Maintaining
a strong culture
in a remote-first environment
requires intentionality
In our latest Up-Close interview, we speak with Georg Ell, CEO at Phrase.
Can you walk us through the pivotal moments in your journey that brought you to serve as the CEO at Phrase?
Reflecting on my journey, I’ve been fortunate to encounter several pivotal moments that shaped my path. One standout memory goes back to 2007 when I was just starting out at Microsoft. Fresh out of the graduate program, I was an account manager, when a colleague sadly fell ill, and as a result, I was handed responsibility for a key territory. This opportunity led me to work with Aviva Insurance, which became Microsoft’s first-ever enterprise cloud services deal won from Europe.
At just 26, I was deeply involved in what would later be known as Office 365. Back then, it was still an immature offering, and I found myself writing large portions of the legal contract and SLA with no formal legal background. This experience taught me invaluable lessons. Later, I became Microsoft’s first quota-carrying salesperson for Enterprise Cloud in Europe, playing a role as that business grew into what we now know as Office 365.
Another pivotal moment came through a LinkedIn message inviting me to join a young company called Yammer. Back in 2011, Yammer was a Series B startup at the forefront of four mega-trends: mobile, big data, cloud, and social. Joining felt risky—entrepreneurship wasn’t as celebrated back then—but I was captivated by the challenge. We started building Yammer’s European team from a small pub in London Bridge and scaled it to 85 people on the Old Street Roundabout in 18 months. The culture we created was exceptional, and the company was eventually acquired by Microsoft.
My next leap was to Tesla, prompted by another LinkedIn message. When an executive recruiter said, “Elon wants a tech person to run the UK,” I hesitated, admitting I knew little about cars. “That’s fine,” they said. “Just meet him.” I did, and they sealed the deal by letting me experience a Model S—an unforgettable moment. Working at Tesla was intense yet incredibly rewarding. I regularly had 2:00 a.m. calls with Elon, and for months, I submitted daily updates to him. This role was incredibly varied and certainly honed my resilience and problem-solving skills.
After Tesla, I stepped into my first CEO role, supported by Tenzing, an outstanding private equity firm. The business was called Smoothwall, focused on digital child safety in schools. We successfully sold Smoothwall to FamilyZone (now called Qoria, listed on the ASX) and I remain a passionate non-executive Board member there. This experience prepared me for my current position at Phrase, where I am privileged to lead a strong team transforming how businesses connect globally, enhance customer experiences, and drive growth through language technology.
What were your key learnings at Tesla, and how have they influenced your leadership style?
Tesla had an intense sense of purpose and urgency because we knew the stakes were high. Our mission was to accelerate the world’s transition to sustainable energy, and this wasn’t just corporate jargon. We used to even celebrate competitors entering the electric vehicle space. It wasn’t about Tesla alone but about driving a global movement.
Working with Elon Musk introduced me to first-principles thinking, solving problems as if starting from scratch—a concept that’s simple in theory but challenging in practice. For instance, Elon once said that the only immutable law is physics; everything else is biology and chemistry. This mindset fostered innovation but also demanded bravery, as decisions were constantly scrutinised.
One of Tesla’s cultural pillars was acting in the company’s best interest, even if it meant breaking established rules. However, the flip side was that this required immense confidence, as there were consequences for misjudging situations. This high-stakes environment taught me to balance courage with careful consideration.
How has your leadership evolved, and how do you adapt your style at Phrase?
After Tesla, I transitioned to Smoothwall, where I nearly overwhelmed the company in my first nine months. I implemented sweeping changes—from rebranding to reengineering the entire product infrastructure—at a pace the organisation struggled to sustain. This experience underscored two key lessons: the importance of pacing change and the value of adaptability.
I’ve since worked hard to develop a more nuanced leadership style, incorporating coaching for myself and my team. At Phrase, this investment has paid dividends, strengthening our leadership dynamics and building organisational resilience. I also prioritise clarity around values. While I consult widely, I believe leaders must sometimes take a stand, articulating and embodying the principles that guide the company.
“We’ve made significant investments in career development across the company, with a particular focus on the senior and executive leadership teams. ”
How do you foster culture in a remote-first organisation like Phrase?
Maintaining a strong culture in a remote-first environment requires intentionality. At Phrase (and I did the same at Tesla and Smoothwall) I host weekly all-hands meetings to set the tone and ensure alignment. This practice keeps communication frequent and transparent, a necessity in a distributed workforce.
We also conduct quarterly engagement surveys, with actionable follow-ups shared transparently across the team. This creates a feedback loop where employees see their input driving tangible changes. Additionally, we focus on community-building initiatives, from in-person hub events to remote team activities and volunteering opportunities.
We’ve made significant investments in career development across the company, with a particular focus on the senior and executive leadership teams. By fostering a shared language around behaviors, expectations, and problem-solving approaches, we’ve strengthened alignment and collaboration. These initiatives, combined with a highly consultative and iterative strategy and OKR process, have delivered substantial results, driving both individual and organisational growth.
Operationally, we rely heavily on tools like Slack and Fellow to enhance transparency and collaboration. Beyond tools, we regularly highlight and celebrate our core values through peer-to-peer recognition and discussions with new hires. This ensures our values remain an active part of daily life at Phrase.
Can you share more about Phrase and how it stays competitive in a rapidly evolving AI landscape?
Phrase is a language technology platform helping businesses of all sizes localise their content efficiently and effectively. From enabling global brands like Uber, Deliveroo, Tripadvisor, Shopify and Zendesk to supporting game developers with cutting-edge translation and localisation capabilities, our impact spans globally and across all industries.
We stay ahead by integrating advancements in AI, particularly large language models, into our platform. By combining these with our proprietary tools and workflows, we provide enterprises with scalable, highly automated and cost-effective solutions that maintain quality and mitigate risks. For example, our AI-powered technology ensures health-related content adheres to regional norms, delivering precision at scale.
Our commitment to research and innovation positions us to expand what’s possible in translation and localisation, enabling our clients to achieve deeper, more meaningful global engagement.
What excites you about AI’s potential?
I’m optimistic about AI’s transformative potential. At Phrase, we empower all employees with tools like ChatGPT and the training to maximise their use, driving significant productivity gains. I believe AI is not about replacing people but enhancing their capabilities. By embracing this mindset, organisations can achieve exponential growth in productivity and innovation.
Personally, I view AI as an invaluable thought partner. I’ve trained my own AI counterpart, engaging it in meaningful discussions across topics. This relationship has deepened my insights and elevated my decision-making, allowing me to bring higher-quality dialogue to my teams.
How do you balance work and family life as a busy CEO?
Balancing work and family life is a challenge, especially when both partners have demanding careers. My wife and I coordinate meticulously, fortunately supported by household help, but it’s far from easy. We prioritise quality time with our children, often working late into the night to make it happen. While hobbies take a backseat, the hard work we invested in our early careers now affords us greater flexibility.
Any resources that have significantly influenced your growth?
I’m a voracious reader and podcast listener. Some standout podcasts include “All-In,” “The Rest Is Politics,” and “Empire.” On the reading front, I recommend biographies like Shoe Dog by Phil Knight, Made in America by Sam Walton, and The Everything Store about Jeff Bezos. Matthew Walker’s Why We Sleep profoundly changed my perspective on sleep’s importance.
Any final thoughts for aspiring CEOs?
Leadership can be lonely, especially during tough times. It’s crucial to seek support—whether through coaching, therapy, or conversations with peers. I encourage aspiring CEOs to embrace vulnerability and invest in personal growth. The journey is challenging but immensely rewarding. If any CEO reads this and would like to share experiences and learnings, I would be delighted to speak to them!
