The first step in ensuring a successful remote team is recognizing that distributed teams function differently than centralized teams. If you have little experience with distributed teams, your performance could be at 60-70%. The goal is to get to 90% within 3-months. Use our 10-years experience to shorten your path towards great team work and high-performance.

Methodology Guidance

Local engineering teams are often unprepared to operate with remote developers. There is often a need for process and communications adjustments, as well as developing “virtual skills”. This is true whether the team is dispersed across town or across an ocean. We offer our guidance to speed you through the common challenges, and enable your team to excel in distributed software development.

Relationship Support

As trusted advisors, we offer our ongoing support to executives who launch remote teams. Our support includes SLA and contracts negotiation, norms in working with foreign partners, and insights into managing a healthy client/provider relationship.

Distributed Team Launch Kit

This short white paper is a compilation of my best recommendations for managing the most important phase of your remote team collaboration – the on boarding. Contents include:

  • Team Charter
  • Communication Protocols
  • Roles & Responsibilities
  • Leadership
  • The Kick-off Meeting

If you’d like a copy, let me know.

Guiding you to high performance with remote teams

Engineering teams are often unfamiliar with best practices in working with remote people. Teams generally fit into one of the 3 categories listed here.

We function as advisors particularly with Early or Intermediate teams, until your team is operating smoothly with remote developers.

When your engineering leads are proficient in distributed practices, you gain significant talent and project resourcing options: you can ramp in and out contracted developers much more easily, you can launch a remote team, or you can hire distributed U.S. engineers, tapping a much larger talent pool.

  • Connector.


    Your engineering team has little or no experience working with remote developers. Your software development processes are moderately Agile.

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    Your engineering team runs a software development process such as Agile Scrum and has some experience working in a remote fashion, even work-at-home situations.

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    Your engineering team has evolved a mature and disciplined software development process such as Agile Scrum, and has experience successfully integrating remote developers.