As someone who’s worked across multiple industries—from finance to travel technology—I’ve had the opportunity to lead teams through all kinds of business stages, from startup chaos to structured growth. But the biggest change in recent years hasn’t come from market shifts or financial models—it’s come from the way teams are built and managed. Today, we’re in a digital economy where remote work isn’t just common—it’s often expected. And leading a distributed team isn’t a perk or an experiment anymore. It’s a requirement.

At BizTravelSolutions, where we focus on travel expense verification and tech solutions for business travel, we’ve embraced this shift completely. Our team spans cities and time zones, and many of the people we work with daily—developers, designers, customer service specialists, marketing leads—are never in the same room. But somehow, the work still gets done, and the company still moves forward. In fact, I’d argue that in some ways, we’ve become stronger because of our distributed model.

That didn’t happen overnight, and it definitely wasn’t easy in the beginning. I want to share a bit about what I’ve learned along the way—because whether you’re running a startup, growing a mid-sized company, or just trying to stay flexible in a changing world, how you lead people remotely makes all the difference.

It Starts with Trust, Not Tools

The biggest myth about remote teams is that the secret to making them work lies in having the right software or the perfect workflow. Those things help, but they’re not the foundation. The real starting point is trust.

In an office, trust often comes from proximity. You can see who’s working hard, who’s staying late, who’s leading by example. In a remote setting, those signals aren’t as visible. That means you have to create a culture where people trust each other to get the job done without needing constant supervision. You also have to trust that outcomes matter more than appearances. It doesn’t matter if someone answers every Slack message within two minutes—what matters is whether they’re delivering meaningful work and staying accountable.

Building that kind of trust requires clarity. Everyone needs to understand their role, the mission, and the expectations. If people feel grounded in those basics, they don’t need someone checking in every hour. They’ll do the work because they believe in the work, and because they know their contribution matters.

Communication Has to Be Intentional

In a remote team, you can’t rely on hallway conversations or quick desk check-ins to keep the flow going. Every conversation has to be intentional, and every leader has to over-communicate a little bit more than they’re used to.

I’ve learned that it’s not just about giving people information—it’s about creating spaces for honest discussion. That means scheduled one-on-ones, regular team huddles, and channels for both formal updates and casual banter. People need to feel seen and heard, not just managed. Especially in times of stress or rapid change, your team will look to you not just for instructions but for connection.

I’ve also learned the power of asking questions instead of giving orders. When you’re not physically present, it’s easy to accidentally become too transactional. But asking things like “What’s getting in your way?” or “How can I support you better?” can unlock conversations that drive real improvement. The more human you are, the more likely your team will show up as their full selves—even from hundreds or thousands of miles away.

Culture Doesn’t Happen by Accident

Culture is one of those things that can either thrive in a remote environment or disappear entirely. In my early days running remote teams, I thought culture would just “happen” on its own. But it doesn’t. It has to be built, reinforced, and celebrated—intentionally and consistently.

At BizTravelSolutions, we try to create rituals that bring people together, even across distances. That might be a monthly spotlight on a team member’s win, a quarterly all-hands video call where we share our progress, or a casual online get-together just to unwind. These moments matter. They remind people they’re part of something larger, even if they’re working alone in their home office.

It also means being mindful of inclusion. Remote work can level the playing field in many ways, but it can also make people feel isolated. Not everyone communicates the same way, and not everyone thrives on Zoom calls. It’s up to leaders to notice those dynamics and adapt—offering flexibility, making room for different personalities, and keeping the door open for feedback at all times.

Scaling Brings Its Own Challenges

One of the hardest transitions is moving from a scrappy startup to a growing organization with processes, layers, and broader goals. When everyone knows each other, it’s easy to stay aligned. But as your team grows and spreads out geographically, you can lose that alignment if you’re not careful.

For me, the key has been staying anchored in purpose. Why do we do what we do? Who do we serve? What problem are we solving? Every person on the team should be able to answer those questions. As long as they can, you can keep scaling without losing your identity. But if that purpose gets diluted—if you’re just reacting to growth without re-grounding in your “why”—things start to unravel.

The digital economy rewards speed and flexibility, but it also punishes disconnect and disorganization. So the job of the leader becomes more about integration than direction—bringing people together across platforms and functions, helping them see how their work connects to the mission, and removing the roadblocks that slow them down.

We’re living in an era where geography doesn’t define opportunity anymore. The most talented people don’t always live in your city. The best collaborators may be on the other side of the world. Technology has made this kind of distributed work possible—but it’s leadership that makes it work in practice.

For me, leading remote teams has been one of the most challenging and rewarding experiences of my career. It’s taught me to listen more, to communicate better, and to lead with clarity and heart. And as our company continues to grow, I know those lessons will keep evolving.

The digital economy is only going to move faster. But if we build our teams on trust, connection, and shared purpose, we’ll be ready for whatever comes next. Whether we’re in the same office or scattered across the globe, great teams will always find a way forward—together.