{"id":35715,"date":"2026-09-16T03:27:17","date_gmt":"2026-09-16T07:27:17","guid":{"rendered":"https:\/\/www.wellable.co\/blog\/?p=35715"},"modified":"2026-09-16T03:32:52","modified_gmt":"2026-09-16T07:32:52","slug":"darren-murph-oracle-remote-work-distributed-ai-knowledge-management","status":"publish","type":"post","link":"https:\/\/www.wellable.co\/blog\/darren-murph-oracle-remote-work-distributed-ai-knowledge-management\/","title":{"rendered":"Darren Murph on Why Every Company Is Already Distributed"},"content":{"rendered":"\n<p class=\"wp-block-paragraph\">In this special guest episode of Wellable Weekly, Nick sits down with Darren Murph, widely known as the Oracle of Remote Work. A former journalist with a Guinness World Record in publishing, Darren pioneered the Head of Remote role at GitLab, helping the company become the world&#8217;s first fully remote company to IPO. He now coaches and advises organizations globally through his consultancy, Page 52. The conversation covers why the remote versus in-office debate is a false binary, how AI is making remote-first knowledge management unavoidable, and two bold predictions about the future of careers.<\/p>\n\n\n\n<div class=\"video-embed\" style=\"position:relative;padding-bottom:56.25%;height:0;\">\n<iframe src=\"https:\/\/www.youtube.com\/embed\/r0Kb6Lryivo?si=pb72ZwinL6kLX8Yf\" title=\"EY Bets $100M on Human Skills\" style=\"position:absolute;width:100%;height:100%;top:0;left:0;\" frameborder=\"0\" allow=\"accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share\" referrerpolicy=\"strict-origin-when-cross-origin\" allowfullscreen=\"\">\n <\/iframe>\n<\/div>\n\n\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n\n\n<div class=\"row justify-content-between\">\n<div class=\"cs-btn-light text-center mb-4 col-12 col-md-6 pr-md-4\">\n <a class=\"cs-button d-flex align-items-center justify-content-center w-100\" href=\"https:\/\/podcasts.apple.com\/us\/podcast\/darren-murph-on-why-every-company-is-already-distributed\/id1869414001?i=1000789986085\" target=\"_blank\" style=\"gap: 8px\">\n\n<img decoding=\"async\" src=\"https:\/\/www.wellable.co\/blog\/wp-content\/uploads\/2026\/03\/Apple-Podcasts-logo.png\" alt=\"Apple podcast\" loading=\"lazy\" class=\"h-auto\" style=\"width: 24px\">\n\n<span style=\"font-size: 20px\">Listen on Apple Podcasts<\/span>\n<\/a>\n<\/div>\n\n<div class=\"cs-btn-light text-center mb-4 col-12 col-md-6 pl-md-4\">\n <a class=\"cs-button d-flex align-items-center justify-content-center gap-3 w-100\" href=\"https:\/\/open.spotify.com\/episode\/1zKcgC8CvKojAoFFJMKbc8?si=cbb198658ec04063\" target=\"_blank\" style=\"gap: 8px\">\n\n<img decoding=\"async\" src=\"https:\/\/www.wellable.co\/blog\/wp-content\/uploads\/2026\/03\/Spotify_White_Logo.png\" alt=\"Apple podcast\" loading=\"lazy\" class=\"h-auto pr\" style=\"width: 24px\">\n<span style=\"font-size: 20px\">Listen on Spotify<\/span>\n\n<\/a>\n<\/div>\n<\/div>\n\n\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n\n<div style=\"border: 1px solid rgb(0 0 0 \/ 0.1); padding: 25px 25px 10px; border-radius: 8px; box-shadow: 0 4px 6px -1px rgb(0 0 0 \/ 0.1), 0 2px 4px -2px rgb(0 0 0 \/ 0.1);\">\n<h3 id=\"h-pressed-for-time-here-s-a-quick-summary\" class=\"wp-block-heading nitoc\">Short on time? Here are the key takeaways:<\/h3>\n<ul>\n<li aria-setsize=\"-1\" data-leveltext=\"\uf0b7\" data-font=\"Symbol\" data-listid=\"1\" data-list-defn-props=\"{&quot;335552541&quot;:1,&quot;335559683&quot;:0,&quot;335559684&quot;:-2,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;\uf0b7&quot;,&quot;469777815&quot;:&quot;hybridMultilevel&quot;}\" data-aria-posinset=\"1\" data-aria-level=\"1\"><span data-contrast=\"auto\">Every company of scale is a distributed company (multiple offices, floors, and time zones) with the same coordination challenges as remote work, making the remote versus in-office debate a false binary that distracts from the real question: how intentional are you about your work design?<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335559738&quot;:0,&quot;335559739&quot;:0}\"> <\/span><\/li>\n<\/ul>\n<ul>\n<li aria-setsize=\"-1\" data-leveltext=\"\uf0b7\" data-font=\"Symbol\" data-listid=\"1\" data-list-defn-props=\"{&quot;335552541&quot;:1,&quot;335559683&quot;:0,&quot;335559684&quot;:-2,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;\uf0b7&quot;,&quot;469777815&quot;:&quot;hybridMultilevel&quot;}\" data-aria-posinset=\"2\" data-aria-level=\"1\"><span data-contrast=\"auto\">The return-to-office wave is best explained by complexity theory: humans revert to their last known state of coherence when exhausted by change, which is why legacy companies with deep in-office culture will likely stay there, and that&#8217;s okay<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335559738&quot;:0,&quot;335559739&quot;:0}\"> <\/span><\/li>\n<\/ul>\n<ul>\n<li aria-setsize=\"-1\" data-leveltext=\"\uf0b7\" data-font=\"Symbol\" data-listid=\"1\" data-list-defn-props=\"{&quot;335552541&quot;:1,&quot;335559683&quot;:0,&quot;335559684&quot;:-2,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;\uf0b7&quot;,&quot;469777815&quot;:&quot;hybridMultilevel&quot;}\" data-aria-posinset=\"3\" data-aria-level=\"1\"><span data-contrast=\"auto\">Remote work failure is almost always a hiring problem: people who lack autonomy and self-direction will underperform in distributed environments regardless of the tools, and building that into your hiring criteria matters more than any policy<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335559738&quot;:0,&quot;335559739&quot;:0}\"> <\/span><\/li>\n<\/ul>\n<ul>\n<li aria-setsize=\"-1\" data-leveltext=\"\uf0b7\" data-font=\"Symbol\" data-listid=\"1\" data-list-defn-props=\"{&quot;335552541&quot;:1,&quot;335559683&quot;:0,&quot;335559684&quot;:-2,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;\uf0b7&quot;,&quot;469777815&quot;:&quot;hybridMultilevel&quot;}\" data-aria-posinset=\"4\" data-aria-level=\"1\"><span data-contrast=\"auto\">Meeting hygiene is one of the highest-leverage things distributed teams can invest in; Darren stresses that connection before content, five-minute buffers, and actively seeking disconfirming evidence at the end of every meeting all compound over time<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335559738&quot;:0,&quot;335559739&quot;:0}\"> <\/span><\/li>\n<\/ul>\n<ul>\n<li aria-setsize=\"-1\" data-leveltext=\"\uf0b7\" data-font=\"Symbol\" data-listid=\"1\" data-list-defn-props=\"{&quot;335552541&quot;:1,&quot;335559683&quot;:0,&quot;335559684&quot;:-2,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;\uf0b7&quot;,&quot;469777815&quot;:&quot;hybridMultilevel&quot;}\" data-aria-posinset=\"5\" data-aria-level=\"1\"><span data-contrast=\"auto\">Companies that ignored knowledge management during COVID are now paying for it as AI that relies on undocumented or conflicting institutional knowledge with no reliable baseline often hallucinates and ultimately and is forcing the knowledge management conversation that should have happened years ago<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335559738&quot;:0,&quot;335559739&quot;:0}\"> <\/span><\/li>\n<\/ul>\n<\/div>\n\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n\n\n<h2 class=\"wp-block-heading\" class=\"wp-block-heading\" id=\"episode-summary\">Episode Summary<\/h2>\n\n\n\n<h3 class=\"wp-block-heading\" class=\"wp-block-heading\" id=\"why-you-are-already-a-distributed-company\"><strong>Why You Are Already a Distributed Company<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Darren&#8217;s opens the conversation with a statement that in 2026 and beyond, every company at scale is a distributed company. Multiple offices are remote to each other, and even different floors within a single building are remote to each other, making the principles that make remote work successful applicable to all organizations. Once a company accepts that distributed coordination is unavoidable, the only question is whether they are going to be intentional about it or not. <\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The <a href=\"https:\/\/www.wellable.co\/resources\/return-to-office\/\" target=\"_blank\" rel=\"noreferrer noopener\">return-to-office wave<\/a>, Darren argues, is best understood through complexity theory in organizational design: humans can only stay in a state of chaos for so long before reverting to their last known state of coherence, even when that is not forward progress. Legacy companies with major real estate investments and deep cultural memory of in-person work will largely stay there, and Darren does not think it is worth the energy to force them to change. Newer companies building from scratch have no such overhang, and for them, the question is whether they want to make a long-term bet on talent that opens them to as wide a pool as possible. <\/p>\n\n\n\n<p class=\"wp-block-paragraph\">His manufacturing company example makes the case better than any software company could. A third of their workforce had to be on-site daily to build the product, but the company committed to being remote-first in how it thought about operations, knowledge management, and <a href=\"https:\/\/www.wellable.co\/blog\/flexible-work-arrangement-trends\/\" target=\"_blank\" rel=\"noreferrer noopener\">everything it could make flexible<\/a>. Employee satisfaction went up, the company attracted talent it never could have reached before, and on-site employees who developed new skills could transition to remote roles internally rather than leaving for another company, keeping institutional knowledge in-house.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n\n\n<h3 class=\"wp-block-heading\" class=\"wp-block-heading\" id=\"ai-is-making-knowledge-management-non-negotiable\"><strong>AI Is Making Knowledge Management Non-Negotiable<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">One of the most underappreciated consequences of the AI era, Darren argues, is that it is forcing companies to get serious about knowledge management in a way they should have done at the start of COVID. Companies that relied on meetings to transmit knowledge, never wrote anything down, and dismissed documentation as overhead are now trying to train LLMs on unstructured, conflicting, and incomplete institutional knowledge. The result is hallucination, not because the AI is bad but because the foundation is not there. <\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The GitLab model offers a working alternative. The \u201cno agenda, no attenda\u201d policy meant every meeting invite required a shared document with the agenda that attendees could contribute to before the meeting happened. Meeting recordings, automated through modern AI tools, can now feed directly into a company handbook, route for approval, and update documentation without significant manual effort. The reality of this is that someone has to own that process. Knowledge management is a product, Darren argues, not a free byproduct of good intentions. It needs dedicated ownership the same way security does. <\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Nick connects this directly to Wellable&#8217;s own experience training an LLM on historical RFP responses and finding that conflicting answers from different years created confusion in the model. The cleaner the underlying documentation, the better the AI performs. The sloppy knowledge management habits of the in-office era are now a liability in <a href=\"https:\/\/www.wellable.co\/resources\/ai-for-hr\/\" target=\"_blank\" rel=\"noreferrer noopener\">the AI era<\/a>. <\/p>\n\n\n\n<h3 class=\"wp-block-heading\" class=\"wp-block-heading\" id=\"meeting-hygiene-and-distributed-culture-in-practice\"><strong>Meeting Hygiene and Distributed Culture in Practice<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Darren&#8217;s practical guidance on meetings is worth capturing directly: <\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Start with connection before content.<\/strong> In distributed settings, it is easy to become transactional and forget the person on the other side is a human. Opening every meeting with a brief moment of genuine connection changes that dynamic. <\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Build in buffers.<\/strong> Back-to-back meetings have documented negative effects on cognitive performance. A five-minute buffer at the start or end of every meeting is a small structural change with outsized psychological impact. <\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Seek disconfirming evidence.<\/strong> End every meeting by explicitly asking: what are we missing? Does anyone have disconfirming evidence? What is still unclear? This creates a two-way door before ideas have evolved too far to course-correct, and it surfaces the distributed version of groupthink before it takes hold. <\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Invite introverts.<\/strong> Pay attention to who is not speaking up and invite, don\u2019t force, their contribution. This is basic inclusive leadership that becomes significantly more important in asynchronous and distributed environments where silence is easier to maintain and harder to notice. <\/p>\n\n\n\n<p class=\"wp-block-paragraph\">On the hiring question: people who do not thrive with autonomy will not thrive in remote environments, and framing that as a remote work failure misdiagnoses the problem. It is a hiring problem. The employees who take advantage of flexibility are the ones who were misaligned to begin with.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n\n\n<h3 class=\"wp-block-heading\" class=\"wp-block-heading\" id=\"two-predictions-from-the-oracle\"><strong>Two Predictions from the Oracle<\/strong> <\/h3>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Command of language will be the dark horse skill of the next decade.<\/strong> Early research on corporate AI use finds it pulls everyone to the statistical mean\u2014elevating some, leveling others. The way to differentiate from that mean is to be able to contextualize a problem, prompt effectively, poke holes in outputs, and understand how the model reasons. That is a language and reasoning skill, not a technical one, and it is currently undervalued relative to what it will be worth. <\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Fractional and portfolio careers are accelerating.<\/strong> Stripe data is already showing a hockey stick in new single-person LLC formations as layoff survivors use AI to reduce startup costs to near zero and bet on themselves. The old career model, anchor to a specialized skill and one company for decades, is fading. The era of fractional work, where individuals contribute meaningful hours across multiple endeavors and use AI to multiply their output, is expanding. Darren&#8217;s argument is that this only works if distributed work continues to be viable\u2014which is also why he thinks the long-term trend for remote and hybrid is upward, not downward.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n\n\n<h2 class=\"wp-block-heading\" class=\"wp-block-heading\" id=\"frequently-asked-questions\">Frequently Asked Questions<\/h2>\n\n\n\n <section class=\"faq-section\">\n <div class=\"faq-accordion\">\n\n \n <div class=\"faq-item card card-faq\">\n <button \n            class=\"faq-question\" \n            data-target=\"faq_1\"\n            type=\"button\"\n          >\n What is the Oracle of Remote Work known for? <span class=\"icon\"><\/span>\n <\/button>\n\n <div id=\"faq_1\" class=\"faq-answer\">\n <p><span class=\"NormalTextRun SCXW234487157 BCX0\">Darren Murph pioneered the Head of Remote role at GitLab, helping it become the world&#8217;s first fully remote company to go public. Before that, he built one of the earliest globally distributed teams at Engadget and <\/span><span class=\"NormalTextRun ContextualSpellingAndGrammarErrorV2Themed SCXW234487157 BCX0\">set<\/span><span class=\"NormalTextRun SCXW234487157 BCX0\"> a Guinness World Record by publishing 17,000 articles over four years \u2014 <\/span><span class=\"NormalTextRun SCXW234487157 BCX0\">roughly one<\/span><span class=\"NormalTextRun SCXW234487157 BCX0\"> article every two hours around the clock. He now advises companies globally on organizational design and distributed work through his consultancy, Page 52.<\/span><\/p>\n <\/div>\n <\/div>\n\n \n <div class=\"faq-item card card-faq\">\n <button \n            class=\"faq-question\" \n            data-target=\"faq_2\"\n            type=\"button\"\n          >\n Is fully remote work better than hybrid or in-office? <span class=\"icon\"><\/span>\n <\/button>\n\n <div id=\"faq_2\" class=\"faq-answer\">\n <p><span class=\"TextRun SCXW89078485 BCX0\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"><span class=\"NormalTextRun SCXW89078485 BCX0\">Darren&#8217;s view is that this is the wrong question. What matters is conviction and intentionality about whatever environment a company chooses, combined with hiring people who are aligned to that environment. His broader argument is that every company at scale is already distributed in some sense, and the principles that make remote-first organizations effective, knowledge management, documentation, asynchronous communication, are elite business principles for any organization regardless of where people sit.<\/span><\/span><\/p>\n <\/div>\n <\/div>\n\n \n <div class=\"faq-item card card-faq\">\n <button \n            class=\"faq-question\" \n            data-target=\"faq_3\"\n            type=\"button\"\n          >\n What is the \"no agenda, no attenda\" principle? <span class=\"icon\"><\/span>\n <\/button>\n\n <div id=\"faq_3\" class=\"faq-answer\">\n <p><span class=\"NormalTextRun SCXW22360980 BCX0\">A meeting culture principle from GitLab: every meeting invite must include a link to a shared document with the agenda. Attendees can contribute to the agenda before the meeting. <\/span><span class=\"NormalTextRun SCXW22360980 BCX0\">If an invite arrives without an agenda, recipients have permission to decline.<\/span><span class=\"NormalTextRun SCXW22360980 BCX0\"> The <\/span><span class=\"NormalTextRun ContextualSpellingAndGrammarErrorV2Themed SCXW22360980 BCX0\">principle<\/span><span class=\"NormalTextRun SCXW22360980 BCX0\"> forces clarity about why a meeting is happening before it does, reduces the number of unnecessary meetings, and creates a documentation trail.<\/span><\/p>\n <\/div>\n <\/div>\n\n \n <div class=\"faq-item card card-faq\">\n <button \n            class=\"faq-question\" \n            data-target=\"faq_4\"\n            type=\"button\"\n          >\n Why is knowledge management so important for AI? <span class=\"icon\"><\/span>\n <\/button>\n\n <div id=\"faq_4\" class=\"faq-answer\">\n <p><span class=\"NormalTextRun SCXW265556934 BCX0\">When companies train AI models on their institutional knowledge, the quality of that knowledge <\/span><span class=\"NormalTextRun SCXW265556934 BCX0\">determines<\/span><span class=\"NormalTextRun SCXW265556934 BCX0\"> the quality of the AI&#8217;s output. Companies that relied on meetings to <\/span><span class=\"NormalTextRun SCXW265556934 BCX0\">transmit<\/span><span class=\"NormalTextRun SCXW265556934 BCX0\"> information and never wrote things down are now finding their AI tools hallucinate because there is no coherent baseline for them to reference. Darren&#8217;s argument is that AI has created a forcing function: companies that ignored knowledge management during COVID are now paying for it with unreliable AI performance.<\/span><\/p>\n <\/div>\n <\/div>\n\n \n <div class=\"faq-item card card-faq\">\n <button \n            class=\"faq-question\" \n            data-target=\"faq_5\"\n            type=\"button\"\n          >\n What does Darren predict about the future of careers? <span class=\"icon\"><\/span>\n <\/button>\n\n <div id=\"faq_5\" class=\"faq-answer\">\n <p><span class=\"NormalTextRun SCXW231721245 BCX0\">Two predictions: command of language, specifically the ability to contextualize problems and prompt AI effectively, will become a high-value differentiator as AI pulls everyone else to the statistical mean. And fractional careers, where individuals contribute to multiple endeavors rather than anchoring to a single employer, will expand significantly as AI reduces startup <\/span><span class=\"NormalTextRun ContextualSpellingAndGrammarErrorV2Themed SCXW231721245 BCX0\">costs<\/span><span class=\"NormalTextRun SCXW231721245 BCX0\"> and distributed work makes portfolio careers logistically <\/span><span class=\"NormalTextRun SCXW231721245 BCX0\">viable<\/span><span class=\"NormalTextRun SCXW231721245 BCX0\">.<\/span><\/p>\n <\/div>\n <\/div>\n\n \n <\/div>\n <\/section>\n\n \n\n\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n\n\n<h2 class=\"wp-block-heading\" class=\"wp-block-heading\" id=\"full-episode-transcript\"><strong style=\"color: transparent; visibility: hidden; opacity: 0;\">Full Episode Transcript<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n\n\n <section class=\"faq-section toc-helper-accordion\">\n <div class=\"faq-accordion\">\n\n \n <div class=\"custom-accordion-item\">\n <button \n            class=\"faq-question\" \n            data-target=\"transcript_1\"\n            type=\"button\"\n          >\n <h2><span class=\"TextRun SCXW145257824 BCX0\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"none\"><span class=\"NormalTextRun SCXW145257824 BCX0\" data-ccp-parastyle=\"heading 2\">Full Episode Transcript<\/span><\/span><\/h2>\n <span class=\"icon\"><\/span>\n <\/button>\n\n <div id=\"transcript_1\" class=\"faq-answer\">\n <p><b><span data-contrast=\"auto\">Nick:<\/span><\/b><span data-contrast=\"auto\"> Welcome to the Wellable Weekly Podcast, where we talk about key topics and trends at the intersection of wellbeing, technology, and HR. I have a very special guest today, Darren Murph. I don&#8217;t say this often because we live in a small industry world around employee wellbeing \u2014 the people we bring on as guests tend to be popular within our own little world. But I think Darren is probably the most popular person we&#8217;ve brought in, just because he&#8217;s touching on a topic that I have to think every HR person thinks about. He&#8217;s been called the Oracle of Remote Work, and the only other person I&#8217;ve ever seen called The Oracle is Warren Buffett as the Oracle of Omaha. Darren is a recognized visionary in organizational design. He pioneered the Head of Remote role at GitLab, and he holds a Guinness World Record in publishing. Darren, welcome to the show.<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Darren:<\/span><\/b><span data-contrast=\"auto\"> Thanks for the gracious intro, Nick. Happy to be here.<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Nick:<\/span><\/b><span data-contrast=\"auto\"> Tell me a little bit more about you. How did you get into this world of remote work and organizational design?<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Darren:<\/span><\/b><span data-contrast=\"auto\"> I&#8217;ll start with the Guinness World Record because it&#8217;s a nice segue. I fell in love with storytelling. The first half of my career was in publishing. I&#8217;m a journalist. I began doing that for a consumer technology publication called Engadget, and at the time I didn&#8217;t consciously know what we were building, but we were building a globally distributed news team. I hired people in six continents \u2014 never did find anyone on Antarctica, so six out of seven. I ended up building a lot of infrastructure for scaling a remote team before there were technological components to do that. There was no Slack, there was no Teams. I was building a very rudimentary wiki to scale information and training in a way that really wasn&#8217;t possible before. The record was 17,000 articles over four years, which breaks down to an article published every two hours, 365 days for four consecutive years. I had many sleepless nights. This was all pre-AI \u2014 the record still stands. I fell in love with journalism and telling stories, but in the process I ended up getting really good at building and scaling remote teams. Then one day I received a call from a company called GitLab. They were relatively small but had a wild ambition: become the world&#8217;s first fully remote company to go public. They needed someone to help build the infrastructure to do that. I said, sign me up. I learned how to build infrastructure so that people in 65 countries could not just work well together, but do it at such a size and scale that you could withstand the rigors of being on the public markets. Now I coach and advise companies all over the world that want to become elite in these areas.<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Nick:<\/span><\/b><span data-contrast=\"auto\"> Your coaching and advising company is called Page 52. What&#8217;s the origin of that?<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Darren:<\/span><\/b><span data-contrast=\"auto\"> When you go to apply for a US passport, there is a small box on the application that most people overlook. If you check it, you can get a 52-page passport. Back in the day when you got a lot of stamps for traveling, you would need something like this. I&#8217;m a million-miler on Delta. I love flying all over the world, and I actually ran out of passport pages in the standard passport. Whenever I renew now, I always opt for the 52. Interestingly, very few countries are still actually stamping pages, which breaks my heart, but I keep all of my past passports as a memento.<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Nick:<\/span><\/b><span data-contrast=\"auto\"> You wrote a book built around how to be successful with remote work. Before we get into how to be successful, I feel like every HR team or every company goes through this debate about remote work versus hybrid versus fully on-site. If I just met you at a bar or coffee shop and you&#8217;re trying to give me the pitch to be fully remote and I&#8217;m a company that&#8217;s fully on-site, what&#8217;s that pitch?<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Darren:<\/span><\/b><span data-contrast=\"auto\"> I&#8217;ll say this is an exciting time to be doing the podcast because I just got my author copies. For those watching on video, you&#8217;re seeing an early copy of this book \u2014 20 years of experience building and scaling distributed teams, finally codified. I&#8217;ve spent my career working across the spectrum of what I now call modern work. I&#8217;ve worked fully co-located, in more of a hybrid setting, and with companies that don&#8217;t have any offices in the world and have to find a castle or a large hotel when they want to get the team together. The media does a great job of creating a divisive argument around this as if it&#8217;s a zero-sum game, that one is inherently better than the other, and I just fundamentally don&#8217;t agree with that. Some industries and sectors are better aligned to one environment or the other. But what I advocate for is always question the way things have been. Especially with newer technology companies \u2014 if your product is digital, really question why everyone needs to be in one place. There&#8217;s a lot of sacrifice in making that happen, and you can build what I call an invisible skyscraper that rivals a typical physical one. You just have to be intentional about building it. The thing I don&#8217;t want to happen is where people are just in between, just seeing how it goes. Nothing ever ends well. You need to have conviction about what environment you want people working in, what culture you want to create, and then hire people who opt into that.<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Nick:<\/span><\/b><span data-contrast=\"auto\"> Is your general view that the default best option for a software company should be remote-first?<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Darren:<\/span><\/b><span data-contrast=\"auto\"> In 2026 and beyond, every company at scale is a distributed company, and I really want you to sit with that. Even if you say, we identify as an in-office company \u2014 does your company have multiple offices? Maybe one in Boston and one in San Francisco. I hate to break it to you, but you&#8217;re a remote company. Those two sites are remote to each other. Are you on multiple floors? Those floors are remote to each other. There&#8217;s no getting around the fact that you have to embrace some of these distributed ideals. One of the earliest projects I worked on coming out of the pandemic was with a manufacturing company. Roughly a third of their company had to be on-site to produce a specific product every single day. But they said we want to be remote-first in how we think about our fundamental operational ideals, and we want to push the envelope as far as we can in the areas that we can. They had never taken knowledge management seriously as a product, but they got serious about it. They created a handbook as a living, breathing organism of how the company operated, with contributions coming in from all over. In areas where people could go remote, they allowed it, and satisfaction and engagement went through the roof. They were able to hire a new wave of talent they never could&#8217;ve touched before. And the on-site employees who took advantage of educational programs could transition into the communications department and go fully remote. Instead of losing that institutional knowledge to another company, they kept it in-house. Even when you think it can&#8217;t work, when you start to shift how you think about it, the truth is we&#8217;re distributed, our partners are distributed, our clients are distributed. You really can embrace remote-first fundamentals as business-first fundamentals.<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Nick:<\/span><\/b><span data-contrast=\"auto\"> I&#8217;m thinking of Jamie Dimon at JPMorgan, who&#8217;s been very vocal about return to office. And then Anthropic, maybe the hottest company in the world right now, which has strong in-office requirements \u2014 I think a 45-day policy when you take an offer, you have to be in the Bay Area. What&#8217;s your guidance for situations like that?<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Darren:<\/span><\/b><span data-contrast=\"auto\"> For the first one, you have to start with compassion. Legacy matters, and if you have a vested interest in real estate, it&#8217;s just going to be harder to uproot that. There&#8217;s a theory called complexity theory within organizational design that essentially argues humans can only stay in a state of chaos for so long before they revert back to their last known state of coherence, even if logically they know it&#8217;s not forward progress. To me, this explains so much about the return-to-office wave. Companies were thrown into remote work without having a choice, treaded water for multiple years, eventually got tired of treading water, and with the energy they had left, they swam back to the same shore they&#8217;re familiar with. I don&#8217;t know that I would go to older legacy organizations and spend a ton of time and energy trying to change everything they&#8217;ve ever been. They were born into that era. But with a newer company that does have the option of doing things differently \u2014 if you&#8217;re making a long-term bet on talent, wouldn&#8217;t you want to be a place that is open to as many talented people as possible? Build for the future, not for now. Don&#8217;t double down on the fax machine. Some of what makes remote-first fundamentals non-negotiable in a company without an office are actually elite business principles for companies who do have an office. And if I&#8217;m speaking to the CFO, I would say this decision is also going to make your company much more anti-fragile, much more resilient, because you aren&#8217;t concentrating brainpower and productivity into just a few physical silos. The more distributed you are, it forces you to become much better at codifying information so that if someone leaves, their knowledge doesn&#8217;t leave with them. And with AI now \u2014 companies that ignored knowledge management said we don&#8217;t need to write anything down, we&#8217;ll just have more meetings. Well, now they&#8217;re layering LLMs on top of their institutional knowledge and it&#8217;s hallucinating all day because it has almost nothing to refer to. AI is actually forcing companies to get serious about remote-first principles they may have ignored over the past few years.<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Nick:<\/span><\/b><span data-contrast=\"auto\"> We see that with our own AI work. We&#8217;re training an LLM to help with our RFP process, and we have conflicting responses from 2022 and 2024 that contradict each other and trip up the model. How has remote work changed in this post-COVID, AI-forward world?<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Darren:<\/span><\/b><span data-contrast=\"auto\"> During COVID it was easy to see remote work as something you could just toggle on overnight. Update a one-pager in your HR policies and magically you&#8217;re a remote work company. It was never that simple, and AI makes clear why. This is an organizational design choice. I actually would argue that AI is making it easier for companies to take knowledge management seriously. While we were at GitLab, we had the concept of no agenda, no attenda for any meeting. If you sent a meeting invite, it had to have a shared Google Doc link with the agenda that people could start contributing to a week before the meeting. If you received an invite without an agenda, you had permission to automatically decline it. But that required a lot of manual work. Now with AI and automated recording tools, someone at an administrative level can automatically toggle on recordings for non-sensitive meetings and route a workflow where that recording feeds into the handbook, looks at what needs to be changed, and sends it for approval. You can automate this almost all the way through the stack. But you have to make it a job for someone. Organizational design and knowledge management used to not be a role in your company. They are now. You can&#8217;t just say it&#8217;s everyone&#8217;s job. Security isn&#8217;t everyone&#8217;s job \u2014 there&#8217;s a team around it. Same logic applies here.<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Nick:<\/span><\/b><span data-contrast=\"auto\"> I&#8217;m going to steal the no agenda, no attenda line. We do something similar \u2014 everyone sends an agenda by email within 24 hours of the meeting. I&#8217;ll reply to things to remove them from the agenda ahead of time, and we go back and forth before the meeting even occurs, so it becomes much more focused. What else in terms of meeting etiquette is absolutely critical for a distributed team?<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Darren:<\/span><\/b><span data-contrast=\"auto\"> First, having a culture where you shouldn&#8217;t default to making meetings easier to have \u2014 you should make them harder to have. That forces you to get good at asynchronous brainstorming. The minute you have team members 12, 14, 15 hours apart, you start to understand the significance of why this matters. But you can&#8217;t just eradicate every meeting either. I really encourage teams to think carefully about meeting hygiene. No agenda, no attenda is a great start. Five-minute buffers at the start or end of meetings \u2014 there&#8217;s so much psychological research showing back-to-back meetings literally change the synapses in your brain for the negative. Don&#8217;t build a culture around that. And then connection before content: start the meeting with some type of human connection. In a distributed setting it&#8217;s really easy to get transactional and forget the other person is actually a person. At the end, seek disconfirming evidence \u2014 ask what are we missing, does anyone have any disconfirming evidence, what is still unclear as we&#8217;re wrapping up. This gives people a voice and a chance to actually poke holes in things before they evolve too far. I call this a two-way door. Introduce as many opportunities for two-way doors as possible.<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Nick:<\/span><\/b><span data-contrast=\"auto\"> From your experience at GitLab, did you see people sitting on the sidelines in asynchronous settings? And one of the criticisms of remote work is that some people check in late, check out early. How do you create a culture where people feel they can contribute and actually do?<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Darren:<\/span><\/b><span data-contrast=\"auto\"> I have to speak to the leaders on this. Two things come to mind. First, you have to create a culture of psychological safety. If you invite conversation but people are then treated negatively or shamed for it, that sends a way louder message than any process documentation ever could. You have to invite the disconfirming evidence and then celebrate it. Second \u2014 this is just the basics of inclusive leadership \u2014 pay attention to who&#8217;s not speaking up. If you see someone isn&#8217;t speaking up, invite them to. Don&#8217;t force them. You have no idea how many introverts are on your team. Just ask if they have anything to say. No is a perfectly fine answer, but sometimes it really does take the invitation. Now for individuals \u2014 I have an entire chapter in my book around personality types that thrive in distributed work. I like to look for people who are high-agency and relish autonomy. When they hear the concept manager of one, they say, great, I want to be the manager of my own time and attention. When you hear stories of people logging in late or clocking off early and taking advantage of the system, they&#8217;re probably just not aligned for it. That doesn&#8217;t mean it&#8217;s a remote work problem. That means it&#8217;s a hiring problem. Look at your hiring principles. What is the culture that you have documented? Are you hiring people that are going to be a good fit?<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Nick:<\/span><\/b><span data-contrast=\"auto\"> Nick Bloom, the famous Stanford professor who studies remote work, was in an interview with Scott Galloway who was trying to pin him down on whether companies should go remote. Eventually Galloway asked him what advice he&#8217;d give his own daughter for her first job. And Bloom said to find a company that&#8217;s in the office at least four days a week. That to me is what he really believes. You have a kid who&#8217;s going on eight \u2014 what advice are you giving him 14 years from now when he&#8217;s entering the workforce?<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Darren:<\/span><\/b><span data-contrast=\"auto\"> I would say try to plug into the professional world in a way that gives you the maximum amount of personal freedom and flexibility. I would not be quick to hand over personal freedoms to professional endeavors. This is how my entire remote work journey started. Coming out of university, I watched people put all this work in at the beginning of their lives and then allow an HR department somewhere to tell them where they were going to uproot themselves, move to a community they didn&#8217;t choose, and build their entire life around that. Someone else was choosing where that life would be built. This made no sense to me. I vehemently disagreed with it. Out of that stubbornness was born the thought that I think I can figure out a way to contribute my unique gifts to the world in a way that will still allow me to be me personally. If you are happy personally, it&#8217;s going to be a lot easier to be happy professionally. And for organizations that put in the work to allow people to contribute from wherever makes them happiest, they get plenty of dividends from that.<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Nick:<\/span><\/b><span data-contrast=\"auto\"> What about young people entering the workforce in the world of AI? There&#8217;s a lot of conversation about lack of development because AI is automating the work of the junior analyst \u2014 but you do that grunt work to one day be able to think at the strategic level.<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Darren:<\/span><\/b><span data-contrast=\"auto\"> I&#8217;ve often heard that Gen Z really needs some in-office experience to launch their career, and that maybe if they&#8217;re 10 or 20 years in, remote work is more amenable because they&#8217;re drafting on skills they&#8217;ve already built. I actually disagree with that. The younger generations were born onto the internet. They&#8217;re being born into AI. Who better suited than the natives to tell everyone else how to do this? I look back at my own career \u2014 I went to business school for supply chain management. I did not have a degree in journalism or English. If you&#8217;d asked me in high school what was my least favorite subject, it was anything regarding language arts. I literally now have a Guinness World Record. I had no in-person university coaching or mentorship around writing, and none professionally either. All I had was the internet and intrinsic motivation. If this were true decades ago, how much better do younger professionals have it now? I think the kids are going to be all right.<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Nick:<\/span><\/b><span data-contrast=\"auto\"> Is there validity to the argument that remote work is great for the top 10 or 20 percent of performers but worse for everyone else? And realistically, no company has all A players \u2014 not even GitLab at its scale.<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Darren:<\/span><\/b><span data-contrast=\"auto\"> I don&#8217;t know that it&#8217;s that much different from how things have always been. There&#8217;s always been a need for learning, development, and upskilling. When you bring an intern in, you kind of don&#8217;t know what you&#8217;ve got. It&#8217;s really going to come down to your culture of training, learning, and opening up opportunities. The analog that comes to mind is that pre-internet, with all in-person work, this was true with tier A, B, and C cities. New York, London, and San Francisco tended to attract a certain type of ambition that might be different from a more rural environment. There&#8217;s always been a hierarchy. I think it&#8217;s up to the company: what kind of environment are we creating so that people can join here and get better? We&#8217;re going to hire people, develop them, and then create the type of environment where championship-caliber results are expected.<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Nick:<\/span><\/b><span data-contrast=\"auto\"> Let&#8217;s do predictions. What&#8217;s going to happen in the next 12 to 24 months that people aren&#8217;t necessarily thinking about?<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Darren:<\/span><\/b><span data-contrast=\"auto\"> I&#8217;ll give you two. The dark horse skill for individuals over the next five to ten years is going to be command of language. Soft skills and communicating with people have always been important, and they will continue to be. But in the AI era, the ability to contextualize a problem and prompt a machine in a way that will get you better results than others is going to become a massive skill. There&#8217;s early research on corporate AI use that essentially finds it pulls everyone to the statistical mean \u2014 for some it elevates their thought, for others it brings it down. The way to differentiate from that mean is to be able to ask the right questions and poke holes in a way that maybe an interrogator would, but directed at a machine. That&#8217;s an entirely new school of thought.<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><span data-contrast=\"auto\">Second, I think you&#8217;re going to see a lot more focus on entrepreneurship, especially at the university level. Stripe data shows a hockey stick in new single-person LLCs being founded. When people face mass corporate layoffs now, unlike before, they&#8217;re not just getting back in line for another job. They&#8217;re taking a beat and saying: I&#8217;ve always had a dream of doing X, Y, or Z, and now I have an amazing amount of computing power at my fingertips. If not now, when? The startup costs are almost zero. What used to be the safe bet \u2014 get really good at a specialized skill and anchor your career to one company and ride it all the way \u2014 those days are quickly fading. Instead, a portfolio career makes a lot more sense as a hedge. If you&#8217;re going to give 40 hours a week to the world, how are you going to segment them? Maybe 20 and 20, two different endeavors. Maybe four tens. The era of fractional work is going to expand because if you pair someone like that with AI, they are able to do exponentially more. But that&#8217;s only going to be possible if distributed work continues to work.<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Nick:<\/span><\/b><span data-contrast=\"auto\"> I think I saw a stat that the number of apps released to the App Store is up something like 600%, which is just an indication that anyone can build an app and that process is getting easier. The idea of the 30-year company career is fading even for someone of my age. Everyone is making bigger career shifts, not just moving to another company in the same space. Thank you so much for the time, Darren. Tell us how people can find you and your book.<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Darren:<\/span><\/b><span data-contrast=\"auto\"> If you want to work with me, darrenmurph.com is the best place. On LinkedIn I&#8217;m at darrenmurph. The book is available for pre-order now and will be available globally in November 2026, anywhere books are sold including Amazon. 20 years of blood, sweat, and tears \u2014 I hope it&#8217;s useful to you and your team.<\/span><span data-ccp-props=\"{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}\"> <\/span><\/p>\n<p><b><span data-contrast=\"auto\">Nick:<\/span><\/b><span data-contrast=\"auto\"> As always, thanks for everyone who listened to Wellable Weekly today. You can catch us on Apple Podcasts, Spotify, or wherever you get your podcasts. Like and subscribe, and we appreciate you. Thank you.<\/span><\/p>\n <\/div>\n <\/div>\n\n \n <\/div>\n <\/section>\n\n \n\n\n\n<p class=\"wp-block-paragraph\"><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Wellable Weekly welcomes Darren Murph, the Oracle of Remote Work and former Head of Remote at GitLab, to discuss why every company is already distributed, how AI is forcing better knowledge management, and two bold predictions about the future of work.<\/p>\n","protected":false},"author":1,"featured_media":35717,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[23],"tags":[],"class_list":["post-35715","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-podcasts"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v20.6 (Yoast SEO v27.7) - 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