Managing a technology company with employees scattered across multiple countries presents challenges that traditional management principles fail to address adequately. David Natroshvili, founder and CEO of SPRIBE, has developed a counterintuitive approach to leadership that prioritizes deliberate over-communication as a core management principle.
With more than 350 employees distributed across offices in Warsaw, Kyiv, Tallinn, Tbilisi, and the Isle of Man, SPRIBE operates as a truly global organization. This geographic dispersion has taught Natroshvili that information travels differently when teams lack physical proximity. Messages that would spread organically through casual office interactions instead create what he describes as “information islands,” pockets of knowledge that exist in some parts of the organization but not others.
The Case for Saying Things Multiple Times
Natroshvili’s solution involves assuming that any message communicated once will reach less than half of its intended audience. Important information therefore gets shared through multiple channels and formats: company meetings, written documentation, follow-up emails, team discussions, and project channels all reinforce the same core messages.
“Communication can be tricky without intentional effort,” Natroshvili explained in a recent profile covering his leadership approach. “Misunderstandings and silos creep in. We’ve learned to over-communicate, use clear written guidelines, and keep video calls focused to bridge the distance.”
This philosophy extends beyond simple repetition. Documentation plays a central role in making information accessible across time zones. Major decisions, strategic discussions, and project updates get written down where all employees can access them, creating a shared knowledge base that functions regardless of when team members log in.
Measuring Communication Effectiveness
David Natroshvili employs a practical test for determining whether communication is working within SPRIBE: pick an employee at random from any office and ask them to explain current priorities and strategic direction. If they cannot articulate these clearly, or if employees in different offices provide different answers, communication has fallen short.
Early in SPRIBE’s expansion, this test revealed significant disparities. Employees at headquarters understood quarterly priorities clearly because they worked near the leadership team. Team members at other locations relied on information filtered through local managers, who might emphasize different aspects or interpret priorities through their own perspectives.
The solution involved systematizing how strategic information reaches all offices simultaneously through identical channels. Rather than centralizing decision-making or requiring attendance at more meetings, Natroshvili focused on ensuring consistent message delivery.
Strategic Selectivity in Amplification
Not everything deserves the over-communication treatment. Company values, strategic priorities, and major decisions require repeated reinforcement until they become organizational muscle memory. Routine operational updates can flow through standard channels without amplification.
This distinction prevents information overload while ensuring critical messages penetrate throughout the organization. David Natroshvili identifies two or three initiatives each week that will genuinely move the needle for SPRIBE and ensures those remain consistently visible.
The payoff became evident during SPRIBE’s AC Milan partnership, which required coordination across design, marketing, legal, and commercial teams spanning multiple countries. The distributed structure enabled around-the-clock work that delivered a global campaign without missed deadlines.
For technology leaders managing geographically dispersed teams, Natroshvili’s framework offers practical guidance: if you feel you might be over-communicating, you’re probably communicating appropriately. The failure lies in assuming that saying something once is sufficient.