The Remote Work Revolution: Christina Snyder of Emapta On Building Strong Cultures in a Digital World
An Interview With Chad Silverstein
Identify the Right Functions and Roles to Outsource: Not every business function is suitable for outsourcing. Begin by reviewing your organizational structure and identifying roles that are repetitive and time-consuming, require specialized expertise that is expensive or difficult to hire locally, or roles that can be managed remotely without impacting business continuity. This is about determining the optimal workforce strategy and selecting the right outsourcing locations based on function-specific needs. A blended offshore/nearshore/onshore model can ensure maximum efficiency and effectiveness.
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.
Emapta, one of the fastest-growing global outsourcing providers, is poised for continued success under the leadership of Christina Snyder, the company’s newly appointed U.S. President and Global Chief Revenue Officer. With over 20 years of executive leadership and sales experience, Christina has a proven track record of driving growth and designing innovative business models that redefine how organizations operate. Christina is passionate about helping organizations scale efficiently by leveraging her deep expertise in revenue operations, go-to-market strategies, and global workforce solutions.
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? Can you share the most interesting story that happened to you since you began working with remote or hybrid teams?
One of the most interesting — and rewarding — experiences I’ve had in the remote workspace happened during my time at Emapta, where I believe we’ve truly perfected the art of remote work. With over 900 clients across 30 countries, we’ve built a model that not only attracts the top one percent of global talent but also enables companies to scale with agility and precision.
The story begins with a pitch to a potential client in a high-risk industry that was rapidly expanding into new geographies. They were in the middle of a strategic acquisition and needed to establish a new offshore team — fast. Despite having an existing outsourcing provider and a well-defined strategy in place, they came to us for a second look.
What made this situation so unique wasn’t just the speed required — it was the level of strategic complexity involved. To respond, we immediately created a talent heat map, pinpointing where high-quality professionals were located and overlaying that with live data on talent availability. This wasn’t just an outsourcing conversation — it was a business solution, tailored to help them reduce risk and accelerate growth.
They asked if we could stand up a team in six weeks. We said yes — and then beat our own benchmark.
Within two weeks, we had vetted and moved half of the candidates through the pipeline. By week four, we had already exceeded expectations — scaling headcount to 2.5 times the original plan, all while maintaining an exceptional standard of quality and alignment with the client’s goals.
This story is a testament to what’s possible when you combine deep expertise, rapid execution, and a purpose-built remote model. It wasn’t just about building a team — it was about building the right team, exactly where and when the client needed it most.
You are a successful leader in the remote workspace. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
1. Belief
Belief is foundational. Many organizations approach outsourcing with hesitation, unsure whether it can truly work. But at Emapta, belief in our model isn’t just philosophical — it’s proven in practice. We don’t see offshore teams as separate entities; we integrate them fully into the client’s ecosystem. There’s no wall, no division — just one cohesive team, regardless of geography.
One of the most powerful validations of this belief is that several of our current executives were once Emapta clients. They lived the experience, saw the value firsthand, and became advocates from the inside out. That kind of transformation doesn’t happen without deep belief — and it’s this conviction that drives our continued success and differentiation in the marketplace.
2. Consciousness
Conscious leadership means approaching every strategy with thoughtful intention — especially when it comes to talent. Offshoring is not a one-size-fits-all solution. It requires careful evaluation of a company’s unique needs, culture, and long-term goals.
I recall working with a client who initially assumed that the Philippines would be the best location to source talent — given its strong reputation in outsourcing. But after a deeper assessment, we realized that a nearshore solution in Latin America would better align with the company’s language requirements, time zone, and cultural preferences. That shift made a tremendous impact on performance and team dynamics. Conscious decision-making like this ensures the strategy is not just workable — but optimal.
3. Discipline
Discipline has been essential throughout my career — especially in leading clients through the unfamiliar territory of offshoring. For many, it’s a new and sometimes intimidating journey. The media often focuses on the risks or challenges, which can deter companies from moving forward.
But when you apply discipline to the process — discipline in planning, in execution, and in selecting the right partner — the benefits are undeniable.
We’ve helped companies build flexible, high-performing teams with proven KPIs, measurable outcomes, and long-term ROI. Discipline transforms uncertainty into confidence — and that’s what drives sustainable growth in a remote-first 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?
Like many organizations, Emapta had to pivot to remote work almost overnight due to the COVID-19 pandemic. The immediate priority was clear: keep the business viable and ensure customer satisfaction. Failure to do so would have meant losing clients and jeopardizing jobs.
The biggest challenges we faced during that shift were communication and technology — specifically, ensuring we had the right tools in place to stay connected and that our people still felt a sense of belonging, even without the shared space of an office. We knew that if communication broke down, culture would follow.
We responded quickly by establishing robust, omnichannel communication strategies across Teams, Zoom, and WhatsApp to create constant visibility and connection. We also leaned into digital infrastructure that was already in place, accelerating its use across all functions and geographies.
That decisive action made the difference. While we had a strong foundation going into the shift, I like to think that since then, Emapta has not only adapted to remote work — we’ve perfected it. We’ve built a model that supports our people, delivers for our clients, and reinforces our culture no matter where our teams are in the world.
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 most pressing challenges remote and hybrid teams face is the risk of losing accountability, which can quickly erode productivity, ownership, and a shared sense of purpose. When individuals feel disconnected from the team or unclear about expectations, the mission can begin to feel fragmented — and that fragmentation creates distance, not just physically, but emotionally and operationally.
Without a clear structure, strong communication rhythms, and a proven framework for collaboration, remote teams can fall into chaos. Deadlines get missed, silos form, and team morale declines.
Creating a true sense of connection and belonging requires intentional design — leaders must foster clarity, consistency, and cultural alignment. That means building systems where accountability is visible, contributions are recognized, and communication flows freely across functions and geographies. When those elements are in place, even the most distributed teams can feel deeply connected and united around a common goal.
What tools or technologies have you found most effective in fostering communication, collaboration, and team alignment in a remote setting?
In a remote environment, the right tools can make all the difference. For us, Microsoft Teams, Zoom, and WhatsApp are the foundation of effective communication and collaboration.
Ultimately, it’s not just about having tools — it’s about how you use them. When integrated thoughtfully, these platforms don’t just support communication — they create alignment, drive accountability, and humanize remote work.
What role does leadership play in building and sustaining a strong company culture in a remote or hybrid work environment?
Strong leadership is imperative. When physical presence is limited, the leader’s visibility, voice, and values become even more vital in shaping the employee experience.
Sustaining culture starts with retaining and reinforcing the organization’s core values, consistently expressing the vision, and creating systems for accountability and engagement. But culture isn’t just about what leaders say — it’s about what they actively support and model.
Leaders play a pivotal role in championing initiatives that bring culture to life — from wellness spaces and mental health check-ins to upskilling opportunities, employee-led clubs, and community impact projects. These touchpoints aren’t just nice-to-haves; they are culture carriers that reflect and reinforce the organization’s identity.
Ultimately, culture thrives when leadership is intentional, consistent, and personally invested. When employees see their leaders not only setting expectations but also participating in the journey, it creates a sense of unity, belonging, and shared purpose that transcends distance.
What advice would you give to leaders who are struggling to maintain employee engagement and motivation in a fully remote workforce?
If your team is struggling, start by evaluating your team structure. One of the most effective strategies is ensuring there’s a strong leader — such as a team leader or operations manager — for every 15 team members. This individual becomes your on-the-ground orchestrator of success, responsible for driving daily performance, culture, and connection.
Next, ask yourself: Are you communicating regularly and meaningfully with your team? Remote employees need to feel the presence of their leadership. That means consistently sharing the vision, checking in personally, and showing that you care — not just about outcomes, but about their experience and growth.
Recognition is also critical. People work hard not just for paycheck but also for acknowledgment. Visible metrics like KPI dashboards can help reinforce accountability, but it’s the personal recognition — calls, shout-outs, small celebrations — that build loyalty and emotional connection. Even something as simple as a monthly virtual pizza party can remind employees that they matter.
In a remote environment, engagement doesn’t happen by default — it happens by design. Structure, visibility, and appreciation are the three pillars that keep motivation high and teams thriving.
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. Create a great physical space: Even in a remote-first world, having a strong physical presence is essential. Companies are shifting from fully remote to hybrid models, where employees can choose to work from the office or remotely. The key is to design spaces that employees are proud of — spaces that reflect the brand’s values and foster connection. Companies should invest in world-class offices across locations, creating a consistent and elevated experience for employees and clients alike. When people feel proud of where they work — even if they don’t go there every day — it strengthens their connection to the company.
2. Offshore strategy with work-from-home (WFH) flexibility: For companies considering offshore talent, offering a WFH option can be a competitive advantage, especially in markets such as the Philippines, where many top talents appreciate the flexibility of remote work. However, some companies, especially those in high-compliance industries, may face challenges with this model. Business owners must weigh the risks of WFH against the potential benefits of accessing the best talent.
3. Identify the Right Functions and Roles to Outsource: Not every business function is suitable for outsourcing. Begin by reviewing your organizational structure and identifying roles that are repetitive and time-consuming, require specialized expertise that is expensive or difficult to hire locally, or roles that can be managed remotely without impacting business continuity. This is about determining the optimal workforce strategy and selecting the right outsourcing locations based on function-specific needs. A blended offshore/nearshore/onshore model can ensure maximum efficiency and effectiveness.
4. Choose the Right Offshoring Model: The offshoring model you choose will shape not just your operations — but your culture, too. Whether it’s a Professional Employer Organization (PEO), Employer of Record (EOR), dedicated staffing, or fully managed services, each comes with trade-offs in control, compliance, and support.
The most successful companies align their model with their goals. The right business partner helps companies navigate these choices with a consultative mindset, ensuring the model enhances — not hinders — their culture.
5. Build Culture with Intention — Remote is Not a Barrier, It’s an Opportunity: Remote work isn’t a limitation to culture — it’s a chance to reimagine and strengthen it. While distributed teams don’t share the same physical space, they can absolutely share the same energy, values, and sense of purpose. But this doesn’t happen by accident. It requires intentional leadership, clear communication, and thoughtful, consistent cultural habits that reinforce what the organization stands for.
One of our customer experience clients, who is one of the world’s largest online retailers, requires all projects to be cross-functional, inclusive of near and offshore employee. They utilize virtual culture-building sessions and spotlight team contributions in their company-wide channels. When employees see how their work connects to a larger mission, they feel empowered and engaged.
Ultimately, building culture remotely is not about replicating the in-office experience — it’s about crafting something even more inclusive, flexible, and forward-thinking. With the right intention, remote teams don’t just stay connected — they grow stronger, more resilient, and more united.
How do you address potential feelings of isolation or disconnection that employees may experience in a remote work environment?
Feelings of isolation in a remote work environment should never be left unaddressed. The key is intentional daily interaction and a strong culture of accountability and connection. Remote doesn’t mean removed — engagement must be part of the operating rhythm.
One inspiring example comes from an engineering firm we partner with that offshores its core competency: engineering. The founder is deeply committed to giving back, and that passion has become a cornerstone of the company’s culture — even across continents. They created a volunteer club and sponsor an annual trip supporting the disabled community. Remarkably, their remote team — located thousands of miles from headquarters — rallies behind the initiative every year.
This is a textbook case of how to extend brand values beyond borders. When employees feel connected to a larger purpose and mission, especially one they can actively support, it bridges the physical distance and fosters real unity. It’s not just about keeping people informed — it’s about making them feel involved and inspired.
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 of the most impactful remote work initiatives I implemented shortly after joining was the launch of a Leadership Circle — a recognition program that connects directly with our CEO and executive team. On a regular basis, we spotlight top-performing employees across our global teams, celebrating their achievements and rewarding their contributions in a visible, meaningful way.
The response has been incredible. Being featured in the Leadership Circle has become a point of pride, and team members are now actively asking what it takes to be recognized. We’ve seen a noticeable increase in peer-to-peer communication across platforms like WhatsApp and internal chat tools, with employees reaching out to learn from one another’s success.
This initiative — simple in structure but powerful in execution — has not only driven performance but also sparked a renewed sense of camaraderie and motivation within our remote workforce. It’s a modern take on “Sales 101” recognition, and it’s made a lasting cultural impact across borders.
How do you strike the balance between flexibility (one of the main benefits of remote work) and ensuring accountability and productivity?
For me, I don’t talk about the concept of flexibility when working with remote teams. It’s just about having a team, located somewhere else in the world, that offers better talent, improved productivity, and higher retention at a more cost-effective rate. I don’t specifically bring up flexibility with my remote teams — it’s simply about getting the job done, no matter where they are.
I don’t see remote teams as being any different from in-house teams, except that I can’t have a coffee with them every morning. A common misconception is that remote work comes with less accountability, but I firmly refute that idea. We embrace remote work, and our business model reflects that. We cast the vision, set clear expectations, and follow up for accountability.
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 trends I’m most excited about is the global rise of offshoring — it’s truly having a moment. As our CEO recently said, five years from now, we’ll look back and be surprised at how limited our approach to talent acquisition once was.
Thanks to advances in technology, companies can now identify and onboard top talent from anywhere in the world — often within 24 hours. The barriers that once limited hiring to local markets are disappearing. If a company wants to launch a new product, for instance, they can instantly tap into a global talent pool, find professionals with specific expertise in that niche, and have them contributing value almost immediately. It’s the kind of agile, high-impact approach embraced by forward-thinking leaders and disruptive innovators — and it’s becoming more accessible to everyone.
This shift is fundamentally reshaping workplace culture. It’s not just about where people work anymore; it’s about how quickly and effectively the right people can be mobilized to do exceptional work — regardless of geography.
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?
Building a strong culture in a remote work environment isn’t just important — it’s essential. When culture is deeply embedded across every team, regardless of location, it creates a seamless brand experience. A customer engaging with someone from the Philippines should feel no different than if they were speaking with someone in Kentucky. That level of consistency is only possible when culture acts as the foundation that unites the organization.
A strong culture fosters alignment, loyalty, and pride — leading to better employee retention, stronger client relationships, and ultimately, better business performance. Without it, remote teams can feel disconnected, resulting in higher turnover, diluted brand identity, and a weakened customer experience. Culture is the secret sauce that makes remote work not only possible but powerful.
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’ve long envisioned launching a transformative “exchange” program — one that empowers the top one percent of our Filipino talent to step into the global spotlight as professional exchange participants in the U.S. More than just a career opportunity, this experience would allow American companies and teams to witness firsthand the exceptional skill, work ethic, and heart of the Philippine workforce.
This program could be a game-changer — not only elevating careers but also changing lives. By offering higher compensation, greater opportunities, and a chance to build a legacy for future generations, we’d be opening doors that were once out of reach for many. It’s a pathway to a better life, one built on merit, aspiration, and shared success.
With U.S. companies sponsoring and supporting this initiative, we’re not just solving talent gaps — we’re investing in the future of global talent. Over time, this program has the potential to evolve into a powerful movement — one that spreads organically, bridges cultures, and leaves a lasting impact across continents.
Another idea of mine is to create a reality-style series we might name, The Emapta Experience, which brings to life the incredible world I get to witness every day. With unprecedented access, the show follows a high-performing offshore team over the course of 90 days, capturing the real moments behind their daily operations. From multilingual collaboration to problem-solving under pressure, viewers will see how these teams drive value, deliver results, and build meaningful partnerships with global clients. Far beyond the traditional narrative of outsourcing, this series highlights how Emapta teams are thriving — creating impact locally, influencing industries globally, and opening doors for the next generation of talent. It’s a bold, behind-the-scenes look at what it truly means to work the Emapta way.
How can our readers further follow you online?
Christina Snyder LinkedIn: https://www.linkedin.com/in/christina-snyder-176b035/
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.
The Remote Work Revolution: Christina Snyder of Emapta 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.