Managing a workforce spread across multiple countries and time zones presents challenges that most executives underestimate until they experience them firsthand. David Natroshvili, the founder and CEO of SPRIBE, has developed a counterintuitive approach to solving this problem: he believes there is no such thing as communicating too much.
The iGaming software company now employs more than 350 people distributed across offices in Warsaw, Kyiv, Tallinn, Tbilisi, and the Isle of Man. Building a cohesive organizational culture across these disparate locations required David Natroshvili to fundamentally rethink how information flows within a company. His conclusion was that the communication norms that work in traditional office settings simply do not translate to distributed environments.
The Information Asymmetry Problem
Traditional offices benefit from what Natroshvili describes as information spreading through osmosis. Casual conversations in hallways, overheard discussions at lunch, and spontaneous brainstorming sessions all contribute to a shared understanding of priorities and challenges. When employees work in different cities and time zones, these organic information exchanges disappear entirely.
The SPRIBE founder identified that communication in distributed teams does not just happen less frequently—it happens unevenly. This creates information asymmetries that compound over time. Employees in one location may have a detailed understanding of current priorities while colleagues in another office operate with outdated or incomplete information.
According to industry observers, David Natroshvili’s background includes experience in government and Fortune 500 companies, which gave him insight into how large organizations succeed or fail at maintaining alignment across divisions. This experience informed his approach to building SPRIBE’s communication infrastructure from the ground up.
Testing Communication Effectiveness
Natroshvili developed a simple but revealing test for assessing whether communication is functioning properly within his organization. The test involves selecting an employee at random from any SPRIBE office and asking them to explain the company’s current top priorities and strategic direction. If they cannot articulate these clearly, or if employees in different locations give different answers, the communication system has failed.
Early in the company’s growth, this test revealed significant problems. Employees in Warsaw, where much of the leadership team was based, had clear visibility into quarterly priorities. Colleagues in other offices had a vaguer understanding, filtered through local managers who might interpret or emphasize information differently.
Strategic Repetition Over Information Overload
The solution to this challenge was not simply to flood every channel with every piece of information. SPRIBE’s approach distinguishes between messages that require repeated reinforcement and routine operational updates that can be communicated once in the appropriate channel.
Strategic priorities, company values, and major decisions fall into the first category. These messages need to be communicated repeatedly until they become embedded in how distributed teams make decisions when leadership is not immediately available. The company’s partnership strategy reflects this same principle of consistency and alignment across global operations.
David Natroshvili prioritizes by impact, identifying each week the two or three initiatives that genuinely move the needle for SPRIBE and ensuring those remain visible across all offices. This focused approach prevents the information overload that would train employees to ignore communications entirely.
Feedback Mechanisms Across Distances
Communication in distributed organizations must flow in both directions. SPRIBE has invested in structured feedback mechanisms that function across time zones and office locations, including regular one-on-ones, anonymous feedback channels, and deliberate efforts to ensure voices in smaller offices are heard as clearly as those at headquarters.
The investment paid dividends during complex cross-functional initiatives like the company’s AC Milan partnership, which required coordination across design, marketing, legal, and commercial teams in multiple countries. As reported by Business Insider Africa, this kind of coordination only succeeds when teams share a common understanding of goals, timelines, and constraints.
For leaders managing distributed teams, the SPRIBE CEO offers straightforward guidance: if you believe you are over-communicating, you are probably communicating at approximately the right level. The instinct to reduce repetition and respect people’s time, while well-intentioned, often leaves distributed teams operating without the shared context they need to succeed.