Virtual Offices At Pipeline: How Pipeline Has Mastered Remote Working

Covid-19 has plunged hundreds of companies across the globe into adopting a required work from home policy almost overnight. Many companies were not prepared to adopt and adapt in such a short timeline. Pipeline has been working a partial remote model for over 14 years. In particular, the engineering team which comprises roughly one third of the company has always been 100% remote. We have software engineers in the US, Poland, Dominican Republic, Canada, and more. And coincidently, the rest of the company enabled a work from home option in January 2020 for the Seattle Headquarters based people. Given the abrupt changes companies and teams are making, I wanted to share the best practices we use to ensure high productivity, high morale, and success.

Remote work success boils down to a great set of tools and accompanying processes and defined culture to enable above and beyond communication. Let’s first talk about the tools.

The Tools

Collaboration and Video conferencing

A high quality reliable video conferencing product is essential. This does not have to be expensive. We have been through many different productssuch as Google Hangouts, Skype, and now Zoom. When Zoom came along it changed our life. We spent so much time fixing and troubleshooting the other products. Dealing with intermittent outages, video hanging, and trouble organizing meetings. Zoom with its Brady Bunch style view of everyone on the call changed our life. It was stable out of the gate. It has always been reliable. Like…always. Our productivity for meetings went way up. We don’t think twice about video logistics. It’s all integrated into our email and calendar clients with ease. A reliable and easy tool is critical.

Chat and Conversations

The next critical piece is a real time communications vehicle. We use Slack. Slack is not just chat for us. It is our platform of all company communications.


Let’s start with productivity. For productivity we live and die by slack. Here are some of the various ways we put it to work:

  • Engineering team technical discussions
  • Product development discussions
  • Customer support help from the engineering
  • Product planning discussions
  • Innovation discussions.

Multiple time zones make daily standups impossible. Especially since ours span 9 hours of differences. So we took the standups to slack asynchronously. Meaning, people enter their daily updates when their workday is over on their own schedule. This keeps everyone informed on progress, who is working on what, and if anyone needs help.

Our Customer eXperience team is connected to the engineering team who can help them with difficult customer technical issues in real-time. Our company is above and beyond when it comes to how we want to treat our customers and this channel is vital to the success of that mission.


And then there is development and operations, otherwise known as Devops. Here are some key channels


All of our design, architecture, and forward looking thinking usually enters through this channel. Engineers talking tech.

We deploy our code to production several times each day. And we use slack to do it. “Hubot deploy app: [build | deploy | cleanup]” can be seen regularly by the engineers in slack. Through this channel and “Hubot deploy:status”, everyone knows exactly what is going on.

Our cloud operations are all monitored and then alerted through slack. If our site has an issue, we know first through slack. Our team uses PagerDuty to be alerted to critical operational issues. While the engineer on call will get an alert through the PagerDuty app, the rest of the team will see the issue in this channel. We dedicate this channel to seeing and fixing performance, security, stability, reliability, and more. This channel is also open to the company in case others want to see what is going on at an engineering level

Build status. Like any agile team, we do continuous integration of our code which means after code is committed and pushed, automated tests are run to ensure nothing has broken. The team watches this channel for state of the build

Why So Serious!

It’s not all work and productivity. Maintaining connection with each other is equally important to the success of the whole remote dynamic. Here are some of the channels that add to this dimension

We share our favorite bands, albums, songs, and videos

Someone picks one unique song from their music collection that they think people will enjoy

Photos from the dinner tables of our amazing Pipeliner chefs

We get festive virtually!

The Rest of the Stack

There are other tools, that are specific to our specific work and the type of company we are. Thinks like product development kanban boards, code repositories, and of course email, calendars, and documentation. Every company has these, and they become even more important while remote.

The Remote Culture

We sat down as a company and wrote down what is important to us, no matter if we are in an office together or distributed across the globe. This is what we came up with.
  • Quality of Life
  • Positive team dynamic
  • Alignment
  • Collaboration
  • Productivity
  • Progress
  • Reliability
  • Engagement
  • Achieving our goals
  • Overall satisfaction

If we could achieve these things, we are achieving the company culture we desire. So we tapped the engineering team, who has been doing this since the inception of the company to find out what has been important to them. This is what they said:


Searchable, text-based record of all decisions and discussions (Slack). Secondly, no side conversations. 1:1 conversations can be started but are moved to #engineering or #operations, so that others can benefit and refer to whatever info later.


Posting simple and short daily update messages: what I did, what I’m working on, any blockers. Easy and searchable way for everyone to know what’s going on without synchronous communication (#daily-updates channel in Slack).


Communication habits slipping means that communication doesn’t happen, there’s no running into others in the hallway and remembering what you need to tell them

Being trusted to work reliably and professionally from home without supervision inspires people to never break that trust. The flexibility the company grants in organizing days outside of required meetings makes life easier, and in return employees have no issue with checking in after hours, doing the PagerDuty on-call rotation, etc. People have a sense of ownership over our platform, and it’s as much a personal mission as a professional one to make sure it NEVER GOES DOWN

Wrapping it all up

There is no replacement for in person spontaneous conversation across a desk, or in the work kitchen. The depth and richness of human connection is undeniable. But a similar world can in fact be achieved in a virtual work environment. Pipeline has spent 14 years providing superior customer service and product delivery using the remote model. It works and the proof is in the product and our customers. The benefits it brings to our employees keep people out of their cars, off the buses, and has a huge impact on our environment. It gives them more time with their families each day. Everyone has their personal list of benefits. If you have questions about being successful as a newly remote team or company, give me a shout!
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