Sourcify is a YC-backed sourcing platform that matches customers with pre-vetted factories overseas. It helps enterprises worldwide improve manufacturing process and turnaround time by up to 64%. With a remote team of 16 people, 6 offices all over the world, and transparency at the forefront of everything the company does, Sourcify is creating the new streamlined sourcing experience.
In his interview with YouTeam CPO and Co-founder Yurij Riphyak, Founder of Sourcify, Nathan Resnick shares his recipe on successful remote collaboration experience. Keep reading to find out how to build a top-notch product while operating as a distributed or fully remote company.
It’s better access to talent and the ability to work around the world. We’ve got a team across Asia and now, with the development team that’s growing in Ukraine, it enables us to move faster, work more efficiently, and not spend as much time on engineering as most people do.
It was on Upwork, actually. That was 2 years ago. It was through our lead developer’s past connections. He’s been working with this guy for a few years.
We’ve got team members in Asia, mostly manufacturing – China, Vietnam, India. And also we’ve got operations, sales and marketing in San Diego, Las Vegas and Salt Lake City, Utah. In total, we’re about almost 16 now. We’ve got small offices around the world. There are 3 developers in Ukraine right now, and that’s all led through our lead developer in San Diego.
Well, it’s just the development team in Ukraine, so that’s what they manage.
No, we haven’t got any contract where it’s obviously our IP. In the worst case, I fly over there and the money goes pretty far over there.
Not a bit. You’ve got to make sure that you have people that are bilingual. Then you have to make sure that they can come online. Our team members are fully integrated into our Slack, product stand-ups and everything. They’re fully a part of our team.
You have to make sure that your outsourced team is fully part of your existing team and works fluently just as your real team would work.
Basically, just getting up early and staying up late, and then making sure that whatever needs to get done is addressed.
A bit, but mostly I think it’s us.
Like 5-30 or 6 a.m.
I wake up, drink some water, go to the gym, check my emails and Slack, etc.
Sometimes, but for the most part, it’s just a matter of open communication with the team and making sure that they have the tools that they need to succeed.
I think the main reason is they don’t have time for doing anything else. They work a lot for us every week.
We look at the code, of course. And we have time tracking.
The culture has to be spread across countries, like China, Vietnam, etc. I think it’s a challenge. It’s definitely more challenging than doing it in-house. But I think it’s possible if you create the same dynamic in your office that you would do anywhere in the world.
For the most part, as an organization, we focus on transparency, action orientation, and results.
Sometimes I think we definitely do tell them at first meeting that transparent is how we’re operating.
Yeah, we meet the team from over there like almost once a month. A lead developer goes over there like every quarter or so, to see what’s going on.
Most of them work from home, but it depends on where they are. We’ve got small offices around the world.
It’s a good question. I don’t think we do right now, but definitely, we’d be open to trying to find a way to solve that in the future.
Number one is getting them into all of our systems. Next is getting them into our code base, making them comfortable with what we’re doing – and then we ramp it up pretty fast.
Yes. Hope they swim?
Then we’ll give them some life jackets and stuff.
Slack, Hubspot, Google Meetings, Zoom, Hangouts.
For developers, it’s just the amount of time on the product they build – each two-week sprint they have to be rolling out different products. We have continuous releases, and they’re just constant. We’re pretty excited about that, it gets the product really flowing.
Yeah, definitely. These include different management styles, different team members who’re gonna act differently depending on their roles. My management approach is always depending on who I am managing.
I don’t know if I want to sell it, I have to run this company my whole life to be happy.
Yeah, we have to believe that we shouldn’t restrict talent to one location, so we have small offices and small teams around the world.
I would say – try remote if you can manage it, and then see how far that gets. If it comes too hard for you to manage, then hire someone in-house to manage it. I mean, remote can work if you have the time to manage it and make it happen.
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