
where
you
can
quickly
jump
into
like
a
huddle
with
somebody
,
you
can
do
a
one-click
sort
of
conversation
with
them
,
you
could
use
whiteboarding
and
collaborate
with
them
,
or
you
could
send
recorded
messages
,
right
.
So
it's
all
sort
of
bundled
into
one
lightweight
experience
where
we're
saying
,
um
,
let's
say
,
you
use
slack
,
you
don't
really
think
about
am
I
going
to
text
you
synchronously
or
am
I
going
to
text
you
asynchronously
?
Right
,
I'm
just
going
to
text
you
.
If
you
happen
to
respond
,
you
respond
,
if
you
don't
,
you
don't
.
And
so
we're
trying
to
bring
that
same
sort
of
modality
in
a
very
lightweight
audio
visual
experience
.
And
,
like
one
of
our
users
said
,
real
work
happens
in
between
meetings
,
so
it's
about
enabling
those
conversations
in
between
meetings
.
We're
not
we're
not
about
,
like
making
more
efficient
meetings
or
driving
a
better
meeting
experience
like
we
want
you
to
have
less
meetings
.
We
want
you
to
be
talking
more
and
meeting
less
.
Alex Wilson-Campbell
35:28
Essentially
,
I
like
that
,
I
that
I
like
that
idea
.
So
what
are
the
plans
,
then
,
for
Jam
?
Where
do
you
stand
at
the
moment
and
what
are
your
plans
for
the
foreseeable
?
Yeah
,
it's
difficult
right
now
,
obviously
,
with
what's
going
on
,
but
what
do
you
foresee
for
Jam
in
the
coming
months
?
Badri Rajasekhar
35:45
Yeah
,
we're
just
excited
to
play
a
part
in
sort
of
the
remote
work
ecosystem
.
Right
,
we
really
think
that
the
entire
remote
work
ecosystem
is
undergoing
like
a
really
good
renaissance
in
terms
of
people
thinking
about
process
,
culture
,
tools
,
the
entire
ecosystem
.
And
we
just
want
to
play
a
small
part
in
sort
of
enabling
that
ecosystem
.
And
so
we're
excited
about
sort
of
evolving
Jam
with
all
of
our
features
in
our
product
roadmap
to
enable
much
more
lighter-weight
conversations
,
public
links
,
much
more
shatterable
external
sort
of
content
.
But
just
generally
excited
about
the
space
and
generally
excited
about
what's
happening
with
the
entire
remote
work
ecosystem
.
Alex Wilson-Campbell
36:25
And
finally
,
what
about
you
?
Future Plans and Hopes for Vacation
Alex Wilson-Campbell
36:27
What
are
you
?
I
mean
,
I
know
you
recently
.
Well
,
you're
your
father
.
What
are
your
plans
,
or
any
anything
?
Uh
,
personally
,
I
know
again
it's
,
it's
not
.
It's
not
an
easy
time
to
sort
of
make
too
many
plans
for
ahead
.
But
what
about
you
?
Badri Rajasekhar
36:41
no
,
I'm
just
eager
to
like
,
once
this
is
all
over
,
we
can't
wait
to
take
a
vacation
somewhere
.
You
know
I've
been
like
,
stuck
at
home
for
a
long
time
.
Um
,
you
know
it's
it's
hopefully
the
dust
settles
soon
for
everybody's
sake
and
we
can
all
go
out
there
and
,
you
know
,
uh
,
do
something
fun
.
So
I'm
just
balancing
.
I
think
I
was
telling
you
when
,
when
I
started
jam
my
um
,
my
12
month
old
second
daughter
was
just
born
,
and
so
,
you
know
,
we've
been
like
wrangling
,
both
trying
to
build
a
company
and
have
a
newborn
baby
at
home
,
which
has
been
sort
of
an
interesting
,
interesting
challenge
.
So
I'm
looking
forward
to
once
the
dust
settles
,
you
know
,
and
taking
a
couple
of
days
off
and
,
you
know
,
traveling
somewhere
you
and
me
both
.
Alex Wilson-Campbell
37:25
Well
,
we
will
certainly
be
keeping
our
eye
,
uh
,
on
jam
,
and
you
as
well
,
badry
,
just
to
see
your
progress
and
um
,
what
I
will
do
is
I
will
put
the
,
the
url
to
jam
,
in
the
show
notes
,
um
,
and
a
link
to
your
profile
as
well
,
so
people
can
learn
a
bit
more
.
So
that
is
um
.
You
can
find
jam
at
j
,
a
double
m
dot
app
.
That's
a
a
sorry
app
,
so
that's
jam
dot
app
.
So
,
badri
,
I
just
wanted
to
say
a
massive
thank
you
to
you
for
joining
me
today
on
the
remote
work
life
podcast
and
all
the
best
with
jam
,
and
we'll
keep
in
touch
to
see
how
you're
getting
on
with
the
in
the
future
thank
you
so
much
,
alex
.
Badri Rajasekhar
38:05
It's
been
like
incredible
sort
of
being
the
podcast
,
so
thank
you
so
much
for
having
me
and
stay
safe
out
there
thank
you
anytime
.
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