How monday.com can work like a truly all-remote company

monday.com does not need to become GitLab to learn from GitLab. But if you work at a company that spans Tel Aviv, New York, London, Sydney and more, the all-remote playbook is the clearest benchmark for how to keep speed without letting the office become the default source of truth.

GitLab’s handbook matters because it treats remote work as an operating system, not a perk. The company says it is one of the world’s largest all-remote organizations, with more than 1,500 team members in over 65 countries, and its model has been studied in organizational design research and case studies. The core principles are simple but demanding: hire and work globally, use flexible hours instead of a single fixed schedule, and write down knowledge rather than relying on verbal explanation.

What GitLab gets right

The most copyable part of GitLab’s model is not the slogan. It is the discipline. When a company insists that knowledge be documented, decisions become durable and less dependent on who happened to be in the room, or online, at the right time. That is what makes async decision-making possible: the proposal, the context, the tradeoff and the final call all live in a place other people can find later.

That approach also changes meeting culture. If the written record is the default, then meetings stop being the only place where work moves forward. They become a tool for issues that genuinely need live discussion, not a substitute for clarity. For a distributed SaaS company, that is the difference between scaling and drowning in calendar invites.

What monday.com already has in place

monday.com is not all-remote, and it does not pretend to be. Its careers page says the company uses a hybrid work model, with most teams spending three days a week together in the office and the rest of the time working where they do their best work. That is a deliberate choice, not a half-step, and it reflects a different philosophy from GitLab’s fully distributed model.

Even so, monday.com has already built a lot of the scaffolding that remote-first teams need. Its remote-work hub offers templates and operating tools for remote requests, sync meeting summaries, 1-on-1 logs, knowledge libraries, onboarding and equipment checks. That is the important signal: the company is treating remote coordination as a system of records and routines, not as an informal courtesy extended to people who are away from the office.

The global footprint reinforces that reality. monday.com’s public materials say it has offices in Tel Aviv, New York, Miami, Chicago, Denver, London, Warsaw, Sydney, Melbourne, São Paulo and Tokyo. Its SEC filing lists its headquarters at 6 Yitzhak Sadeh Street in Tel Aviv. In other words, this is already a company whose work has to travel across time zones and functions, even if the official model remains hybrid.

The parts that scale best

Some remote practices scale easily because they do not depend on perfect cultural alignment. Templates for meeting notes, one-on-one logs and onboarding checklists are easy wins because they make context reusable. Knowledge libraries are another obvious one: they keep product decisions, customer learnings and internal policies from disappearing into Slack threads or one person’s memory.

For engineers, that means technical docs that explain not just what was built, but why a decision was made and what tradeoffs were accepted. For product managers, it means crisp async updates that make priorities visible without a meeting to narrate them. For sales teams, it means customer context that survives handoffs, time zones and vacation schedules.

The harder part is maintaining doc quality. A company can copy the format of an all-remote handbook without copying the habit of keeping it current. That is where process maturity matters: if documentation is stale, people stop trusting it and revert to hallway conversations, direct messages and ad hoc calls. The result is the worst of both worlds, because you still have the overhead of remote coordination without the clarity that makes it worthwhile.

Where monday.com’s scale makes the question more urgent

monday.com is not a small team experimenting with new norms. It says more than 250,000 customers worldwide use its platform, and its recent results show a business built for efficiency as much as growth. In the first quarter of 2026, revenue reached $351.3 million, up 24% year over year, with a 110% net dollar retention rate. In fiscal 2025, revenue hit $1.232 billion, up 27% year over year, and non-GAAP operating margin came in at 14%.

That matters because the company is now trying to scale product development and go-to-market execution without letting headcount rise in lockstep. In Q1 2026, monday.com said AI productivity gains inside the company were helping it grow revenue without growing headcount in lockstep. That puts internal workflow design in the same category as product strategy. If teams cannot find the right context quickly, AI can amplify confusion just as easily as output.

The product story points in the same direction. In fiscal 2025, monday vibe became the fastest product in company history to surpass $1 million in annual recurring revenue. A launch like that does not happen because people sit near each other. It happens because product, engineering, design, sales and customer teams can move with enough coordination to ship, sell and support a new offering fast. In a hybrid company, that requires a lot more written structure than casual office energy might suggest.

The Sydney move is another clue. monday.com opened its APAC headquarters there on March 1, 2023, saying the office was designed to support regional growth and create more in-person connection and collaboration for the APAC team. At the time, it said Australia headcount had grown 76% in the prior year and that it had passed 13,000 Australian customers. That is exactly the kind of expansion that exposes weak internal process: once teams spread, informal management stops scaling.

What monday.com should borrow from GitLab

The lesson is not to abandon hybrid work. It is to make the hybrid model behave more like a distributed system.

• Put decisions in writing before meetings, not after them.

• Treat meeting summaries as part of the workflow, not admin cleanup.

• Make onboarding and customer context accessible outside one office or one timezone.

• Use office days for collaboration that truly benefits from face time, not for status theater.

• Keep documentation fresh enough that people trust it when a customer issue, launch or escalation hits at speed.

That is the real benchmark GitLab sets. Companies do not become distributed by saying they support flexibility. They become distributed when knowledge, decisions and execution no longer depend on physical proximity. monday.com already has the global footprint, the product velocity and the revenue scale to operate that way. The question is whether it will keep turning its hybrid model into a documented, async, low-friction operating system.