The Remote Work Revolution: Bri Carlesimo of Pierce Public Relations On Building Strong Cultures in a Digital World

An Interview With Chad Silverstein

Balancing flexibility with accountability comes down to clear expectations and smart tracking. We trust our team to manage their schedules in a way that works for them, but we also use tools like Asana for task management and Harvest for time tracking. These give me a birds-eye view as a manager, to make sure projects stay on track and time is being dedicated to client work without needing to micromanage. This structure allows for autonomy while maintaining transparency and productivity.

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 Bri Carlesimo, VP of client experience at Pierce Public Relations.

Bri Carlesimo is an experienced public relations strategist and team leader with a decade of expertise in managing remote teams. As Vice President of Client Experience at Pierce PR, she drives communication strategies and operational efficiencies that keep teams engaged and high-performing. She specializes in building systems that empower teams, enhance collaboration and deliver meaningful results.

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?

Growing up, I was absolutely certain I’d become an elementary school teacher. I took education courses in high school, worked as a teacher’s aide and spent two years in a teaching program in college before realizing I needed a different challenge. That’s when I pivoted to communication, minoring in broadcasting just for fun after falling in love with my first journalism class.

Early on, I knew I wanted to work at a PR agency, and in my ideal world, I imagined doing it remotely working from coffee shops around the city and having the flexibility to shape my days. After working in corporate internal communications and completing a couple of small PR internships, I moved to Nashville on impulse and landed a role at Pierce Public Relations. That was five and a half years ago. When the pandemic hit, we transitioned to a fully remote model, and suddenly, that dream of agency work with built-in flexibility became a reality.

But what’s been even more rewarding is helping to build and grow our team with culture at the center, proving that strong collaboration, deep relationships and a thriving workplace don’t require a physical office. Remote work, when done right, isn’t just about location independence; it’s about creating an environment where people feel connected, supported and empowered to do great work from anywhere.

Can you share the most interesting story that happened to you since you began working with remote or hybrid teams?

One of the most unexpected moments I’ve experienced in remote work happened early on in a client meeting. We were going through our agenda as usual when one of our client contacts mentioned she had gotten a vaccination earlier in the day and wasn’t feeling great. She said she might be a little quieter than usual — but then she passed out. Twice.

Thankfully, her daughter was home to help, but on our side of the screen, it was a terrifying experience. It was a stark reminder of the challenges that come with remote work: when something happens, you’re physically disconnected and unable to step in immediately. It made me think more about the unseen struggles people may face when working from home, whether it’s health-related, personal stress or simply feeling isolated. However, it also reinforced the importance of checking in, offering support and remembering that there’s always more going on behind the screen than we realize.

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. Adaptability: Remote work is constantly evolving, and being flexible is key. When we went fully remote, we had to rethink communication. Instead of sticking to constant check-ins, I helped implement structured yet flexible communication strategies, like using Slack emojis for availability and quarterly Culture Index assessments to proactively address burnout.
2. Trust: Micromanaging doesn’t work remotely, but clear expectations do. Instead of worrying about where tasks are at, we use Asana to track deadlines, giving team members autonomy while ensuring accountability. Trusting people to manage their workload has led to better outcomes and a stronger culture.
3. Intentionality: Without an office, connection doesn’t happen by chance. I prioritize personal check-ins and make space for casual conversations in Slack, helping replace the “water cooler” moments we’d otherwise miss.

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?

When we shifted to fully remote, the biggest challenge was making sure tasks were completed efficiently without micromanaging. Our culture is built on trust, and we expect everyone to work toward the greater good of our company, clients and team. We have run into issues with new hires who weren’t keeping pace with expectations, so we learned we needed to set clear role expectations, reinforce transparent communication on Slack (especially around deadlines and workload stress) and lean on Asana to track everything in real-time. These changes helped us maintain accountability while preserving our collaborative, high-trust culture (with lots of Slack jokes!).

What are some of the unique challenges that remote or hybrid teams face when it comes to creating a sense of connection and belonging?

One of the biggest challenges remote teams face is isolation, especially for employees who live alone and thrive on in-person connection. Without intentional engagement, both virtually and through optional in-person meet-ups, some may struggle to feel like part of the team. We experienced this firsthand with an entry-level hire who ultimately left because they preferred an office environment.

For hybrid teams, the challenge is clarity. Without clear expectations on how often employees need to be in the office, it can create uncertainty and inconsistency. Setting firm yet flexible policies ensures team members know what’s expected while still allowing them to balance their work preferences.

What tools or technologies have you found most effective in fostering communication, collaboration, and team alignment in a remote setting?

We rely on a mix of tools to keep communication clear and collaboration seamless: Asana helps us track tasks and workloads, Slack is our go-to for daily communication and “water cooler” conversations, Zoom allows us to maintain face-to-face connection and Entrepreneurial Operating System (EOS) meeting agendas give us structure with a touch of personal and professional wins.

What role does leadership play in building and sustaining a strong company culture in a remote or hybrid work environment?

In a remote environment, leadership plays a critical role in building rapport and keeping a pulse on team dynamics. Without in-person interactions, it’s easier for challenges to go unnoticed, so leaders need to be proactive in checking in and monitoring for any shifts in engagement, workload stress or morale. At Pierce PR, we prioritize structured check-ins and weekly open dialogue, ensuring that team members feel heard and supported.

What advice would you give to leaders who are struggling to maintain employee engagement and motivation in a fully remote workforce?

My biggest advice is to ask your team. Engagement and motivation drop when leaders make assumptions instead of having open conversations. If you’re unsure what’s working or what needs to change, talk to your employees. Ask what they need to feel successful in a remote environment, whether it’s more structure, better communication or different ways to connect. While the final decision is up to leadership, the best insights will always come from the people doing the work. Open, honest dialogue is the key to building a remote culture where employees feel heard, valued and motivated.

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. Clear, low-pressure communication: We use Slack for daily communication, but instead of constant check-ins, we encourage the use of emojis to signal availability. Whether someone is deep in focused work or stepping away for lunch, this slight adjustment has helped our team balance collaboration while reducing unnecessary pressure.
2. Quarterly burnout assessments: Every quarter, we use Culture Index, an assessment tool focused on the measurement of work-related traits, to measure how individuals are adapting their natural work behaviors to fit their roles. This helps us identify if someone is stretching too far beyond their strengths, feeling overwhelmed or in need of role adjustments or additional support before burnout happens.
3. Structured weekly leadership check-ins: Using the EOS meeting model, I lead weekly one-hour meetings with client team leads to check in on goal progress and broader company challenges. These conversations create a space for honest dialogue and collective problem-solving that might not surface in day-to-day operations.
4. Deadlines and prioritization through project management tools: We use Asana to assign deadlines to everything, making it clear when tasks are due and when someone’s workload might be overloaded. This allows leadership to step in and shift responsibilities when needed, ensuring no one is stretched too thin and that work is completed efficiently
5. Creating space for non-work connection: In a remote environment, casual office interactions don’t happen naturally, so you have to be intentional about creating moments for connection. At Pierce, we encourage informal Slack channels for everything from pet and child photos to book recommendations, allowing team members to bond beyond work. We also plan optional in-person meet-ups quarterly with one-off coffee and coworking dates sprinkled throughout each month.

How do you address potential feelings of isolation or disconnection that employees may experience in a remote work environment?

Remote work can feel isolating if employees don’t have opportunities to connect in meaningful ways. To address this, we focus on proactive engagement and flexibility. We encourage casual, non-work conversations through Slack channels, make space for personal check-ins in meetings and offer optional in-person meet-ups whenever possible.

Beyond that, we keep an open dialogue, regularly asking employees what would help them feel more connected and adjusting our approach based on their feedback. Whether it’s creating new team traditions, rethinking meeting structures or providing more touchpoints for collaboration, I refuse to live by the phrase, “well, we’ve always done it this way.”

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 simple but impactful initiative I implemented was our Culture Club Slack channel. It’s a space where team members can share events they’re interested in, coordinate quarterly in-person outings, plan coworking days at coffee shops or highlight nonprofit events. In a remote environment, it’s easy to fall into a routine of working alone at home, so this channel helps encourage social connection outside of work. It’s been a great way to build community, give people an outlet to step away from their at-home desks and make remote work feel a little less isolating.

How do you strike the balance between flexibility (one of the main benefits of remote work) and ensuring accountability and productivity?

Balancing flexibility with accountability comes down to clear expectations and smart tracking. We trust our team to manage their schedules in a way that works for them, but we also use tools like Asana for task management and Harvest for time tracking. These give me a birds-eye view as a manager, to make sure projects stay on track and time is being dedicated to client work without needing to micromanage. This structure allows for autonomy while maintaining transparency and productivity.

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 trend I’m really excited about is the rise of neighborhood work clubs. They’re not as formal as coworking spaces or as structured as an office, but they offer a flexible way to get out of the house to work alongside others and have casual in-person interactions. I love that they provide a sense of community without the pressure of a rigid hybrid work schedule. As remote work continues to evolve, I see more companies encouraging these types of informal, local meet-ups, helping employees maintain flexibility while still fostering connection and collaboration.

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?

It’s simple — happy, engaged employees produce high-quality work. When a strong remote culture keeps employees motivated and supported, their work reflects that. Clients notice, leading to stronger relationships, expanded programs and long-term partnerships. In turn, this drives company growth and success. Investing in culture isn’t just about employee satisfaction; it’s a direct investment in client success and the company’s bottom line.

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. 🙂

I’d start a movement around standardizing how companies assess and improve their remote work culture with a Remote Work Scorecard. Too often, companies implement one-size-fits-all remote policies without truly understanding what their employees need to be successful. This questionnaire would gauge employee preferences, whether they thrive at home, want more coworking opportunities or need structured in-person touchpoints, and provide a company-wide Remote Work Score.

Based on the results, companies would receive tailored recommendations on how to enhance engagement, flexibility and collaboration in a way that actually supports their team. Instead of guessing, leaders could make data-driven decisions that align with their workforce’s needs, creating happier employees, stronger teams and, ultimately, better business outcomes.

How can our readers further follow you online?

LinkedIn: https://www.linkedin.com/in/bricarlesimo/

This was great. Thank you so much for the time you spent sharing with us.

About the Interviewer: Chad Silverstein is a seasoned entrepreneur with 25+ years of experience as a Founder and CEO. While attending Ohio State University, he launched his first company, Choice Recovery, Inc., a nationally recognized healthcare collection agency — twice ranked the #1 workplace in Ohio. In 2013, he founded [re]start, helping thousands of people find meaningful career opportunities. After selling both companies, Chad shifted his focus to his true passion — leadership. Today, he coaches founders and CEOs at Built to Lead, advises Authority Magazine’s Thought Leader Incubator.

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