Uniting Remote Teams: Nancy Fonseca's Journey with Transcend's Transformative Offsites

Nancy Fonseca holds the position of People Ops and Talent Leader at Transcend. She provided valuable insights into Transcend's adaptive work culture, emphasizing the shift to remote work prompted by COVID-19. Nancy underscored the strategic approach to annual company-wide offsites, with a focus on enhancing team cohesion. She noted the substantial positive impact of these gatherings on team communication and morale, especially in a remote setting. Concluding the discussion, Nancy offered constructive feedback on event planning. She advocated for the adoption of a user-friendly platform and comprehensive planning tools to facilitate the smoother organization of future events, concentrating on logistical efficiency and budget considerations.

Could you share more details about Transcend and the responsibilities associated with your role there?

At Transcend, I serve as the Senior Manager, People Ops & Talent. My primary responsibility is managing all aspects of HR and Recruiting for the company. I act as a culture carrier, ensuring that our team members remain engaged and connected. Given that we are a remote-first company, fostering a cohesive team environment is a fundamental part of my role.

Was Transcend initially a remote-first company, or was there a transition?

It's interesting because we were originally an in-person operation. However, just nine days after I joined, the COVID-19 pandemic began, and we swiftly shifted to remote work within my first week.

Are there any plans to revert to in-office work, or will it remain this way?

Potentially, the future could bring changes. We're closely monitoring the company's growth, the team's expansion, and our varying needs to determine if a hybrid approach would be more suitable. Given that our team members are spread across the United States, it's challenging to establish an office in each location or to ask everyone to relocate to a single office site. So, the decision is still pending. But for now, we're continuing as is.

How big is your team?

We are in the 50-70 team members range.

Why did you start planning an offsite? Who initiated this idea, and what was the primary objective of gathering everyone together?

The main reason for organizing the offsite was that we hadn't met in person for over a year. Our last meeting was in 2021 when we were a team of about 30 members. Since then, our team has grown significantly. We felt it was the right time and size for us to convene as more established teams with distinct departments. It was crucial for us to meet in person, to spend time getting to know each other beyond just interacting through a computer. Working with someone every day is one thing, but it's entirely different to physically spend time together, engaging in collaboration and team-building activities. The primary goal was to bring everyone together at an opportune time and place. Following the offsite, we observed numerous benefits. The team returned refreshed, and we noticed an increase in collaboration. The offsite had a positive impact, giving everyone a fresh mindset towards the end of the year and aiding in the planning for the next year and wrapping up the final quarter. It served as a beneficial boost for the entire team.

How often do you plan offsites in your company?

Currently, as we move into the new year and finalize our planning, we aim to have a company-wide offsite once a year. Additionally, because we are a fully remote company, we have started implementing department-based quarterly offsites. This means departments like engineering, marketing, customer experience, etc., gather once a quarter. Then, around every October, we all come together for a larger, company-wide event.

Why did you choose Santa Rosa and The Flamingo Resort & Spa for this event? What were the main factors in your decision?

The primary reason for selecting Santa Rosa was the concentration of our team members, the majority of individuals residing in California. This minimized the necessity for air travel, a crucial factor in budget management, given that nearly everyone was already in the vicinity. Regarding the hotel, among all the options considered, the Flamingo emerged as the most favorable choice in terms of rates, location, and overall ambiance. Additionally, the hotel's track record in hosting similar events played a decisive role. Their possession of essential facilities, such as conference rooms and audio equipment, proved invaluable for meeting our requirements.

What was the primary objective? Was it to facilitate team members meeting each other, establish goals for the upcoming year, or emphasize team-building activities?

I'd describe it as a blend of these elements, with less emphasis on goal-setting or comparable activities. Above all, the offsite aimed to unite everyone, especially considering our current size and stage as a company, with many team members meeting for the first time. It felt like the opportune moment for such an event. Thus, one of the main objectives was to cultivate a sense of unity and collaboration. Naturally, team building played a pivotal role, aligning with the overarching goal of fostering team cohesion.

How successful do you think the offsite was in reaching its intended goal

Following the offsite, there was a remarkable sense of rejuvenation among everyone. Even our Slack communications showed a significant transformation. Previously, interactions were somewhat scattered, with questions dispersed across channels and responses lacking thread continuity. However, post-retreat, there was a discernible enhancement in organization and collaboration on Slack. It seemed as if the event had a positive impact on our overall work dynamics. Additionally, an immediate outcome was the camaraderie and enjoyment experienced during the retreat. Team members bonded well, and there was a tangible feeling of satisfaction among them. The offsite also reinforced our DEI (Diversity, Equity, and Inclusion) goals by providing an avenue for team members to understand each other's cultures, values, and personalities beyond work-related interactions.

In what ways did Retreat contribute to the planning of your event and ensure its success?

Retreat was immensely helpful, from providing a list of hotels and potential destinations to a budget calculator. Working with Lorena was particularly beneficial. I recall planning our first offsite in 2021 for about 30 people in San Francisco, which was quite challenging. However, planning this recent one for a much larger number of people was much smoother thanks to Retreat's assistance. They consolidated information, helped us understand our goals, budget priorities, and narrowed down our options to the top three or four places. The platform they provided for planning the agenda and inviting everyone was a significant aid. Having Jack and John, Retreat’s co-founders attend the event added a nice touch.

How can we improve the service for next time?

Personally, I didn't utilize the platform as much as I might have. I found myself relying more on spreadsheets. Perhaps this is just my preference, but an improvement could be to provide a more intuitive guide on using the platform. Maybe a more formal intake process for the retreat's/offsite planning needs could also be beneficial. For instance, at the Flamingo, I wasn't initially aware of separate charges for audio and cable management. A comprehensive intake form might help planners anticipate these needs and avoid last-minute negotiations. It could include considerations for conference rooms, seating arrangements, audio-visual equipment, catering, and more, thus smoothing the planning process.