Throughout my career, I have had the privilege of working with global teams, and I can confidently say that having team members in different locations is a game-changer. In today’s world, businesses do not operate in a single time zone. Customers expect services to be available 24/7, and system updates need to be managed without disrupting users. This is where a globally distributed team comes in handy.
Time Zone Advantage
One of the most significant benefits of having a globally distributed team is that work never stops.
Let’s say a UK-based company needs to roll out a major system update overnight. The UK team can prepare everything during the day, and then a team in India, the US, or any other time zone can take over the deployment when it’s night in the UK.
By the time the UK team wakes up, the change is implemented, tested, and ready to go—without any disruption to users.
Faster Problem Resolution
If something goes wrong outside of working hours, a global team ensures someone is always available to look into it.
In one of my previous roles, we had a critical issue with a UK product. Still, since we had an engineering team in India, they were able to identify and fix the problem before UK working hours even started. Without that setup, we would have had to wait until the next morning, wasting precious time and potentially affecting customers.
Diverse Skill Sets and Perspectives
A global team brings diversity—not just in culture, but in ideas and problem-solving approaches. People from different backgrounds see challenges differently, which leads to more creative solutions.
For example, while working on a product launch, our UK team had a certain way of implementing a process, but our colleagues in India and the US suggested a much more efficient approach that we hadn’t considered.
Cost Efficiency
Let’s be honest—cost is always a factor in business decisions. Hiring in different locations can be more cost-effective while still maintaining a high level of expertise. Many companies set up development or support teams in regions with lower operational costs, allowing them to allocate more budget to growth and innovation.
Business Continuity
Having teams in different regions also reduces risk. If one team faces an unexpected issue (e.g., power outages, bad weather, or even a national holiday), another team in a different location can step in to keep things running smoothly. For businesses serving customers in multiple regions, having a global team ensures that support is available when and where it’s needed. This is especially important for products with a global user base
At different points in my career, I have managed and worked with global teams, and each time, I’ve seen the incredible value they bring. Having a global team is no longer a luxury—it’s a necessity for modern businesses. Yes, there are challenges of having team members around the world. I highlighted some of the challenges I faced in managing a remote team in an article last year(My Challenges of Managing Remote Team), and managing a global team has some common challenges. Still, from around-the-clock productivity and faster turnaround times to diverse perspectives and improved customer support, the benefits are undeniable. If a company wants to stay competitive, provide continuous service, and optimize costs, having a global team is the way forward.
COVID-19 has transformed the way we work and the way businesses operate. Working from home or a remote location become more common that offers the flexibility of accessing the global talent pool. However, with the changed mindset of working from home as a common thing, managing the remote team brings some unique challenges that the organisations never faced. From the communication barriers to maintaining the employee’s mental health and fear, remote team management requires a strategic approach to ensure a solid amount of productivity and employee satisfaction.
Throughout my career, I have had the opportunity to manage remote teams at almost every stage. But my experience of pre-COVID was different than the post-COVID era. My long experience of managing a remote team has allowed me to encounter both the challenges and benefits of remote work. Interestingly, I have found the difficulties vary depending on the size of the team. Some might disagree with me; I felt the requirement of taking different approaches based on the team size. When managing remote teams for medium to large-sized companies, I faced certain types of challenges, while managing smaller teams for smaller organizations presented a different set of challenges. Having said that, there are some common challenges I’ve encountered across all team sizes and organizational contexts that I would like to highligh today.
Communication Gap
One of the big challenges that I have faced was the communication gap. Without the facility of in-person interactions, I found that casual conversations have their own benefits, and without them, misunderstandings can become more frequent. I realized how much we relied on casual conversations to clarify ideas and resolve issues. If you work in an open-plan environment, you can clarify something quickly if your team is sitting nearby. I have experienced many times that a misunderstanding happened because a team member misunderstood/misinterpreted a message or task that delayed the delivery of a project.
On many occasions, I have implemented the structured communication channels using some tools like Slack, Zoom, or Microsoft Teams to ensure everyone had a clear and consistent platform for collaboration. But if you are working for a small organisation, you might not have a budget for this type of tools. But it is very important to have something in place to communicate with each other. Even having a skype group for each project can be beneficial. This approach can resolve many of the communication gaps that we face. Personally, I prefer using Slack for this type of communication due to its flexibility. However, Microsoft Teams is also an excellent alternative, especially if your organization already uses Microsoft technologies. Having said that, it’s not necessary to rely solely on Slack or Teams to bridge communication gaps. A combination of tools can be highly effective. For example, you can use slack/teams for instant messaging, Zoom for video calls, and Trello or Asana for task tracking or project management. There are many other tools and these tools serve a distinct purpose. When we use them together, it can create a better ecosystem to eliminate any communication gap and increase productivity.
So what should we consider to eliminate communication gaps?
Communication Process – It is crucial to have a process in place about how and when team members should communicate. Specify preferred communication tools, response time expectations, and meeting schedules to reduce confusion.
Multiple Communication Tools – Find out which tools can be beneficial for your needs and budget. You can use Slack for instant messaging, Zoom for video calls, and project management tools like Trello or Asana for task tracking. Each tool serves a unique purpose and ensures smooth collaboration.
Consider Timezone – If your team members are in different time zones, a set rule should be set to allow responses at convenient times. Utilizing shared documents and recorded meetings can be beneficial for the team members working from different time zones.
Schedule Regular meetings – Hold weekly or biweekly one-on-one meetings to discuss progress, address concerns, and offer support. If you are using SCRUM, it might be challenging to have daily stand-ups for the team working in different time zones. Having weekly or monthly virtual stand-ups can also keep everyone aligned. Once a month, a town hall meeting can be arranged to update the time about the overall progress of the company.
Transparent Environment – A transparent and fearless environment can bring a lot of value in this case. If you can encourage team members to speak up and share their ideas, it can bring a lot of benefits. Creating a culture of transparency also builds trust between the team members and strengthens team relationships.
Document Everything – Documenting everything, most importantly, the key discussions, decisions, and project updates in a centralized location, such as a shared location, is essential to eliminate misunderstanding. This prevents miscommunication and ensures accessibility.
Organize Team Bonding Activities – Strengthening relationships inside/outside of work can improve communication within the team. Hosting a regular team activity, virtual coffee chats, game nights etc can help to eliminate some gaps.
Fear and Mental health issues
Fear in remote teams can create significant challenges. Hesitation to communicate, reluctance to share ideas, or a lack of engagement can lead the employee to fear and mental health issues. In my experience, I have seen two types of fear.
First is the isolation from the office environment, which can create insecurity about the job that leads to a constant fear of losing their jobs. It is the perfect fit of the phrase “Out of Sight, Out of Mind“. When employees work remotely or in an isolated environment, they may feel invisible to their managers and colleagues. This can make it harder for them to show their contributions, which leads to concerns that their efforts are not being recognized or valued.
The second is not raising a voice due to a lack of team bonding or connection with other team members for the remote setup of the team. Many times, I have experienced the members of my remote team being afraid to ask questions. Even when they need to clarify tasks, they worry about being perceived as incompetent. This leads to misunderstandings and errors in the work, which can bring more significant problems. But, this could be easily avoided with open communication and without a fearless culture. Similarly, I have seen the team members hesitate to raise their voices about unrealistic deadlines, fearing being seen as uncooperative. Yes, there will be some team members who will raise their voice every for a realistic deadline. But you will definitely find the quiet one who will not speak out about unrealistic deadlines, and this silence can only bring problems.
These fears and the lack of social interaction and support in an isolated work environment can lead to increased stress and anxiety. And if you have stress and anxiety, it affects your mental health. In most cases, the isolation amplifies feelings of self-doubt, making employees question their competence and worth, even if their job is not actually at risk.
From my experience when you are managing a remote team, I found a regular one-to-one conversation with the team member is very effective in keeping them organised and focused on their work. Obviously, it is not easy to do the regular one-to-one when you have a large team, but it can be done on a group basis. As a manager, you can either sit with an individual or a group of employees to understand any concerns or to have a general conversation. I always believed and focused on fostering a culture of psychological safety that gave me a good return on the time that I spent on it. I encourage open dialogue by regularly checking in with team members one-on-one and creating anonymous feedback channels to ensure everyone feels comfortable sharing their thoughts. Additionally, I emphasize that mistakes are part of the learning process and celebrate transparency and collaboration. Over time, this approach helped me to build trust with my team, reduce fear and enable the team to communicate more effectively and work more cohesively.
To address these concerns, organizations should:
1. Foster regular communication and feedback.
2. Ensure remote or isolated employees feel included in team activities and decision-making.
3. Provide clear performance metrics and recognition for contributions.
4. Offer mental health support and opportunities for social connection.
5. Be transparent about organizational changes and job security.
Productivity and Focus
Productivity and accountability are also significant concerns. Some employees can thrive in a remote setting, while others can struggle to maintain focus. Without direct supervision, it is difficult to assess individual performance accurately. So, it is essential to set clear expectations and goals. That includes defining work expectations, deadlines, and key performance indicators (KPIs) to help employees stay on track. Using project management tools like Jira/Trello or Asana to track progress is one of the essential steps. Regular one-on-one check-ins also provided an opportunity to offer support, address challenges, and ensure everyone remained on track.
Technical issue
One of the common excuses that I find when managing remote teams is technical issues. Unstable internet connections, software glitches, and cybersecurity concerns occasionally disrupt workflow. A lot of team members can take advantage of the issue. So, it is important to ensure that the team have access to the necessary resources and support. Investing in reliable tools and providing training on security best practices helped minimize these disruptions.
Having a remote team offers incredible opportunities when managed effectively. The flexibility of allowing employees to work in ways that suit their lifestyles leads to higher job satisfaction. A well-structured remote work environment can also increase productivity and creativity, as team members can focus without the usual office distractions. By prioritizing clear communication, promoting a strong team culture, and leveraging the right technology, it is not rocket science to turn challenges into opportunities. The key is to find a balance between flexibility and structure.
As the CTO of a group of companies, I’ve faced many challenges in managing multiple teams across different projects. One of our core strategies is to acquire companies with potential at reduced prices, digitize their operations, and turn them into efficient, profitable businesses. While this approach has led to many successes, it often comes with tight deadlines, limited budgets, and high-pressure environments. Motivating teams under these conditions is never easy, especially when financial rewards aren’t an option.
One of our most successful projects was with ICS(Intelligent Card Solutions) to launch our Choice products (Introducing GiftChoice for Ultimate Gift Card Experience – A Product I am Proud to Lead), a company we acquired and transformed. The engineers on my team worked tirelessly to launch the product, often going above and beyond to meet the challenging timeline. However, as the project neared completion, the team was on the verge of burnout, and there was no budget left to reward them for their hard work.
This was especially tough for my remote team in India, who had dedicated countless hours to the project. I knew a simple “thank you” or a gift card wouldn’t be enough to show my appreciation. So, I decided to do something unconventional—and some of my colleagues say, a little crazy.
The Idea: A Weekend Getaway
I took the initiative to sponsor a weekend holiday for the team and their families, paying for it out of my own pocket. Many of my colleagues thought I was mad, but as a leader, I knew how much the team had sacrificed to make the project a success. They deserved more than just words of gratitude—they needed an experience that would help them recharge and feel valued.
I flew to Delhi, where our office was based, and organized a weekend trip to Jaipur, a beautiful and historic city known for its vibrant culture, stunning architecture, and rich history. It was just an hour’s flight from Delhi, making it the perfect destination for a short but meaningful getaway.
The Trip: A Time to Reconnect and Recharge
The trip was a huge success. The team and their families enjoyed every moment—exploring Jaipur’s famous landmarks, sharing meals, and simply relaxing together. It wasn’t just a break from work; it was an opportunity for the team to bond, celebrate their achievements, and return to work with a refreshed mindset.
For me, it was incredibly rewarding to see the smiles on their faces and hear their laughter. It reminded me that leadership isn’t just about hitting targets or delivering results—it’s about caring for the people who make those results possible.
Why It Mattered
This trip wasn’t about putting the company in a negative light or suggesting that they didn’t value the team. It was about recognizing that sometimes, as leaders, we need to go the extra mile to show our teams that their hard work and dedication don’t go unnoticed.
In a world where remote work can sometimes feel isolating, gestures like this can make a huge difference. They remind teams that they’re not just cogs in a machine—they’re valued individuals who contribute to something bigger. As leaders, we often focus on metrics, deadlines, and budgets. But at the end of the day, it’s the people who drive success. When budgets are tight and rewards are scarce, it’s up to us to find creative ways to motivate and inspire our teams.
For me, the Jaipur trip was a reminder that leadership is about empathy, connection, and sometimes, taking a leap of faith. It’s about understanding what your team needs and finding ways to support them, even when the resources aren’t there.
Motivating a team isn’t always about money or bonuses. Sometimes, it’s about showing up for them in ways that matter most. The Jaipur trip wasn’t just a thank-you—it was a statement. It said, “I see you, I appreciate you, and I’m willing to go the extra mile for you.”
To all the leaders out there: don’t underestimate the power of small, heartfelt gestures. They can make a world of difference to your team—and to you.
Here’s to leading with heart, even when the budget doesn’t allow for much else.
After the Choice Platform became available in high street shops (Introducing GiftChoice for Ultimate Gift Card Experience – A Product I am Proud to Lead), it was only a matter of time before it became a target for scammers. It was 4 AM in the USA, and I was in deep sleep enjoying my holiday when my phone buzzed with a message from my lead developer. Something wasn’t right. Our analytics showed that we were issuing more vouchers than actual sales—which meant only one thing: either we were doing something wrong, or we were being scammed!
I jumped out of bed and called my team. After investigating, we found out how the scammers were pulling it off, and honestly, I had to admire their creativity.
How the Scam Worked
Here’s what they were doing:
They’d load up their shopping basket with groceries and4-5 GiftChoice cards.
At the checkout, they made sure the cashier scanned the gift cards first—activating them in our system.
While the cashier scanned the other items, they quickly scratched the gift cards, got the voucher codes, and redeemed them online immediately.
Within seconds, they received their preferred retailer gift card in their email.
Then, they’d pretend they “forgot their wallet” and ask to cancel the purchase.
The cashier could cancel the groceries but not the gift cards because they had already been redeemed.
And the end result? We were losing money by sending them gift cards without a sale.
A Quick Fix at 4 AM
We needed a complete solution, but a clean, fullproof solution required cooperation from retailers, payment processors, and our partners—which would take multiple days. But we couldn’t afford to lose money while waiting for a permanent fix.
So, I came up with a quick and simple hack:
➡️ Add a 30-minute delay before a card could be redeemed.
How This Stopped the Scam Instantly
When a cashier swipes the card, it gets activated in our system, and our redemption process checks if the card is active before processing it. I simply asked my team to add a rule that says a card must be activated for at least 30 minutes before it can be redeemed. Luckily, we managed to add this rule in a stored procedure that was quick to implement without any release procedure.
🚀 Result? The scammers were blocked immediately.
The best part? 99.99% of our real customers do not redeem their gift cards right after buying them, so the delay didn’t affect them at all. But for scammers, it completely ruined their plan.
It wasn’t the most high-tech solution, but sometimes, the simplest ideas work best. This quick fix stopped the fraud overnight and saved us a ton of money. The scam on the Choice platform was a wake-up call, but it also showcased our team’s ability to think on our feet and act decisively under pressure.
Moral of the story? Even on holiday, always be ready to think on your feet.
In today’s globalized world, businesses often rely on web applications and services that operate 24/7 to serve customers and employees across different time zones. Ensuring the reliability and availability of these applications is critical to maintaining productivity and user satisfaction. For organizations with teams spread across regions like the UK, EU, and India, setting up a robust daily check process for servers and applications can provide a significant advantage.
To give the UK and EU teams a head start, I have introduced an early morning server check process handled by a dedicated tester based in India. This process ensures that potential failures in applications or services are identified and reported before the primary workday begins in Europe.
Why a Daily Early Morning Check Process?
The primary goal of this process is to proactively identify and resolve any failures or issues in the web application or servers before they impact users. Even the checking of blacklinsting an IP address that is used to send out email is also checked. By conducting these checks early in the morning (India time), the tester can provide a status report to the UK and EU teams at the start of their workday. This ensures that any critical issues are addressed promptly, minimizing downtime and disruption.
Key Components of the Process
Application Functionality: Ensure all critical features of the web application are functioning as expected.
Server Health: Monitor server performance, including CPU usage, memory, disk space, and network connectivity.
Service Availability: Verify that all dependent services (e.g., databases, APIs, third-party integrations) are operational.
Error Logs: Review application and server logs for any errors or warnings that may indicate potential issues.
Automated Testing Tools: Use tools like Selenium, Jenkins, or custom scripts to automate the testing of key application functionalities.
Monitoring Tools: Implement server monitoring tools like Grafana or AWS CloudWatch to track server health and performance.
Scheduled Scripts: Create scripts to run daily checks at a specific time (e.g., 6:00 AM IST) and generate reports automatically.
Assign Responsibilities
Tester in India: A dedicated tester or group of testers based in India will execute the daily checks, review automated reports, and perform manual verification if needed.
Selected Person in UK/EU: A designated team member in the UK or EU will receive the daily report and take necessary actions based on the findings. If the issues are not resolved by the team in the UK/EU, it will refer to the team in the USA.
Create a Standardized Reporting Template Develop a clear and concise report template that includes the Date and time of the check.
Summary of application and server status (e.g., “All systems operational” or “Issues detected”).
Details of any failures or errors.
Screenshots or logs for reference.
Recommended actions for the UK/EU team.
The report can be delivered via email, a shared dashboard, or a collaboration tool like Slack or Microsoft Teams.
Establish Escalation Procedures
Critical Issues: Define what constitutes a critical issue (e.g., application downtime, server crash) and establish a protocol for immediate escalation to the UK/EU team.
Non-Critical Issues: For less urgent issues, include them in the daily report with recommended actions for the team to address during their workday.
Feedback Loop: Regularly review the process with the UK/EU team to identify areas for improvement.
Refine Automation: Continuously update and refine automated scripts and monitoring tools to cover new features or address emerging issues.
Training: Ensure the tester in India is well-trained on the tools, processes, and escalation procedures.
Benefits of the Process
Proactive Issue Resolution: Early detection of issues allows the UK and EU teams to address them before they escalate, minimizing downtime and user impact.
Improved Collaboration: The process fosters collaboration between teams in different time zones, ensuring seamless handover and communication.
Enhanced Reliability: Regular checks and automated monitoring improve the overall reliability and performance of the application and servers.
Time Efficiency: Automation reduces manual effort, allowing the tester to focus on critical tasks and analysis.
Example Workflow
6:00 AM IST: Automated scripts and monitoring tools run daily checks on the application and servers.
6:30 AM IST: The tester in India reviews the automated reports, performs manual checks if needed, and compiles the daily status report.
7:00 AM IST: The report is sent to the designated person in the UK/EU team.
7-8:00 AM GMT: The UK/EU team reviews the report, prioritizes issues, and takes necessary actions.
Follow-Up: The tester in India follows up on any unresolved issues during their next check.
Implementing a daily early morning server and application check process, led by a tester in India, is a strategic approach to ensuring the reliability and availability of web applications for global teams. By combining automation, clear reporting, and effective collaboration, organizations can proactively address issues, minimize downtime, and provide a seamless experience for users. This process not only enhances operational efficiency but also strengthens cross-regional teamwork, making it a valuable addition to any organization’s workflow.
I was the Head of Engineering at a company that sold physical products. My job was to manage the engineering team, ensure our platforms were running well, meet the client, make all technical decisions, and meet deadlines. But one Christmas season, something unexpected happened that taught me a lot about leadership and teamwork.
The holiday season was always busy for the company, especially the Christmas time, but that year was different. We had more orders than ever, and the warehouse didn’t have enough staff to handle them. Orders were piling up, and customers were waiting. It was a challenging situation, and the team in our warehouse was struggling. The day came when everyone realized that it was impossible to deliver all the goods that were promised to be delivered on time before Christmas. The HR team tried to get temporary warehouse staff to cover the situation, but they could not find enough people to handle it.
In this situation, the CEO sent out a message asking if anyone could spare some time to help the warehouse team. I decided to step in. After ensuring my engineering work was covered, I spent an entire week working in the warehouse.
At first, it felt strange. My usual work involved meetings, solving technical problems, and reviewing designs. Now, I was scanning the boxes, organizing products, printing the PO and putting them into the boxes. As we were not trained, we were not lifting or shifting, and we were doing most of the light work. But as the days went by, I became an important part of the delivery process. I learned a lot about the warehouse team’s work and how hard they worked to keep our customers happy. I also realized how little I knew about this part of the business before. Working with them gave me a new respect for what they did.
My decision to help had two big effects. First, it helped the warehouse team catch up on orders and meet customer deadlines. Second, it showed the rest of the company that no job was too small for anyone, no matter their position. It was a reminder that we were all on the same team, working toward the same goal. Even though I managed to break a couple of wine bottles and misplace a few items, the team highly appreciated my work.
But not everyone felt the same way. Some of my colleagues thought it was wrong to ask them to work in the warehouse. They felt it wasn’t their job and that their time was better spent on their own work. This surprised me, but it also showed that not everyone sees teamwork the same way. For some, stepping outside their role felt like a step-down. For me, it was a chance to lead by example and show that sometimes, you must do whatever it takes to help the team.
Looking back, that week in the warehouse was one of my best experiences in terms of teamwork. It taught me that leadership isn’t just about making decisions or managing people—it’s about being willing to do the hard work when it’s needed. It’s about understanding every part of the business and valuing everyone’s contribution. Most importantly, it’s about setting an example that inspires others to step up when times are tough.
Ultimately, we got through that busy Christmas season, and the company became stronger. But the real win was the lesson I learned: true leadership isn’t about your title or job description—it’s about action, understanding, and doing whatever it takes to help your team succeed.
When I joined Avinity, the company had been outsourcing all its IT work. They decided to bring everything in-house and hired me to build an IT team from scratch. My task was to set up the team and transition the outsourced work within 1-2 years.
Even though I had some job offers from some big corporations, I decided to join Avinity when I heard about this challenge.
Starting an IT team from nothing is an exciting challenge, but it comes with many obstacles. The biggest challenge, in my opinion, is the unfamiliarity between team members. If you hire an entire team from the market, you have no idea about their strengths, weaknesses, or how they will work together. It takes time to build trust and relationships.
My Approach: A Mix of Known and New Talent
To overcome this, I hired a few people from my own network—people I had worked with before and knew I could trust. These familiar faces helped set the foundation and brought stability. The rest of the team I hired from the market, bringing in fresh perspectives and skills.
This mix-and-match approach gave me both comfort and flexibility—I had trusted people to rely on while also bringing in new talent to innovate and grow.
Hiring the Right People
Finding skilled professionals who also fit the company culture is tough. Just hiring the most talented developers is not enough—if they don’t work well together, the team will struggle. I focused on attitude and teamwork as much as technical skills. It is important to make sure every new hire is aligned with the company’s vision and work culture and has the freedom to open communication from day one.
Setting Up Processes from Scratch
Since there was no existing IT team, there were no processes, no documentation, and no guidelines. Everything had to be built from zero. This is where your experience comes to play. If you have a few people in your team who you hired from your network(or previously worked with), you have similar experience fo the process. I started with basic project management tools to track tasks. Slowly introduced coding standards, deployment processes, and documentation habits. I kept things flexible—adjusted processes as the team grew.
Knowledge Gaps and Learning Curve
Since IT was fully outsourced before, there was no internal knowledge base. The new team had to learn everything while taking over projects. So I worked closely with the outgoing vendors to document everything before they left. Also encouraged team members to ask questions, experiment, and learn quickly.
Gaining Trust from the Business Team
The company had relied on outsourcing for years, so other departments were used to working with external vendors. Convincing them that the in-house team could do better was not easy. So, to win their trust, I made sure we solved and delivered small but important issues quickly and more efficiently. Also maintained regular communication with stakeholders to understand their needs.
Managing Workload and Expectations
When a new team starts, everyone expects results immediately. The reality is, it takes time to set up, hire, train, and build efficient workflows. However, I set some realistic but challenging timelines for transitioning work. It was important to prioritise critical projects first, rather than trying to do everything at once.
Starting an IT team from scratch is a long journey, not a one-time task. It takes careful planning, the right mix of people, and patience to make it work.
For me, the biggest lesson was that relationships and trust was as important as the technical skills. By building a team with a mix of trusted colleagues and new hires, and by focusing on process, learning, and trust-building, we successfully transitioned the work within the expected time.
One Monday morning, we received an email from our CEO introducing quiet time.
Dear All,
I would like the business to trial having some quiet time, over the next 4 weeks…
One of the great things about this business, is that everyone is always happy to help and support their fellow colleagues. This is a brilliant culture and I would like it to continue but sometimes we need some quiet time for ourselves.
“I love my kids to bits but sometimes its great when they are in bed and we get a bit of peace to get on with stuff around the house…”
I would therefore like to propose some quiet time, so that everyone has the opportunity to concentrate and focus on their own job and task in hand. Sometimes we simply don’t have this opportunity.
I am therefore proposing that on a Monday, Wednesday and Friday between 9.30am and 11.30am we have some quiet time.
What does this mean ?
There should be no meetings, no internal commercial conversations, no colleague interruptions, no internal calls, no emails etc….
I would like to do this during August and will obtain feedback at the end, to see if this trial has worked and if it has given you time, to do what you need to without interruptions.
Thank you
CEO
Quiet Time is a scheduled period, typically ranging from 1 to 3 hours, during which employees are expected to minimize distractions and focus on deep, uninterrupted work. During this time, meetings, phone calls, and non-urgent communications are discouraged, and employees are encouraged to work independently in a quiet environment.
What has improved in our case
Initially, it seems to be a good idea to improve focus and productivity. Quiet Time allowed employees to concentrate on complex tasks that require deep thinking, free from the constant interruptions of emails, messages, or casual conversations.
By providing dedicated time for focused work, some employees completed tasks more efficiently, reducing the need to work overtime or take work home. Some introverts, who often thrive in quiet environments, find Quiet Time particularly beneficial, as it allows them to work in a way that aligns with their natural preferences.
What are the challenges?
However, implementing the policy came with its share of challenges. To begin with, quiet time cannot be enforced company-wide, as teams like customer support and sales are required to interact with clients during office hours, and clients are not bound by internal quiet time policies. Additionally, in an open-plan office setup, enforcing such a policy proves to be particularly challenging.
While quiet time can be beneficial if uniformly adopted, coordinating it becomes complex when teams operate across different time zones. One solution could be to establish separate quiet time slots for each time zone. Still, this approach reduces the available window for communication and collaboration, potentially diminishing the overall value of the effort.
Is Quiet Time Worth It?
The answer depends on your organization’s unique needs and work culture. If your employees frequently struggle with distractions and express a need for more focused work time, Quiet Time can be a highly effective solution. It can lead to increased productivity, reduced stress, and a more respectful work environment. If your workplace thrives on constant collaboration and communication, Quiet Time may not be the best fit. In such cases, consider alternative solutions, such as flexible work hours or designated quiet spaces, to accommodate different work styles.
The policy did not work for us in the long run. Our open-plan office, which housed customer service and sales teams in a collaborative environment, made it challenging for client-focused teams to receive timely support from other business units, which affected our SLA.
However, Implementing Quiet Time in the office can be a powerful way to enhance productivity, reduce stress, and create a more balanced work environment. However, its success depends on careful planning, clear communication, and a willingness to adapt based on employee feedback. By weighing the benefits and challenges and tailoring the approach to your organization’s needs, you can determine whether Quiet Time is worth implementing in your office. If done right, it can become a valuable tool for fostering both individual focus and team collaboration.
Some companies give out gift cards. Some host a nice dinner. But how many companies take their entire staff on a luxury mystery trip to Morocco? To celebrate Avinity’s 10-year anniversary, our CEO decided to do something extraordinary—something that would genuinely bring people together, inspire us, and remind us why we do what we do.
This is what we have received from our CEO
Dear All,
It is the company’s 10 year anniversary this year and we would like to celebrate with a bang !!
We are looking at taking the entire company to somewhere magical for the weekend, all expenses paid. The suggested date is the weekend of 25th September 2015. The date is purely tentative and will depend on availability but it currently looks OK. We do have somewhere in mind and the decision needs to be made asap but it all depends on numbers and currently no partners or children can come but this may change…
Please could you let me know if you would like to go on the ‘magical mystery tour’ through responding via the Vote button at the top. Before replying, please do think about it as I will be taking your responses to move this forward or not. Your commitment is key to doing something like this en-masse. Can you come back to me asap please.
For the warehouse without email, please simply let us know “Yes up for it” or “No, not interested”.
Passports and flying may be required…!
Best Regards
Rupert
And so, on September 25, 2015, at exactly 2:15 AM, the entire Avinity team set off on what would become an unforgettable journey. The only clue? Bring your passport. The excitement was electric as we arrived at Gatwick Airport, still unaware of our destination. Whispers filled the air: Are we heading to Italy?Maybe Spain?Could it be somewhere completely unexpected?
And then, the big reveal: We were flying to Marrakech, Morocco, to stay at none other than Kasbah Tamadot—an ultra-luxury resort owned by Sir Richard Branson. Yes, A five-star retreat in the Atlas Mountains, owned by one of the most inspirational entrepreneurs of our time.
Of course, staying in one of the world’s most exclusive resorts was amazing. But this trip was about more than just luxury—it was about reconnecting, recharging, and realigning with what truly matters.
Our CEO wanted this experience to be more than just a celebration. He wanted it to be a reminder of our purpose—not just as employees, but as people, friends, and inspirers.
His message was simple yet powerful:
👉 Deliver happiness—in work, at work, and through our work. If we aspire to make others happy, we will become truly happy, inspired, and fulfilled ourselves.
Beyond the resort’s luxurious pools and breathtaking views, we had the incredible opportunity to visit a nearby village. Led by local guides, we wandered through winding paths, tasting fresh fruit picked straight from the trees and learning about life in the Berber community.
One story particularly touched our hearts:
We visited a local pre-school project, part of the Eve Branson (Richard Branson’s mother) Foundation. The school was built by local residents, giving young children the opportunity to learn English, Arabic, and French—essential skills for their future. Hearing how education was transforming their lives made us reflect: What can we do to help? By the end of the visit, we all agreed to send Christmas parcels filled with books, pens, and school supplies—a small but meaningful way to give back.
There are company trips, and then there are once-in-a-lifetime experiences. Avinity created something extraordinary—not just a trip, but a moment of pure magic. A memory that will stay with us forever. It takes guts to take an entire company on a mystery trip to a luxury resort. But more than that, it takes vision to use that trip as a way to inspire, connect, and give back. And that’s what makes Avinity different.
