Proof of Work
Inca is a remote company. We have offices in Washington, DC and Paris where our team is free to hang out and work for as long as they want — but nothing mandatory. They all work where they want, when they want.
I remember taking a class with Andrew Sherman at Georgetown Law called “Entrepreneurship and the Law.” One piece of advice he gave that stuck with me was that investors and partners care more about the strength of the founders’ relationship, and the strength of the team, than they do about the actual services the company provides. A year in to leading Inca, I have found this to be true. I get just as many questions about my team and the processes we use to organize remotely as I do about our data aggregation and analytics platform, NTerminal.
I should say at the outset: Inca’s co-founder, Evgeny, and I specifically chose a remote only model because the talent required to build anything beyond a good-looking prototype is much more expensive and difficult to find if confined to one city. In other words: We specifically chose to have a remote only company because we want the best. It is much more difficult to attract the best devs, while also fostering diversity, if we force everyone to live in, say, New York. All of the devs you see on our team page prefer to travel around, work strange hours, and not stand around a water cooler discussing the Super Bowl halftime show. It’s not just our dev team though, the same goes for our business team. Our business development leads include a data scientist living in Raleigh, a Johns Hopkins student from Singapore, and a USAF veteran with multiple deployments under his belt.
