At UP THERE, EVERYWHERE, we don’t have traditional offices. We have what we call Creative Spaces — shared co-working facilities where we take studios or desks. We brand the space and use it primarily for client meetings, internal workshops or when we simply want to spend time together.
It means we don’t have to go to an office.
We go when we want or when it makes sense.
We now have Creative Spaces in Stockholm, London, Palo Alto, Cambridge, Hamburg, Palma, Amsterdam, Boston, with further expansion planned.
More than 80% of our work is done by closely linked, globally distributed teams that work across time zones using secure, cloud-based tools and processes.
We’ve spent over a decade refining this approach. It didn’t happen by accident. It required structure, discipline and clarity.
Remote without systems doesn't work.
Remote with systems works extremely well.
There is a host of great cloud-based tools available today. The key is not using all of them — it’s choosing wisely.
For us, tools fall into three broad categories:
Over the years, we’ve used platforms such as Zoom, Slack, Asana, Basecamp, Dropbox and DocuSign.
The important thing is not which tools you choose, but how clearly you define how they are used.
In 2026, with AI integrated into many of these platforms, it’s easy to overcomplicate your stack. The discipline lies in simplification. Fewer tools. Clear rules. Defined expectations.
Technology should remove friction — not create it.
There is still too much lingering suspicion around remote work.
We have more productive ways of working today than we did even ten years ago. If you’re leading a team, stop measuring time spent at a desk. Measure delivery.
Too many organisations are still operating on nineteenth-century assumptions: people clocking in, managers watching over shoulders, visibility equalling productivity.
It doesn’t.
In my experience, our productivity at UP is significantly higher than in traditional agencies I’ve worked in previously. The reason is simple: we measure outcomes, not attendance.
Trust people. But make expectations clear.
We hold a weekly Leadership call with twelve people across multiple locations and time zones. It is strictly one hour.
The key?
Without that structure, remote meetings drift. With it, they become highly efficient.
Time is the most valuable resource in distributed teams. Protect it.
If you work from home, create a space that is your workspace. Let others know that when you are in that space, you are in work mode.
I’ve even put UP logotype posters behind me so when I’m on video calls, it’s clear I’m working — and it reminds me mentally that I’m at work.
Small signals matter.
And yes — don’t sit in your pyjamas all day. Mentally and socially, it’s not a great idea. Even changing clothes can help create a distinction between work mode and off-duty mode. Remote work gives you freedom. But it also requires discipline.
The temptation when working remotely is to sit for eight or ten hours straight. Don’t.
I naturally work in focused bursts of around 45 minutes. Then I step away. Coffee. Walk the dog. Reset. I also turn off social media during deep work and check email at defined times rather than reacting constantly. Messaging tools like Slack have reduced my email volume significantly.
You don’t have to respond instantly to everything. Being busy is not the same as being productive.
Remote does not mean isolated.
It is important for distributed teams to meet physically from time to time. We work better with people we know.
We regularly bring our team together for global MeetUps. The primary objective is simple: connection.
We discuss business, of course. But the real value is relational. Trust accelerates work.
Remote-first does not mean remote-only.
One of the biggest advantages of remote working is designing your day around your life.
I’m an early riser. I’m usually up before 6 am. Tea. Notebook. Planning. Dog walk. News. Then into focused work. I tend to work in blocks throughout the day, finishing around 8 pm, with a final US email check later in the evening.
I also cook for my family most evenings — something I enjoy and which helps me switch off mentally before returning for a final short session.
You don’t have to work nine-to-five in one continuous block. But you do need boundaries. Know when your day starts. Know when it ends. Otherwise, remote work can quietly become round-the-clock work.
Another benefit of remote working is the ability to create your ideal work environment. I like music. Classical piano or jazz when I’m in deep work mode. Rock or pop when I’m in creative mode. Recently I’ve been listening again to Clair de Lune by Claude Debussy — lovely.
In a traditional office, that kind of personalisation isn’t always possible. In a remote environment, it is. And it makes a difference.
When organisations were forced to work remotely during global disruption, many struggled. For most, it was temporary. For us, it has always been the model.
Remote working reduces overhead. Expands access to talent. Improves flexibility. In our experience, it increases productivity when done properly.
But it requires:
It’s not about avoiding offices. It’s about designing work more intelligently. We created UP to rethink how agencies could operate globally without being tied to a single location. Fifteen years later, that belief still holds.