The Remote Work Revolution: Thor Sandell of Snap Finance On Building Strong Cultures in a Digital World
An Interview With Chad Silverstein
In a traditional office setting, leaders can often gauge employee sentiment by observing employee interactions. However, in a remote or hybrid environment, it’s crucial to have clear, intentional methods for measuring morale and gathering feedback. Regular, focused surveys, especially when anonymous, can be extremely effective for identifying issues like isolation or communication gaps. The key is not just to gather feedback but to follow through on it so that employees know their concerns and suggestions are truly valued.
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 Thor Sandell.
Thor Sandell is the Vice President of Human Resources at Snap Finance. With extensive executive HR leadership experience, he has held key roles at major companies, including Pepsi, Bridgestone, and Hostess Brands. Thor earned his undergraduate degree from Michigan State University and his master’s degree from Cornell University.
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 have always been fascinated by how people and organizations connect and how the right environment can help someone perform at their best in the workplace. I studied at Michigan State and earned my master’s degree at Cornell.
During my career, I’ve been privileged to work at large companies like Pepsi, Bridgestone, and Hostess Brands, where I developed programs that directly impacted people’s everyday work experience. I was drawn to places where I could genuinely see the difference HR could make in the business. Joining Snap Finance, I’ve found a company that values innovation, culture, and giving back to the community.
Can you share the most interesting story that happened to you since you began working with remote or hybrid teams?
I’m sure others have experienced pets participating in calls, and I have too. I feel like I’ve gotten to know my coworkers’ pets in a hybrid mode, much more-so than in an onsite team. And that’s been true for family members as well. I’ve been on several calls when a child has decided to join in, or a spouse has walked up to provide a sandwich or a beverage. This was not something that I had expected — that I might see more family and pets in this work model.
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?
As character traits, I’d choose empathy, adaptability, and clear communication.
In HR, especially with remote teams, you deal with people who might face very different work-life circumstances than you. By putting myself in the shoes of the people I work with and lead, I’ve sought to create an empathetic and flexible setup for people where they can be productive and effective as they strive to meet the needs of the business. Leading with empathy results in a much more productive and engaged workforce.
It’s my philosophy that no two remote work environments are the same, which is why adaptability is key. Creating a safe environment where colleagues are not afraid to experiment and learn from mistakes is crucial. Things change quickly when working in a remote or even on a hybrid team, so we should normalize the notion that plans might need to pivot. On a more practical level, I encourage cross-training. For example, if someone’s out unexpectedly, a person on the team who’s familiar with their tasks can step in without the workflow grinding to a halt. I think this also broadens people’s skill sets and gives them deeper appreciation for others’ roles throughout the team or company.
Communication may be the single most important trait for any remote leader. I’ve learned over the years that you can’t rely on casual hallway chats. You need to proactively share information and confirm that it’s understood. I make it a point to clarify goals, next steps, and who’s responsible for what, whether in an email recap or a project management tool. That “extra step” of communication often prevents confusion and keeps everyone on the same page.
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 think one of the biggest hurdles was that people felt isolated and disconnected from their colleagues, losing some of the energy we gained by working in the same physical space. In the office, you can stop by someone’s desk, talk about movies or sports in the break room, or have an impromptu brainstorm. Remote work doesn’t naturally lend itself to those “in-between” moments. To combat this, I’ve put more emphasis on intentional connection by implementing regular team huddles, not strictly about business updates but also to catch up on life. We’ve also hosted virtual socials, with things like a quick trivia game or “coffee chat” where people could hop on for a few minutes and share personal wins. Looking back, I think it’s a reminder that culture isn’t about a physical space; it’s about how we choose to connect and communicate, no matter where we are.
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 fundamental challenge in a remote or hybrid setup is the lack of spontaneous moments. The hallway chat, the quick joke at someone’s desk, the simple nod of recognition in passing. Those small interactions can build trust over time. When you go fully or partially remote, you must intentionally create spaces for those interactions because they don’t happen naturally.
I think another challenge is time zones and schedules.
For example, if one person is available in the morning and another is typically free in the afternoon and they are both in different time zones, their schedules may overlap in a very small timeframe. It’s harder to form personal connections when you barely share live conversations. Even something as simple as celebrating a teammate’s birthday becomes complicated if half the team is asleep while the other half is active.
Additionally, people can quickly feel “out of sight, out of mind.” In an office, you can physically see someone’s contributions, but in a remote workplace, they might happen behind the scenes. That’s why leaders must be vocal about recognizing and appreciating team efforts.
What tools or technologies have you found most effective in fostering communication, collaboration, and team alignment in a remote setting?
I’m a big believer in using a combination of real-time and asynchronous tools to cover different communication styles and time-zone differences. There’s something about seeing each other’s faces and hearing real voices that keeps communication personal and immediate, especially when you can hop on a quick video or voice call.
We tend to rely heavily on tools like JIRA. It’s been a lifesaver for fully remote or hybrid teams because it gives us a central spot to track tasks, deadlines, and updates — so no one’s left in the dark. These tools help everyone know who’s doing what, which fosters transparency and alignment — even if we’re scattered across different locations. We also keep important documents and share guidelines in places like SharePoint and OneDrive, so they’re easy to edit and comment as a group without juggling endless email threads.
Ultimately, no single tool covers it all. It’s about choosing a balanced “toolkit” with something for chat and real-time collaboration, a reliable project/task manager, and a central repository for shared documents. This combination keeps the lines of communication open and helps the team stay on the same page, wherever they are.
What role does leadership play in building and sustaining a strong company culture in a remote or hybrid work environment?
I believe leadership is the foundation of any culture. Whether remote, hybrid, or fully on-site, leaders should be intentional about setting expectations, sharing a clear vision, and demonstrating the values they want to see adopted across the organization. In a remote or hybrid setup, you can’t rely on people just “absorbing” the culture by walking around the office.
So, a leader’s role becomes less about managing daily tasks and more about creating an environment where people feel respected and aligned with the company’s mission. It also involves regular check-ins, talking about deliverables, seeing how folks are feeling, and whether they’re getting the support they need. Leaders also need to model healthy work habits. When a leader is constantly online at all hours, it sends a message to everyone else about what’s expected.
What advice would you give to leaders who are struggling to maintain employee engagement and motivation in a fully remote workforce?
Remote teams will crave the human connections they used to have in the office. If you’re struggling with engagement, you may want to ask yourself, “Have I created enough space for people to feel seen and heard?” That could be regular one-on-one chats that go beyond just work tasks. It might mean encouraging more casual, off-topic conversations so that people don’t feel like it’s all business, all the time.
Second, set clear and realistic goals. A lot of disengagement comes from people not knowing what success looks like in a remote setup. Make those goals transparent, break them down into smaller milestones, and celebrate wins, big or small, publicly. Recognition goes a long way, especially when you can’t high-five someone.
Lastly, stay flexible. Remote work can blur the line between personal and professional life, so be open to scheduling solutions that work for different circumstances. You’ll typically see an uptick in motivation when employees feel trusted to manage their workload in the way that suits them best. If you communicate trust, empathy, and a clear shared purpose, you’ll be amazed at how motivated people can become, even from miles away.
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.
- When teams work remotely, it becomes easy for employees to lose sight of the “why” behind their tasks, since they can’t rely on daily in-office cues. A strategy that has been successful for me is starting every Monday meeting with a short reminder of our core values and top goals for the quarter.
- In a physical workspace, chance encounters can foster camaraderie, but in a remote environment, these interactions don’t happen spontaneously. To recreate these moments, we set up weekly “coffee chats” on Teams, where anyone could drop in for 15 minutes to talk about non-work topics. These casual but deliberate spaces help people connect on a personal level, which can build overall team relationships.
- Visibility is limited when everyone’s scattered, so it’s crucial to acknowledge both big and small achievements out in the open. After completing a major project, my team hosted a virtual “cheers” session where we recognized individuals who went above and beyond. Having their contributions highlighted in front of the entire group felt more impactful than a private “thank you” email. This practice fosters a culture of gratitude and sets the example that no effort goes unnoticed.
- Remote work can blur the lines between personal and professional life, which can lead to burnout or disengagement. I’ve found success in offering flexibility, but always with clear guidelines around core collaboration hours and deadlines.
- In a traditional office setting, leaders can often gauge employee sentiment by observing employee interactions. However, in a remote or hybrid environment, it’s crucial to have clear, intentional methods for measuring morale and gathering feedback. Regular, focused surveys, especially when anonymous, can be extremely effective for identifying issues like isolation or communication gaps. The key is not just to gather feedback but to follow through on it so that employees know their concerns and suggestions are truly valued.
How do you address potential feelings of isolation or disconnection that employees may experience in a remote work environment?
I think the first step is to recognize that feelings of isolation are valid. Remote work can be positive in many ways, but the lack of face-to-face interaction sometimes leaves people feeling overlooked or disconnected. To help combat this, we make it a point to create opportunities where employees can engage as people, not just colleagues working on tasks.
For example, we’ll schedule “open office hours” on Teams, where anyone can chat. Whether sharing weekend plans or asking quick work questions, these mini sessions help mimic the “hallway chats” you’d have in an office. We also encourage cross-team projects so people can collaborate with folks they don’t typically work with. It helps foster fresh conversations and build relationships beyond one’s immediate circle.
Most importantly, I try and keep a pulse on how people are feeling. During one-on-ones, I’ll ask questions like, “How connected do you feel to the team?” or “Is there anything making you feel isolated?” Listening closely and offering support, whether that’s adjusting the workload, tweaking meeting times, or providing resources, is critical. Ultimately, it’s about recognizing that we’re all human and finding ways to bring those human moments back into the workday.
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?
I haven’t really had a specific policy, but I have had a flexible managerial mindset and understood the value of goal and expectations. I have found that when individuals are clear on their expectations, they have more time available (from less wasted energy spinning their wheels) to use for flexible productivity initiatives. I was aware of how important this was earlier in my career, but after more experience managing hybrid and remote workers, I understand even more how important this is within the workplace.
How do you strike the balance between flexibility (one of the main benefits of remote work) and ensuring accountability and productivity?
It comes down to two key elements: setting clear expectations and maintaining open communication. When team members know exactly what’s expected of them — like specific goals, deadlines, or metrics — they can manage their time in whatever way they work best, as long as they deliver on those agreed-upon outcomes. That clarity allows for flexibility without losing accountability.
At the same time, you have to keep the lines of communication open. A quick weekly check-in to see progress, discuss challenges, and offer support helps ensure that people aren’t just floating without direction. It also allows employees to speak up if something in their work or personal life affects their productivity. By combining crystal-clear objectives with frequent, informal conversations, you can create an environment where people have the autonomy to manage their own schedules while still feeling responsible for contributing to the team’s overall success.
What trends or innovations in remote work are you most excited about, and how do you see them shaping the future of workplace culture?
I’m excited about the evolution of collaborative platforms beyond standard video chats and file sharing. We’re seeing a rise in virtual whiteboarding tools, immersive meeting spaces, and AI-driven apps that streamline routine tasks — freeing people up to focus on more strategic or creative work. I think these advancements will help deepen human connection even when we’re physically apart, because they provide more dynamic ways to brainstorm, solve problems, and be present.
Additionally, as more companies adopt remote or hybrid models, I’m noticing a broader shift in mindset: a greater emphasis on trust and results rather than just “clocking in.” That’s a big deal for workplace culture. It means leadership is moving toward outcomes-based frameworks, where flexibility is a given and employee well-being is a critical part of performance conversations. Looking ahead, I believe we’ll see workplace cultures that are more inclusive — geographically, demographically, and more respectful of individual life circumstances.
The companies that can harness these new tools while embracing a people-first approach will likely gain a big competitive edge.
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?
I’ve always believed that culture isn’t just about internal morale; it echoes throughout the organization. When employees genuinely feel connected, supported, and engaged (even working in different time zones), that positive energy translates directly to how they interact with customers and clients. People who feel respected are more likely to take an extra minute to listen, solve problems creatively, and go the extra mile in service delivery.
It also boosts overall performance. A strong culture inspires trust and collaboration so teams can move faster, tackle challenges more effectively, and innovate without being bogged down by red tape or interpersonal friction. When you see a remote team that’s genuinely aligned, you can almost feel the momentum in their projects, and customers notice it, too. Building a strong remote culture ultimately sets the stage for sustainable growth, happier clients, and a sense of pride that can’t be faked.
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 something like a “Mindful Work Movement,” aimed at helping organizations shift their focus from just “how much can we get done?” to “how can we do great work while staying mentally and emotionally healthy?” It would center on educating leaders and employees about practical ways to integrate well-being into daily routines — like structured breaks, mental health check-ins, and truly flexible schedules that respect individual life circumstances.
Instead of measuring success just by output or hours logged, this movement would encourage teams to set meaningful goals tied to innovation, collaboration, and personal growth. It’s not about lowering the bar for performance; it’s about recognizing that a rested, balanced, and genuinely engaged workforce produces better results — and happier humans — all at once. Ultimately, I see it as a way to help companies realize that healthy remote work cultures aren’t just a nice thing; they’re a strategic advantage that benefits everyone involved.
How can our readers further follow you online?
Readers can follow me on LinkedIn. https://www.linkedin.com/in/thor-sandell-466b8b6/
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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