jobs in the wild.

We're at 120. Fully remote. Still scaling. I used to half-believe this myth too. Until Binge Labs happened. When we started, people warned us constantly. "Remote breaks at 20 people." "You can't build culture." "Performance will drop." We just kept going. 120 people now. Spread across almost every state in India. No office. Some of the best work we've ever done. Here's what I've realized: every large company is already doing remote work. They just don't call it that. The person in row one and row three aren't walking to each other's desks. They're on Slack. On Zoom. On shared docs. The moment a company grows beyond one room, remote begins. They just don't want to admit it. Alex Bouaziz from Deel said it and I completely agree: you can build a billion dollar company fully remote. Deel went from zero to $1B ARR without a single office. So what actually makes remote work? I don't have a long list of frameworks. Just one thing: the quality of people you hire. High ownership. High integrity. Loves the work. Doesn't matter where you put them. They'll get it done. And the opposite is equally true. Low ownership. Doesn't love the work. The office won't fix that. It just gives them a place to look busy. The remote advantages are also real and very underrated. → Talent from anywhere. Not one city. Not people willing to relocate. → Someone in a tier 2 city earning a tier 1 salary while living at home is actually building wealth. The moment they move to a metro, that salary gets eaten by rent and commute. → Average commute is 2 hours a day. At 100 people, that's 50,000 hours saved annually. → Written communication builds accountability. Everything documented. No "I didn't say that." → No office rent. No overhead. Capital stays in the business. → Rain or scorching heat, they can keep working without worrying about the weather. I can go on and on about all the pros. To make it work, we hire for agency before skills. Culture rounds. Long conversations. We'd rather take longer to hire than get this wrong. Clear OKRs. Reviews at month one and month three. To catch misalignment early, not to micromanage. And remote doesn't mean never meeting. We do bootcamps and workshops every few months. Annual offsite. Cricket matches and shoots throughout the year. But when you meet with intention, people actually connect. It's warmer than being forced into the same building every day and still not knowing each other. Remote isn't for everyone. Some people need office structure, and that's valid. But remote can't scale? Can't build culture? That's just a conclusion drawn from companies that tried it without intention and failed. Done right, remote is one of the biggest competitive advantages a company can have. We're 120 people today. Maybe 1000 someday. Maybe 5000. All remote. All from here :) P.S: We are actively hiring for 30 positions across multiple roles. Link in comment.