Tech company Bynder did not allow any staff in the office during the first week of summer vacation. All locations worldwide remained closed, forcing a total of 300 employees to work from somewhere else. Bynder thus demonstrated its drive for innovation, which goes beyond just technical solutions. It was also a great conversation starter in the run-up to the launch of Bynder’s new software: Orbit.

The idea for the remote work week arose during a brainstorming session about Bynder’s innovative management. It would be a great experiment internally: would a week where staff are required to work outside the office promote creativity and autonomy? It could also generate valuable publicity in the run-up to the launch of Orbit, Bynder’s new software.


The initiative regarding the remote work week received extensive attention in the RTL News. In addition, the reporting was included in NRC. NRC journalist Ykje Vriesinga even decided to participate in the remote work day herself and wrote an article about her experience. Within trade media, the news was shared on Fonk, Customerfirst, and Techzine, among others. In addition, there was international attention, on platforms such as Americaninno and TechRepublic.

The news also functioned well as a conversation starter. Companies such as Hotjar, Spaces, Wework, Fixico, Recruitee, Enhancv, Wanderbrief, and Bloomreach joined Bynder’s initiative. Lubbers De Jong also participated, of course!

Orbit leveraged all the previous publicity. Bynder’s new software received attention on RTL Z and in trade media such as Sprout, Marketingfuel, and Dutch IT Channel. In addition, the aftermath of the project resulted in an interview in Quote, as well as invitations to participate in major marketing campaigns of Zilveren Kruis and I amsterdam.


The most important thing was to get everyone at Bynder on board with the plan, from interns to the CEO. The start of the summer vacation was ideal timing, but due to the short lead time, everything had to be planned in detail. The team worked hard on this. Publicity-wise, we aimed for national publications in the Netherlands, as well as attention in trade media. A news item on radio or television would be the icing on the cake.


Our approach consisted of a mix of press releases, accompanying blogs, a social media strategy, practice interviews, and pitches to journalists.

For the contact with the press, we used ‘exclusive’ pitches, in which pre-selected media were offered the story in advance. This gave the media more time to prepare. This allowed RTL, for example, to come and film on Monday during the first ‘remote day’. Additionally, NRC was able to set up a more extensive piece, which also asked experts for their opinions.

After the exclusive pitches, we sent out a press release to a broader audience. To make the message more attractive, a photo was taken showing CEO Chris Hall holding the glass entrance door of Bynder closed, with the staff seen behind him, trying hard to get in. Interested media outlets were free to use this photo.

In addition to traditional media coverage, we also aimed to reach a wider audience through social media. Companies could join the initiative and share their experiences using the hashtag #remoteday via a special landing page.

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