An unstoppable mindset helped retired Navy SEAL Squadron Commander Randy Hetrick build TRX into a global force.

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While on deployment in 1997, Navy SEAL Squadron Commander Randy Hetrick was looking for a way to keep his body in peak physical condition, which is essential for effectively operating as a member of the most elite fighting force on the planet. Alas, there weren’t many Equinoxes or L.A. Fitnesses in the part of the world he was deployed in (okay, there weren’t any.) 

The ability to adapt and improvise are trademarks of special operators, and so Hetrick put those powers to work. Using only parachute webbing, a jiu-jitsu belt he accidentally packed in his bag and his body weight, Hetrick devised a workout system that helped keep his mind and body strong. It was primitive, and it worked. After leaving the Navy, Hetrick continued to develop and refine his MacGyver-ed system. Cut to 2019, and that system is now the global fitness phenomenon known as TRX. Hetrick’s suspension-training product and workout system are utilized in more than 60,000 clubs and training facilities worldwide, the company expects to

Over the past few weeks, high-profile companies, including Twitter, Facebook, and Nationwide, made headlines by announcing new policies that make remote work more available to their workforce. But conspicuously absent from the conversation is an important distinction: the difference between partially remote and fully remote organizations. 

Couched in each of the announcements are acknowledgements that the office isn’t fully going away. It is being reprioritized. While the bold decisions to create remote arrangements are welcome changes, to date no well-known company has announced plans to abandon the office entirely. Rather, many are scaling back the office presence or scaling up remote options. Choosing neither fully remote nor fully co-located, these companies have instead opted to negotiate a new balance between the two. 

I want to highlight a different option, one that’s received far less attention: going all-in on remote. 

InVision, where I’m the chief marketing officer, has been a fully remote company since its founding in 2011. (We call it “fully distributed.”) Our 700 employees are scattered from Seattle to Singapore with no offices anywhere, save for a smattering of coworking spaces, dinghies in a sea of home offices. The lack of a central office and the …

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