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For Cisco engineers working on Duo, having a remote-first workplace has helped them reach life goals, connect with colleagues around the world, and be intentional communicators. We understand that working remotely can be an adjustment — that’s why we’ve compiled the 10 parts of remote work that surprised our team members most and their advice for navigating the nuances. If you’re interested in being part of a remote-first workplace, check out our open positions.
Senior Engineering Leader David Rines has worked remotely for the past seven years. He’s found that Cisco’s approach to distributed teams has “enabled us to pick up the right talent, and not necessarily local talent. We are moving towards a global, follow the sun environment,” he said.
One of the aspects Rines appreciates most of this structure is getting “a widely varied set of perspectives and experiences that help build a more reliable, more robust product, which is why we’re here.”
Another benefit to having colleagues across the globe is the sharing of recipes, a perk Senior Site Reliability Engineer Bernard Ting particularly enjoys. Proactively communicating with colleagues virtually “helps you to form bonds with people from other teams. You can always learn something new about cultures elsewhere. I talk to people about food and so I’m always gathering recipes from people from all over the world,” Ting shared.
While some may fear that working remotely could lead to feelings of isolation and loneliness, a different camaraderie can flourish in the structure of our distributed teams. With colleagues across time zones, “there’s always someone there who you can reach out to help solve your problem,” Rines said.
Collaboration hours are another way Site Reliability Engineering Manager Jaya Sistla has cultivated virtual community and problem-solving. These hours are blocked off for team members to talk about what they’re working on. “The main thing is being able to ask for help so you don’t go into the rabbit hole debugging things,” Sistla said.
Ting points out that working in a distributed model allows you to really engage in virtual events and conversations. Given that the team mainly communicates through online chat, Ting has found that “forces you to see everyone as equally approachable, which has made me more comfortable reaching out to people from anywhere in the world.”
For folks sharing an office, collaboration can happen through casual chats over coffee. When facing a challenge, you can ask your neighbor for support. While ideally virtual communication could have a similar cadence and spontaneity, the logistics of remote and distributed work require intentionality and being proactive in connecting with colleagues as people and as co-workers.
When Ting first started working remotely, he felt that every meeting needed to be formal and have a business objective. By sharing his feelings with his manager, he was reassured that “socializing is a very important part of teamwork, because if you don’t have a good relationship with your colleagues you’re not going to be able to have healthy discussions, healthy conflict or be able to critique each other when the situation arises.”
Since that conversation, Ting has been more proactive about catching up with colleagues, which can include sharing a coffee over video chat. Duo’s “coffee roulette” formalizes the process as every month, employees who opt in can be randomly paired up for a quick half-hour chat focused exclusively on socializing. Ting has found being proactive about socializing virtually helpful. “It’s made me more intentional with my time and really treasure the social experience you can get,” he said.
Some folks may be concerned that without a manager observing their efforts and work ethic day in and day out, it may be harder to recognize accomplishments and challenges. Ting found that within his team “when you work on projects and in your one-on-ones with your managers, they’re always very intentional about learning what you’ve been doing and seeing what your progress is like on certain projects. I’ve been asked, ‘How do you think you can improve? What are some of the things you’ve been doing outside of the team work?’”
To cultivate cross-team collaboration and education, there are thoughtfully planned virtual lunch and learns. “We schedule training sessions and common meetings at times that are flexible for everyone. If it has to be repeated, we do it so people can comfortably attend rather than stretching themselves and attending at odd hours,” Sistla said.
For Software Engineer Nick Aspinall, an important and fun part of working remotely is keeping in touch with virtual messaging. One unique perk has been getting to create and customize emojis with team members including a few of himself in “various ridiculous states,” he said.
Connecting with colleagues on themed channels focused on personal and professional interests from coffee to pets “makes it really cool because you can meet people across different teams and still get some of the feeling of rubbing elbows that you get when you’re in the office,” Aspinall said. Participating in these virtual conversations boosts morale while also providing an endless supply of cute animal pics.
Given the multi-faceted nature of our work and the importance of consistent information sharing, having different communication channels and formats to communicate data with varying degrees of complexity is vital. Having information readily accessible, accurate and updated is particularly necessary in a field like cybersecurity.
Senior Software Engineer Mario Lopez finds that the variety of information sources contributes to an easeful remote working experience. For instance, for complex architecture decisions or detailing, Duo’s Wiki is the best source.
Software Engineer Hanna Fernandez has benefited from chat channels dedicated to design and engineering topics to “see what everyone’s up to and what thoughts people have,” she said. Sista pointed out these are great places to ask questions and open up dialogue to solve problems.
Our culture is “video-on,” meaning that it is preferred that during video meetings, as much as possible, attendees have their cameras on. Lopez loves this because “you get a bit of that personal human element.”
“We’re all people behind these screens. You definitely get some of people’s personality through text, but you get it more when you actually see them. It’s infectious when you see someone smiling. You’ve got to smile back,” he shared (while we both smiled).
When Fernandez started at Cisco, she was advised to schedule individual meetings with everyone she would be working with on every team that she joined. That suggestion is one she’s applied even virtually.
“It’s a great strategy because I already know that my team is super talented and very smart, but this way I also get to know them as humans beyond their roles,” Fernandez said. Fernandez also finds it important to check in with co-workers and ask how they’re feeling and how their time off was. “I know a lot of people hate small talk, but it’s not just small talk. I’m genuinely interested in how my co-workers are doing.”
One of Ting’s biggest goals was buying his first house in the countryside outside of London. By working remotely, Ting has flexibility in his location which allowed him to achieve his goal of buying a house and settling down with his partner, while giving their dogs the space they need to be dogs.
When transitioning from fully remote to hybrid, it’s important to recognize that there will be some shifts to get accustomed to. As the structures of remote, distributed and hybrid work evolve, it’s important to stay flexible and notice what’s possible through multiple modalities of team building. Many teams have enjoyed in-person gatherings and connecting through virtual lunches and team games when remote.
Fernandez has had multiple roles with multiple structures at Cisco. As an intern, she was fully in person and shared desk space with other interns who collaborated on full stack engineering. While working in finance IT, Fernandez was hybrid and many of her colleagues were distributed among multiple offices. The pandemic began while she was in a DevOps role, forcing her to maintain boundaries around her work time while working fully remotely. In her current role working on Duo, Fernandez is completely remote but advocates for in-person events if possible, because “humans are social creatures who want to see each other’s faces in real life once in a while.”
For Aspinall, “when we did come back to the office, there was a bit of an adjustment period where you were overstimulated from the office.” He also wanted to ensure team members who were 100% remote were fully included. Now he sees that while half his team is fully remote and the other half is hybrid, “that doesn’t stop anyone from doing anything. All of our meetings feel the same. They’re all seamless.”
If you’re interested in joining our team from wherever you are in the world, check out our open roles.
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Few security career paths are linear. For Stephanie Frankel the journey to Cisco Secure was circuitous. The Ann Arbor, Michigan native studied journalism at the University of Michigan before managing communications for the Washington Capitals and NBC Sports. But after several stints at communications agencies, she charted a new path for herself in cybersecurity. Not only has her diverse background served as a strength in her current role as senior manager for strategy and operations, but it’s also informed her management philosophy.
After doing project management and account direction at consulting agencies, Frankel was interested in honing her skills and expertise on the client side. She had heard amazing things about Duo and wanted to stay in Ann Arbor and work for a company with local roots. After interviewing, Frankel realized that “working at Duo was a cool, exciting opportunity with a really awesome group of people.”
Frankel was on the ground running working as a technical project manager in research and development overseeing the Multi-Factor Authentication, applications and mobile engineering teams despite not having worked in information security before.
Duo’s security education allowed Frankel to understand the industry and is something she values for getting more people into the cybersecurity field. At Duo and Cisco Secure, employees come from a variety of backgrounds and some don’t have much (or any) experience with cybersecurity.
Robust educational programs build knowledge about security and specific products which empower new team members to grow and learn. Every team also has a learning and development budget for employees to quench their curiosity and enhance their knowledge through courses, books or other programs Manager of Global Employee Programs Anndrea Boris shared.
“People are open to having conversations and open to ideas and ways to solve those ideas. If you have an idea of how to solve a problem, no matter whether it’s your job or not, people are open and willing to listen to you.” – Stephanie Frankel
Something Frankel also appreciates most is that ideas are valued at Duo and Cisco Secure: “Even in my first job, I would have ideas and go to my boss or our head of engineering and say, ‘Hey, I think this could be a really cool opportunity, and I think it needs this.’ People are open to having conversations and open to ideas and ways to solve those ideas. If you have an idea of how to solve a problem, no matter whether it’s your job or not, people are willing to listen to you.”
After a year, Frankel moved from engineering to marketing to run operations for Duo’s in-house brand team, leading the team through a rebrand. “The team really rallied behind this new brand and it was amazing to see their pride and hard work when sharing it,” she said. With Frankel’s leadership, the team showcased not only the new look and feel of the brand but also the customer research that went into understanding the need for the change.
“Our amazing team knew that for it to catch on internally we needed to help people understand the why. The team put together an amazing training and went around the company to help people understand the security buyer, the industry overall and our differentiators and how we could do all of this within the umbrella of Cisco,” she said.
Recognizing that she most enjoys and feels best suited for a strategic operations role, she had open conversations with her manager. “I told my boss, ‘It’s just not a great fit.’” Her manager was very supportive, and they worked through potential options. “You’ll find a lot of that at Cisco,” she said.
Now as senior manager in the Strategy and Operations Group within Cisco’s Security and Collaboration division, Frankel runs key initiatives for business operations that drive business growth. She is empowered to creatively solve problems and collaborate “with all the stakeholders within each group to move these programs forward, to understand the problems we’re looking to solve, create objectives, a program plan, and continue to track metrics and progress towards those ultimate goals,” she said.
A self-described “over communicator,” Frankel believes that as a leader, “the more you communicate and the more transparent you are, the better.” Frankel loves leading people who are experts in their fields and letting them do what they do best.
On the brand team, for example, she trusted her team’s expertise in producing stories, videos and animations to demystify Cisco’s security products.
“All I needed to do was give them the objective and the goals and they were able to come up with the solutions,” Frankel said.
She fondly remembers the boss at one of her first jobs out of college. In that job Frankel wrote press releases and wanted her boss to fully approve the final versions before sending them to the media. Once her boss told her, “Stephanie, if you keep giving it back to me, I will keep finding things to change. I trust you to know when it is ready to go.” That confidence in her so early in her career “gave me so much confidence in myself,” she said.
Frankel emulates his approach to management by recognizing that each employee has different needs in their lives, in their careers, and in how they like to receive feedback. From that boss Frankel first learned that for every piece of negative feedback, you must give four pieces of positive feedback for “someone to actually hear it because that’s how you balance things out in your mind.”
Frankel believes feedback is crucial for growth. “I don’t see how you can improve or grow without it, no matter what level of your career you’re at. Feedback shouldn’t be taken as negative, as much as it is a way for you to improve,” she said.
One of the most helpful things Frankel learned in a Cisco class for managers was the importance of asking a person if they are in a good place to receive critical feedback. “You might not be in the mindset to accept the feedback and to do something constructive with it,” she said. ”If you’re having a bad day or struggling, you could say, ‘You know what, I’m not going to be able to take it today, but let’s talk tomorrow and I’ll be in a better place to receive it.’’’
Frankel has spent the last year thriving in a role she never anticipated in an industry her college training in journalism didn’t fully prepare her for. The secret, she says, is keeping an open mind to new possibilities and a willingness to take on new challenges, even if you don’t feel 100% ready.
“A lot of it is getting real world experience and learning your way through it and knowing that there’s a lot of opportunities and a lot of people that are willing to teach you,” she said.
To pivot professionally Frankel advises not feeling pigeonholed just because you studied a particular topic or have been in a certain industry for a long time. Take what you can from where you started such as storytelling and communications skills in the case of journalism for Frankel. While trying something new may require taking a different level or type of job “sometimes it’s worth it because you have that opportunity to grow and you might find you’re happier somewhere else,” she said.
When discerning professional steps Frankel recommends having open and honest conversations with yourself and others such as mentors.
“Cisco has so many mentorship programs and so many people that are knowledgeable about a lot of things,” she said. ”Just because your current role isn’t a great fit doesn’t mean that there’s not another good fit within the corporation, or it doesn’t mean that you can’t create your own good fit.”
Did you know that Cisco offers cybersecurity trainings and certifications? Start developing your cybersecurity skills today! And if you’re ready to jump into an exciting new career in security, check out the open roles at Cisco Secure and Duo Security.
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