Business

Brandquad: Managing a Team Remotely and Impact on Performance

Published

6 years ago

April 15, 2020

Today, remote management or remote management is a management solution adopted by the majority of companies. Indeed, with the impact of Covid-19, many employees are forced to work from home. Remote management is thus becoming, for companies, one of the keys to overcome this crisis. However, working remotely cannot be improvised and the managers who implement this method at the time of this health crisis must have in mind a few rules of good practice. This is why Brandquad, an international company that has been successfully using this working method for several years now, has decided to share its good advice to help companies to make remote management work in an optimal way.

When working remotely with employees from different backgrounds, there are a number of obstacles that companies have to overcome. According to Anthony and Phillip from Brandquad, there are four barriers to overcome: cultural differences, distance, language, and professions. However, this is no easy task for this international company specializing in product content management. Here are his tips.

Making remote management work

Established in Paris, Moscow and Dubai, Brandquad is a master in the art of bringing together very different and culturally distant profiles.

It all starts with quality recruitment. Ideally, it should target the younger generation, because remote management implies a new, more modern way of working. In addition, it is necessary to ensure that candidates are able to work remotely, that they are sufficiently autonomous and receptive to the fact that they are simply “drifted”. It is also necessary to recruit different and complementary profiles, both technical and commercial.

Next, the company must set up network tools to maintain contact between the different collaborators, even though they are physically distant from each other, and to monitor the progress of projects. In order to do so, Trello is a versatile and very well-thought-out tool that brings transparency, follow-up and interaction. For its part, Brandquad uses Skype instant messaging, the Google suite (Drive, Calendar, etc.) and HubSpot.

Finally, priority must be given to the different profile management. Getting people with different cultures and languages to work requires certain measures to be put in place. Employees must be driven rather than micromanaged. In other words, they must be given an objective and be given regular check-ups to ensure that they are progressing well in their work. These points of contact are small rituals that break the distance.

Impact on performance

Overall, remote management has a positive impact on business performance. Distance tends to make employees more autonomous and productive because, especially if they are well driven, they do not feel constantly monitored by their manager. They are more motivated to achieve their goals and are also happier at work.

Above all, remote management requires a trusting relationship between employees and managers. Distance requires an effort of transparency and implies regular reporting. This monitoring allows employees to show the progress of their project and involves them fully in the achievement of their objectives.

Remote management also promotes productivity and the separation of tasks in the sense that each employee is placed in the country he or she knows best. In this way, he or she will be able to gain a competitive advantage and enable the success of his or her company on an international scale.

For Brandquad, remote management is a way of working that is becoming more and more essential for companies in the current context that is emerging: modernization of managerial techniques, recurrent strikes, the Covid-19 pandemic, etc.

Business

Click for Counsel: YesLawyer Wants to Make Lawyers as Accessible as Wi-Fi

Published

1 day ago

April 1, 2026

Matthew Wiles

Photo Courtesy of: YesLawyer

Byline: Andi Stark

For many people facing a legal problem, the most difficult part is not understanding their rights but finding a lawyer willing to speak with them in the first place. Long wait times, unclear pricing, and administrative hurdles often delay even the most basic consultations. YesLawyer, an AI-enabled plaintiff firm operating across all 50 states, is testing whether technology can shorten that gap.

Founded in 2024 by 25-year-old entrepreneur Rob Epstein, the platform offers free intake, automated screening, and, in many cases, same-day conversations with licensed attorneys. The idea is simple: reduce the friction between a client’s first request for help and an actual legal discussion. In this interview, Epstein explains how the system works, where artificial intelligence fits into the process, and what problems the company is trying to address in the broader legal system

Q: When you say you want lawyers to be “as accessible as Wi-Fi,” what does that mean in practical terms?

A: It’s a way of describing speed and availability. Someone dealing with a workplace dispute, a serious injury, or an immigration issue should be able to move from an online form or phone call to a real conversation with counsel in hours, not weeks. YesLawyer is structured so that a client begins with a free case evaluation, goes through automated conflict checks and basic screening, and, in many instances, speaks with a lawyer the same day.

Q: How does the process work once someone contacts the platform?

A: We use a structured workflow. It starts with a short questionnaire and an initial conversation to capture basic facts. That information feeds into conflict checks and internal review. The system then proposes a match with a licensed attorney and provides a calendar link for a virtual consultation, often within 24 hours. After the meeting, the client receives a written legal plan outlining next steps, deadlines, and estimated fees.

Q: Where does artificial intelligence fit into that process, and where does it stop?

A: AI is used for organizing and routing information, not for giving legal advice. It helps with conflict checks at scale, case categorization, and structured summaries so attorneys can focus on the substance of the matter. Every consultation is conducted by a licensed lawyer, and all decisions about strategy or next steps are made by humans.

Q: What problem is this model trying to solve in the current legal system?

A: Delay and cost are still major barriers. Many civil plaintiffs face long waits just to get a first appointment, along with high retainers and hourly billing that make early legal advice risky. We try to respond with faster consultations, flat-fee options, and financing. The idea is to remove administrative friction so lawyers spend less time on logistics and more time speaking with clients.

Q: Some critics say platforms like this blur the line between a technology company and a law firm. How do you describe YesLawyer?

A: We describe ourselves as a national, AI-enabled plaintiff firm that connects clients with independent attorneys. That structure does raise regulatory questions, especially around responsibility and oversight. We focus on licensing verification, attorney-written case plans, and clear communication about fees and services.

Q: You’ve said the main bottleneck is “systems” rather than people. What do you mean by that?

A: The issue isn’t that lawyers don’t want to help more people. It’s that the systems around them make it hard to scale their time. Intake, scheduling, and document handling take hours. Automating those parts means attorneys can handle more matters without being overwhelmed by repetitive tasks.

Q: Does this model risk favoring only the most profitable cases?

A: That’s a real concern in legal technology. Automation often works best for repeatable, high-volume disputes. Our view is that lowering administrative cost can actually make it easier to take on smaller or more complex cases that might otherwise be turned away. Whether that holds over time depends on the data.

Measuring Impact Over Time

YesLawyer’s attempt to compress the timeline between inquiry and consultation reflects broader changes in how legal services are being delivered. As artificial intelligence becomes more common in administrative work, firms are experimenting with new ways to reduce wait times and clarify costs.

The company’s early growth suggests that many clients value faster access to an initial conversation, even before considering long-term representation. Whether this platform-based model becomes widely adopted or remains one of several emerging approaches will depend on regulatory developments, lawyer participation, and measurable outcomes for clients. For now, YesLawyer’s experiment highlights a central question in modern legal practice: how quickly can help realistically be made available to the people who need it.