What Strong Remote Operations Really Look Like: 12 years of Building a Remote-First Business.
When Sarah Catt joined TCB back in 2014, fresh back from maternity leave, the business looked very different from the global team it is today. What started as a part-time PA to the MD role - “eight to ten hours a week, fitted around the children” - quickly evolved into something more substantial. Within a matter of weeks, Sarah found herself stepping into broader operational responsibility, shaping the foundations of the company’s remote-first model long before remote work entered the mainstream.
“I’d always worked in demanding roles where you’re switched on and take ownership,” she says. “Even though the industry was new to me, the pace felt familiar. The work aligned with my strengths: supporting people, bringing structure, and helping things run smoothly.”
Over the last twelve years, Sarah has progressed from PA to Operations Director, overseeing a multilingual, international team and designing processes that allow TCB’s global workforce to operate seamlessly. Her journey reflects something important about TCB itself: the belief that remote work can be high-performing, people-centred, and commercially powerful when it’s done intentionally.
For organisations considering outsourced or remote operating models, Sarah’s experience offers a clear playbook for what makes these models succeed.
1. Communication isn’t an add-on: it’s the principal Operating System
The challenge with remote and outsourced teams isn’t capability. It’s clarity.
“Communication is absolutely essential in a remote team,” Sarah explains. “Sharing what’s happening in the business, making time to train and support people, active listening - that’s what builds trust.”
It’s a principle many organisations overlook when they attempt remote working. Information becomes fragmented. Processes rely on assumption. Leaders are present in theory but not in practice.
TCB avoids this through a rhythm of structured communication, consistent visibility and a culture where everyone is encouraged to speak openly. Camera-on video calls are used deliberately, because real face-to-face connection still matters.
This reflects TCB’s approach to building remote, people-centred operations rather than relying on tools or assumptions.
For businesses outsourcing key functions, this clarity is often the difference between a partnership that thrives and one that fizzles.
2. People stay when the culture works - not because the work is easy
TCB’s projects are varied, fast-paced and, in most cases, multilingual. It’s not a “soft” environment; it’s an energised, client-facing one. And yet retention remains one of the company’s strengths.
Why?
“The vibe of the business is upbeat and energised,” Sarah says. “The work is exciting, the team is flexible, and there’s a strong sense of connection across different countries and cultures.”
Importantly, the leadership team doesn’t ask anything of people that they wouldn’t do themselves. Sarah’s team know that she understands every task she delegates because she’s done it, and still does it when needed.
That grounding creates respect. Respect creates trust. And trust keeps people committed.
For clients exploring outsourced models, this is a key takeaway:
“Outsourcing works when the internal culture between your partner’s team is strong, not when it’s simply “offloaded” work.”
Outsourcing works when the internal culture between your partner’s team is strong, not when it’s simply “offloaded” work.
3. Flexibility works when it works both ways
One of the most common misconceptions about flexible working is that it means “anything goes”. Sarah sees it very differently.
“Flexibility has to work both ways. People need space to discuss what suits them, and we need to be open about what the business needs. We’re project-driven, so there are moments where we dial hours up and moments we scale down. When both sides understand that, flexibility becomes a win-win.”
TCB adopted this approach years before hybrid or remote working became standard. But today, as businesses grapple with their own versions of flexible working, Sarah’s message is even more relevant:
“Flexibility is not a benefit; it’s a design choice. And when it’s structured well, it strengthens performance rather than diluting it.”
4. Clear processes create confidence for teams and for clients
As TCB expanded internationally, its operational needs changed dramatically. New systems. New structures. New processes. New expectations.
The biggest learning curve for Sarah? Adapting as the business evolved.
“Leading people is always about listening and being fair, but as the organisation grows you have to reshape systems, processes - everything,” she reflects. “The conversations don’t get easier, but you become more confident and prepared. Experience gives you perspective.”
This operational maturity is something clients feel directly. TCB doesn’t simply provide outsourced support; it provides consistency, clear expectations and a framework that makes collaboration smooth across its outsourced business development and customer engagement services.
For companies considering outsourced lead qualification, customer engagement or flexible business development support, this structure becomes a significant part of the value.
5. Strong remote teams are built on human connection, not software
Tools matter. But TCB’s long-term success with remote teams isn’t built on platforms alone. It’s built on approachability, visible leadership and genuine care for people.
Sarah schedules time for anyone who needs it, even on days filled with back-to-back meetings. She leads by example and keeps the human element front and centre.
Reward and recognition matter, too - not just the big announcements, but daily acknowledgement.
“When someone’s effort is seen and valued, it creates job satisfaction, confidence and commitment,” she says. “That’s what keeps a remote team engaged.”
6. Allow time for reflection
There have been many moments where Sarah has paused and realised how far the business has come, from major milestones to critical turning points, all leading to the global scale TCB operates at now.
But if she could give one piece of advice to her younger self?
“Don’t panic. You’re more capable than you think. Trust yourself. And step away from the desk more often. Space to think is where clarity and ideas come from.”
It’s a fitting reflection for a company built on thoughtful, human-centred operations. A business that has demonstrated for more than a decade that remote work, when done well, isn’t a compromise. It’s a strategic advantage.
Final thoughts for organisations exploring remote or outsourced models
Sarah’s story shows that successful remote operations aren’t improvised. They are purposefully built on:
clear communication
structured flexibility
strong leadership
ownership and accountability
a real culture of connection
and processes that scale
For clients, this means outsourcing isn’t simply about gaining resource. It’s about gaining operational stability, cultural alignment and a partner that becomes an extension of your own team.
TCB didn’t adopt remote working because of trends. It grew into it, and built a model around people, performance and clarity that continues to deliver. If you want to know more about how outsourcing could help your business grow, talk to TCB today.