The Remote Work Revolution: Liz Bourque of BIOptimizers On Building Strong Cultures in a Digital World
An Interview With Chad Silverstein
From a business perspective, a thriving remote culture also results in higher retention, increased innovation, and a competitive advantage. When people feel supported and empowered, they’re more inclined to stay, reducing turnover and the costs associated with hiring and training. A strong culture also promotes cross-functional collaboration and knowledge-sharing, which drives creativity and continuous improvement. When employees are engaged and fulfilled, that energy is reflected in every customer interaction, helping to build long-term trust and loyalty.
The remote work revolution has transformed how we think about work, but it has also raised important questions about maintaining culture and connection in a virtual world. To explore this important topic, we are interviewing Liz Bourque.
Liz Bourque is the Head of People & Culture at BIOptimizers, a fast-growing digestive health supplements company with a mission to empower people to achieve optimal well-being. With over 16 years of experience in leadership, operations, recruitment, and team-building, she brings a unique skill set to foster a positive and productive work environment. She is passionate about unlocking potential and fostering success for individuals and teams across diverse areas, including career, leadership, personal development, and team dynamics.
Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
I started my career in the operational side of talent acquisition before transitioning into a more generalist HR role just before my son was born. I also worked part-time in the Canadian military within the Learning and Developement space. Most of my HR experiences were quite negative, and it was never my plan to pursue a career in those roles.
Being part of a military family meant there was always the possibility of having to move and restart my career. After three years as a stay-at-home mom, I applied for my first remote job through Upwork.com in 2016, leveraging my operational experience. From my first contract on Upwork, I connected with one of the business owners who is now my current CEO, Matt Gallant. I worked on several of his businesses, which took me through operations and marketing and included serving as an EA. All these positions were virtual, providing a strong foundation for my current role.
In 2020, Matt began to require more People & Culture functions across a couple of his businesses. After some discussions, I decided to return to Human Resources and rebrand it as People & Culture. I have been the Head of P&C at BIOptimizers for almost five years.
Can you share the most interesting story that happened to you since you began working with remote or hybrid teams?
One of the most powerful moments in my journey with remote teams was the transformation of BIOptimizers’ annual Vibezz call into a cornerstone of company culture. What began as a simple end-of-year gathering five years ago has evolved into something much deeper — a space where team members, from executives to new hires, can truly connect.
We based this on a vulnerability-driven approach: “Relationships grow at the speed of vulnerability.” Instead of simply reflecting on the weather or engaging in surface-level exchanges, we structured the call around meaningful questions — ones that encouraged people to share personal insights, values, and even challenges they had overcome. Something quite ambitious for a Zoom call.
The result? Team members who had never met in person bonded in ways they never anticipated. They shared childhood memories that shaped them, personal growth stories, and even lessons learned from failures. The barriers that sometimes exist in remote work environments came down, and engagement soared. Attendance grew to 80–90% for this annual call, with team members describing it as one of the most meaningful moments of the year.
This wasn’t merely a fun exercise — it fundamentally changed the way BIOptimizers operated as a remote company. It reinforced trust, deepened relationships, and fostered a culture where employees didn’t just work together — they felt connected despite being miles apart.
You are a successful leader in the remote work space. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
1. Independence
One of the most significant differences between remote work and a traditional office job is that there is no one watching over my shoulder. There is no manager walking past my desk, no coworkers to check in with between meetings, and no structured office environment to help keep me on track. This means I need to be disciplined, manage my own time, and stay productive without external pressure.
For example, working from home means I don’t have someone reminding me to start my day at a specific time or ensuring I stay focused. I’m entirely responsible for structuring my day, prioritizing my tasks, and holding myself accountable. I’ve developed effective time-management habits — such as starting my mornings with a clear plan, setting daily priorities, and creating boundaries to remain focused — so that I can accomplish deep, meaningful work without distractions.
One of the most significant shifts I had to make was learning how to separate my work from my home life. When your office is also your living space, it’s easy to allow work to encroach on personal time. However, I’ve learned to establish clear start and stop times, take scheduled breaks, and ensure I unplug at the end of the day. By holding myself accountable and managing my time effectively, I’ve been able to maintain high performance and consistency — without anyone needing to check in on me.
2. Emotional Intelligence (EQ)
In a remote work environment, misunderstandings can easily occur due to a lack of in-person cues. Therefore, I’ve made it a priority to approach every interaction with empathy, clear communication, and a focus on solutions rather than placing blame.
Example: One situation that tested my emotional intelligence was when a high-performing employee began to disengage, missing meetings and withdrawing from team interactions. Rather than jumping to conclusions, I took the time to check in with them privately in a low-pressure manner. Instead of immediately addressing it as a performance issue, I approached the conversation with curiosity and empathy — asking how they were doing, whether anything felt overwhelming, and how I could support them.
Through that conversation, I learned that they were struggling with personal burnout but hadn’t felt comfortable bringing it up. Together, we developed a plan that provided them with more flexibility while maintaining productivity, and they gradually re-engaged with the team. What could have turned into an unnecessary disciplinary issue instead became an opportunity to build trust and strengthen engagement.
3. Adaptability
The nature of remote work means that things change quickly — whether it’s new hires, shifting priorities, or unexpected challenges. I’ve learned to pivot, problem-solve, and adjust strategies in real time to keep everything running smoothly.
For example, one of the biggest tests of my adaptability came when BIOptimizers scaled rapidly, adding multiple new hires across different time zones. What had once been a tight-knit team suddenly required a structured onboarding process that catered to a global workforce.
Instead of sticking with our existing approach, I swiftly adjusted by developing a new onboarding experience that balanced structure with flexibility. I implemented:
- A detailed onboarding guide that new hires could navigate at their own pace
- Automated workflows to streamline paperwork and administrative tasks
- Virtual culture sessions to help employees feel connected from day one
By embracing change and adjusting in real-time, I ensured that new team members felt supported and integrated into the company culture — no matter where they were in the world.
Let’s now dive into the focus of our interview. When the shift to remote work became widespread, what was the biggest challenge you faced in maintaining a strong workplace culture? How did you address it?
I’m assuming you’re referring to the shift to remote work due to COVID. The interesting thing for us was that we were already thriving in remote work (I personally for four years prior), so in many ways, we felt the world had caught up to us rather than it being a challenge for my team to manage. However, one of the biggest challenges we faced was that the candidate pool shifted. We were highly competitive as a remote organization, and suddenly we found ourselves among many job ads advertising remote work. I would say our challenges at the time were less about culture and more about trying to compete for top talent.
What are some of the unique challenges that remote or hybrid teams face when it comes to creating a sense of connection and belonging?
I believe some of the unique challenges we face stem from having employees and contractors from 22 different countries, each bringing their own culture and beliefs. The most effective way I’ve discovered to unify what could potentially be large differences is to ensure everyone is aligned with the company mission and core values. We hire based on these principles, hold people accountable during their time with us according to these standards, and have terminated individuals who did not meet this fundamental agreement we share. This approach goes beyond merely seeking a “culture fit,” which I feel could inhibit a business from embracing new ideas within the culture. The core values can be expressed in various ways, but we meet monthly to ensure everyone is on the same page and aligned with what these values mean to each individual.
What tools or technologies have you found most effective in fostering communication, collaboration, and team alignment in a remote setting?
Beyond the standard video conferencing and messaging tools we use, such as Google Meet, Zoom, and Slack, it’s essential to have a tool for tracking asynchronous work. The days of equating hours spent in a chair with value are long gone. I aim to ensure that the agreed-upon work is completed when tracking performance. Currently, we’re using JIRA as our project management system to monitor our OKRs and launches. Additionally, we use Charthop for our performance management system. The combination of these two systems and meetings as needed provides all the necessary touchpoints for working asynchronously when required.
What role does leadership play in building and sustaining a strong company culture in a remote or hybrid work environment?
The role of leaders is crucial to the culture in a remote setting. Employees look to their leaders for signals about what the company truly prioritizes. Culture is not merely a list of core values displayed on a website; it is reflected in how leaders engage, communicate, and make decisions daily. When leadership stands for transparency, accountability, and trust, these principles will be mirrored throughout the organization. Conversely, inconsistent or disengaged leadership breeds uncertainty, quickly undermining culture.
For me, this translates into being visible, approachable, and proactive in upholding our company values. Whether I lead by example in decision-making, foster open dialogue, or ensure recognition is integral to our operations, I prioritize modeling the behaviors I want to see in the team.
In a traditional office, company culture often develops naturally through face-to-face interactions. In a remote or hybrid setup, however, leaders must actively create opportunities for connection. This goes beyond just work; it’s about nurturing a sense of belonging. Often in remote settings, employees organize virtual events to stay connected. I believe it is essential as a leader to attend some of these to help foster a connection outside of day-to-day work and demonstrate the culture more personally.
What advice would you give to leaders who are struggling to maintain employee engagement and motivation in a fully remote workforce?
If you’re struggling to maintain employee engagement, the key is to focus on connection, trust, and purpose. Employees don’t disengage simply because they’re working remotely — they disengage when they feel disconnected from their team, unclear on expectations, or uninspired by their work. I’ve learned that consistent, meaningful communication is critical — not just about tasks, but also about the bigger picture, their growth, and their well-being.
Engagement comes from trusting employees to manage their time, recognizing their contributions, and creating opportunities for them to grow and feel challenged. Often, this is built through simple 1-on-1s I have with my team. Intentional touchpoints check in on the work, see how they’re doing, and help them reconnect with all the “whys” to feel motivated again. I believe 1-on-1s are even more critical than a team call in a remote environment, as nobody can hide during that call, even if their camera is off, allowing for a genuine manager relationship that helps address engagement and motivation issues.
Ok, let’s explore actionable insights. Based on your experience, can you share “5 Strategies to Build a Strong Workplace Culture in a Remote Work Environment”? If you can, please include examples or stories for each.
1. Clearly Define and Reinforce Your Mission and Core Values
In a remote environment, employees lack an office space or daily in-person interactions to remind them of the company’s values. Culture is cultivated through shared purpose, not proximity. Therefore, a robust remote culture begins with clearly defining and consistently reinforcing the company’s mission and core values. Employees who feel connected to a greater purpose tend to be more engaged, aligned, and invested in the company’s success.
Example: At BIOptimizers, we recognized that while leadership had a clear vision, it wasn’t always evident in employees’ everyday work. We integrated our mission and values into team meetings, onboarding, and recognition programs to address this gap. We ensured that every employee understood how their contributions aligned with the larger vision, and we promoted our core values by celebrating employees who exemplified them. This initiative helped foster a stronger sense of belonging and alignment within a fully distributed workforce.
2. Shift from Hours-Based to Outcome-Based Performance Management
In a remote environment, tracking hours worked is outdated and ineffective. Employees should be evaluated based on their results, not their screen time. A strong culture thrives when employees feel trusted to take ownership of their work and manage their time effectively.
Example: I worked with managers who struggled to trust employees they couldn’t “see” working. We transitioned to outcome-based performance metrics to shift their mindset, defining clear goals, deliverables, and success indicators. Once the expectations were clear, employees enjoyed greater flexibility in how they structured their days, leading to higher engagement, improved productivity, and stronger performance.
3. Establish Clear and Open Communication
One of the biggest threats to remote culture is miscommunication or a lack of transparency. Without in-person interactions, employees may feel excluded from important updates or unclear about expectations. That’s why I emphasize over-communicating key information and establishing structured, predictable communication channels.
Example: Early on, we noticed that different teams at BiOptimizers had varying levels of access to company updates, which led to silos. To address this, we implemented structured, company-wide asynchronous updates — where key decisions, achievements, and challenges are shared openly in a dedicated channel. This ensures that everyone remains informed, aligned, and included, regardless of their time zone.
At the same time, we worked on improving manager-employee communication by training leaders to provide clear expectations, regular check-ins, and transparent feedback loops without overwhelming employees with unnecessary meetings. Creating consistent, structured communication habits helped strengthen trust and alignment across teams.
4. Foster Psychological Safety Through Open Feedback Loops
Employees should feel comfortable sharing their concerns, providing feedback, and voicing opinions without fearing negative repercussions. A culture of psychological safety nurtures trust, innovation, and stronger collaboration within teams.
Example: To ensure employees had a voice, we implemented anonymous pulse surveys and structured feedback sessions with leadership. Rather than waiting for annual reviews, we established frequent, open channels allowing employees to convey their experiences, challenges, and suggestions for improvement. When employees noticed that leadership listened and acted on their feedback, trust grew deeper, and engagement increased.
5. Invest in Leadership Development for Remote Management
Many leaders who excel in traditional office environments struggle to adapt to remote management as it requires an entirely different skill set. In a remote setting, leadership involves less oversight of daily work and more emphasis on fostering trust, setting clear expectations, and creating alignment without micromanaging. Without proper training, some managers overcompensate with unnecessary meetings and check-ins or are too hands-off, leaving employees feeling disconnected.
Example: As BIOptimizers scaled, I noticed that some managers were unsure how to build relationships and maintain accountability without in-person interactions. They wanted to support their teams but didn’t always know the best ways to track progress, provide feedback, or ensure alignment asynchronously. To address this, we introduced 1-on-1 remote leadership coaching focused on setting clear goals, coaching from a distance, and balancing flexibility with accountability. We also provided resources on how to communicate effectively across time zones, give meaningful feedback without face-to-face conversations, and foster a sense of team cohesion in a fully remote environment.
How do you address potential feelings of isolation or disconnection that employees may experience in a remote work environment?
First and foremost, you need to hire individuals who are better suited for remote work. Some people genuinely thrive in an office environment and crave that in-person connection. You will never be able to address their feelings of isolation if you can’t satisfy what they need. However, there needs to be some social time integrated into the usual weekly meeting rhythm. We provide calls solely intending to connect with others across the company. We also offer opportunities for 1-on-1 connections with people outside of their teams, allowing for a “coffee chat.” Essentially, we try to incorporate elements that mimic the usual camaraderie in an office setting.
Can you share an example of a remote work initiative, policy, or program that you implemented which had a significant positive impact on your team?
One initiative I implemented was expanding our employee recognition program to ensure every team member felt acknowledged and appreciated, regardless of their schedule or time zone. Initially, we had an informal practice of giving praise during our company-wide calls, where employees would recognize their colleagues for excellent work.
This worked well when we were smaller, but as we grew, it became evident that not everyone could attend these calls, leading to inconsistent recognition. Some employees missed out on well-deserved appreciation simply because they weren’t in the right meeting at the right time.
To address this, I expanded the program beyond live calls and made recognition a more visible and continuous aspect of our culture. I introduced a dedicated Slack channel where employees could give real-time shoutouts to their peers, ensuring that praise wasn’t limited to a single meeting.
Leadership also took on a larger role, reinforcing the importance of recognition by actively participating and highlighting successes across teams. Additionally, I worked on incorporating structured recognition into asynchronous updates and written communications, ensuring that achievements didn’t go unnoticed even if someone wasn’t present in a live meeting.
This shift made recognition more inclusive, consistent, and impactful. Employees felt more valued as appreciation became a daily part of our culture rather than just a weekly or monthly occasion. It also helped reinforce our core values and team cohesion, creating a sense of shared success regardless of where someone worked. By evolving our approach to recognizing employees, we ensured everyone’s contributions were acknowledged and celebrated, even in a growing remote company.
How do you strike the balance between flexibility (one of the main benefits of remote work) and ensuring accountability and productivity?
Striking a balance between flexibility and accountability in a remote work environment depends on clear expectations, trust, and outcome-driven performance. I believe that flexibility isn’t about abandoning structure; it’s about granting individuals the autonomy to work in ways that make them most effective while still delivering results.
To achieve this, I focus on setting clear goals, defining success from the outset, and ensuring everyone understands their responsibilities and deadlines. Rather than measuring productivity by hours worked or online status, I prioritize outcomes, impact, and progress toward key objectives.
Simultaneously, I cultivate a culture of open communication and transparency, where employees feel comfortable sharing obstacles or adjusting priorities as needed. Regular check-ins help maintain alignment without micromanagement, and a strong feedback loop keeps accountability intact while allowing individuals the freedom to structure their work in a manner that suits them best. When flexibility is coupled with clear expectations and trust, productivity flourishes.
What trends or innovations in remote work are you most excited about, and how do you see them shaping the future of workplace culture?
One of the most exciting trends in remote work is the shift towards outcome-based performance management and the rise of asynchronous collaboration. Traditional work models focus on hours worked, but more companies realize that true productivity is about impact, not time spent at a desk.
This shift is creating healthier, more sustainable remote work environments where employees have the autonomy to manage their time and deliver results without unnecessary oversight. At the same time, the continued evolution of asynchronous work tools and AI-driven automation is making collaboration easier for distributed teams without the need for constant meetings. When used effectively, these advancements reduce burnout, improve efficiency, and allow people to work in a way that aligns with their natural productivity rhythms.
I’m also noticing a bigger push for intentional culture-building. Companies recognize that culture doesn’t happen by default in a remote setting — it must be actively fostered. Organizations prioritizing connection, recognition, and well-being will thrive in the long run.
Another trend I’ve observed firsthand is the significant increase in women, specifically mothers, applying for our remote positions. Remote work offers better flexibility for parents in general, and I know that’s one of the main reasons I started looking for remote work myself. Balancing career growth with family responsibilities without being tied to a physical office is a game-changer for many parents, and I see more companies recognizing the value of offering that flexibility. Remote work is no longer just a perk; it’s an opportunity to redefine how work fits into people’s lives.
In your opinion, how does building a strong culture in a remote work environment impact not just employees, but also customers, clients, and the company’s overall performance?
When employees feel connected, valued, and aligned with the company’s mission, they are more engaged, motivated, and invested in their work. This leads to better collaboration, higher-quality output, and stronger relationships with clients and customers. A team that functions in a high-trust, high-autonomy environment is more likely to take ownership of its roles, solve problems proactively, and deliver exceptional service because it isn’t just doing a job; it believes in what it is building.
From a business perspective, a thriving remote culture also results in higher retention, increased innovation, and a competitive advantage. When people feel supported and empowered, they’re more inclined to stay, reducing turnover and the costs associated with hiring and training. A strong culture also promotes cross-functional collaboration and knowledge-sharing, which drives creativity and continuous improvement. When employees are engaged and fulfilled, that energy is reflected in every customer interaction, helping to build long-term trust and loyalty.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people through better remote work cultures, what would that be? You never know what your idea can trigger. 🙂
If I were to start something that brings the most good to the most people in remote work, it would be a leadership coaching initiative focused on helping managers thrive in remote environments. Too many companies have embraced remote work without providing their leaders with the right tools to manage effectively in a distributed setting. As a result, managers often revert to outdated, office-based leadership styles — micromanaging, overloading teams with meetings, or struggling to maintain engagement and accountability. This leads to burnout, unnecessary rigidity, and a lack of trust — when remote work should actually prioritize flexibility, empowerment, and results.
This movement would focus on training leaders to shift their mindset from “seeing work” to “measuring impact.” It would teach them how to set clear expectations without micromanaging, foster accountability without surveillance, and build trust and connection without relying on physical presence. Leaders would learn practical strategies for asynchronous communication, outcome-based performance management, and leading with empathy in a remote-first world. The goal isn’t just to help companies operate remotely — it’s to help them maximize remote work’s benefits by creating cultures of flexibility, autonomy, and high performance.
How can our readers further follow you online?
I occasionally post on LinkedIn and would love to connect there: www.linkedin.com/in/elizabethbourque
This was great. Thank you so much for the time you spent sharing with us.
About the Interviewer: Chad Silverstein is a seasoned entrepreneur and Thought Leader with over 25 years of business experience. He has founded, operated, and exited multiple companies and now builds into a handful of high impact CEOs. Chad has launched multiple online communities, including a recent leadership development platform, and also serves as a strategic advisor for Authority Magazine’s thought-leader incubator program.
To learn more and connect with Chad visit: chadsilverstein.io
The Remote Work Revolution: Liz Bourque of BIOptimizers On Building Strong Cultures in a Digital… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.