Rita Mendes, head of people at Alts Digital, explains how crucial it is to stay connected within a fully remote iGaming affiliate, especially in a sector where remote working is proving key in developing a global team.
At Alts Digital, we work in a remote-first setting. We don’t have an office, and we never did. That means we’ve had to build our culture, rituals, and relationships without relying on physical spaces. And when you’re remote, staying connected doesn’t happen by accident. You have to be intentional.
We don’t force company-wide bonding rituals. Everything’s optional. What we do instead is a combination of structure and flexibility that allows people to feel connected in different ways, depending on who they are and what they need.
Regular people sync
One of my personal commitments is to keep regular ‘people syncs’ scheduled with everyone at Alts. These are recurring one-to-one calls held monthly, quarterly, or at least twice a year, depending on the person’s role and seniority. The goal is to create a space people can rely on.
Some like to start with personal updates, others go straight to the point. Some prefer a professional tone, while others enjoy building closer connections. All of that is fine, as people are different and so are their ways of connecting.
I always try to understand how the person is doing, what they’re focused on, and whether recent company-wide messages are clear
These calls are often more relaxed than team or manager meetings. People tend to feel more at ease and bring up topics that matter to them. Sometimes it’s HR or logistical questions. Other times, it’s doubts, insecurities, or complex challenges. Depending on the situation, we might even work on certain skills together, which becomes a kind of coaching session.
I always try to understand how the person is doing, what they’re focused on, and whether recent company-wide messages are clear. I also share what I’ve been working on in HR and updates from other teams when relevant, but the agenda belongs to them as it’s their space, not mine.
Making space for informal connections
Staying connected is not only about task updates or strategic alignment. We also create informal spaces that allow people to interact as humans. This includes themed Slack groups, virtual activities, offline gatherings like team dinners, and our yearly workation.
Beyond that, we make an intentional effort to check in with one another, asking how people are doing, not just what they’re working on. It’s not about big gestures, but about creating space for conversations to happen.
We focus on supporting leads to communicate effectively within their teams, while also staying close enough to spot when extra context or alignment is needed
These moments don’t work the same way for everyone, and that’s okay. Our goal isn’t to force social interaction, but to make it available, so that people can choose how they want to show up.
Respecting different realities
Each team has its own rhythm and its own way of working. That’s why we believe decentralised communication, with strong ownership from team leads, is essential in a remote environment.
We focus on supporting leads to communicate effectively within their teams, while also staying close enough to spot when extra context or alignment is needed. During my people syncs with managers, I often share what’s happening in other teams around connection, explain what I’m currently working on in HR, and ask what information or support they need to better guide their people.
Connection continues after onboarding
Connection begins before someone even joins the team. During the recruitment process, we try to understand how each person experiences connection in a remote work context. We ask what they’ve liked and disliked about remote work in the past, what they see as its downsides and what they need to feel part of something.
It’s important that people are aware that life in a fully remote company is different. Even compared to hybrid setups, where you might see people in person occasionally, full remote requires more self-awareness and intentionality around connection.
We also believe that connection is a two-way street. People are often the best judges of what could help them feel more connected
That’s why we don’t just talk about remote life during interviews, we also follow up on it during onboarding. After someone’s first few weeks, we check in to understand how they’re perceiving remote work so far. What’s working? What’s missing? Are they feeling connected? It’s an important moment to listen, validate, and, when possible, adjust.
We also believe that connection is a two-way street. People are often the best judges of what could help them feel more connected. That’s why we encourage everyone to share suggestions, whether with their manager or with the people team, if they have ideas for improving interaction or connection within the team. Of course, we’re a fully remote company, and that comes with natural limits. You can’t take the “remote” out of remote. But within that framework, there’s often room to adapt
Final thoughts
There’s no one-size-fits-all answer to building connections in a remote company. And to be honest, it’s not always easy. When people work on completely different projects, in different countries, and with different needs, keeping everyone aligned and engaged is a constant effort.
In a company like ours, where flexibility is a core value, each person needs to play an active role in shaping their experience, including how they connect. We’re here to listen, support, and co-create what makes sense.