ESSENTIALS AT A GLANCE
The Venue
The Workation Village, a stone hillside retreat in San Sebastiano da Po, Italy
Industry
Background checking software, compliance tech
Country & Region
Piedmont, Italy
Producers
Valeria Dolce, Giulia Boccacini
Character
Convivial, playful, intentionally connected
Campfire Field Notes. Client Retreats
Zinc went from a handful of people to nearly 200 in under a decade. Now it's betting that the culture that got it here can scale too.
Zinc was founded in 2017 in a co-working space, and its co-founders were doing marketing, finance, sales, and outbound all at once. Growth has since outrun the scrappiness of the early days. The company ranked 27th on The Times's list of the UK's fastest-growing tech companies and plans to add another 30 to 40 people by Christmas. Growth brings its own problems. "We want to make sure that we really intentionally grow the culture, which as you get bigger, it does become harder," said co-founder and CMO Charlotte Shipley-Hall. She has been on maternity leave for three and a half months, and in that time the company hired another 15 to 20 people.
Sophie Macklin of the people and talent team sees it from the inside. Two years ago, she noted, the retreat drew about 50 people. This year it drew over 150. "People don't necessarily know each other as much as they did," she said.
Co-founder and CEO Luke Shipley gave the problem a name in his opening talk. Zinc crossed 150 employees earlier this year, the figure anthropologist Robin Dunbar identified as the most relationships a person can hold in mind. Until the company reached about 30 people, everyone joined one stand-up each morning. That era is over. "Decision-making will slow down. Communication will become harder. You will have more silos," he told the room.
The mission was to fight that drift on purpose. Zinc wanted a setting that would push people toward colleagues they'd never sat beside, and to reconnect with the company's values, which Luke admitted are probably overdue for an update.
"This is a huge investment, we spend an awful lot of money to bring 152 people from London out to Italy," said COO Sam Norman.
Sophie Macklin of the people and talent team sees it from the inside. Two years ago, she noted, the retreat drew about 50 people. This year it drew over 150. "People don't necessarily know each other as much as they did," she said.
Co-founder and CEO Luke Shipley gave the problem a name in his opening talk. Zinc crossed 150 employees earlier this year, the figure anthropologist Robin Dunbar identified as the most relationships a person can hold in mind. Until the company reached about 30 people, everyone joined one stand-up each morning. That era is over. "Decision-making will slow down. Communication will become harder. You will have more silos," he told the room.
The mission was to fight that drift on purpose. Zinc wanted a setting that would push people toward colleagues they'd never sat beside, and to reconnect with the company's values, which Luke admitted are probably overdue for an update.
"This is a huge investment, we spend an awful lot of money to bring 152 people from London out to Italy," said COO Sam Norman.
The Core Experience
The tone was warm, social, and a little mischievous, more garden party than conference. By the first afternoon, Norman said, the place looked "like something out of a film set," with a volleyball game underway and people settled in with glasses of wine. CTO Sanjeev Ponnapula has attended all five retreats, the first being a Tuscan villa of about 15 people. He credits the company's culture to one hiring filter.
"Every time we hire someone, the core requirement is: are you a kind person? And when you bring them into a retreat, it means that you're surrounded by a lot of kind people."
The Workation Village itself proved a good fit for the team. A Piedmontese castle sitting on a hilltop dripping with history, the village fosters creativity. It also boasts Wi-Fi routers that sit inside the old bell tower, which lets a company that keeps working during its retreat do so from a terrace with a view.
"Every time we hire someone, the core requirement is: are you a kind person? And when you bring them into a retreat, it means that you're surrounded by a lot of kind people."
The Workation Village itself proved a good fit for the team. A Piedmontese castle sitting on a hilltop dripping with history, the village fosters creativity. It also boasts Wi-Fi routers that sit inside the old bell tower, which lets a company that keeps working during its retreat do so from a terrace with a view.
Not just fun and games
The centerpiece was a talk from Luke, who compared culture to gravity.
"It pulls and pushes in different directions," he said. "And that is all driven by how you show up on a daily basis."
He called the week a "slingshot opportunity" for Zinc, a chance to make a jump the company couldn't make on an ordinary Tuesday. He backed it with research. Novel locations broaden thinking, and breakthrough ideas tend to come from weak ties, the people outside your immediate team who don't share your blind spots. Then he sent everyone into assigned animal groups for ten minutes with a partner they didn't usually work with, asking about their role and their biggest challenge.
The effect was visible. Sian Hammond, the social media manager, wandered into a room of strangers and stayed.
"It's quite hard to do it in the office sometimes when everyone's heads down working," she said.
Tobi Olasupo from customer success, on his first retreat, spent a year trading Slack and Zendesk messages with people he's now meeting face to face.
"I know them by name, but we've just never crossed paths in the office,” he said, adding that he was grateful to have the opportunity to get to know each other in such a location.
Norman explained what he hoped all of this would protect. He wants colleagues who can disagree without friction, for instance over whether a website button should be blue or green.
"We should be able to defend our positions passionately. But as we leave that room, there's nothing personal about that conversation."
The whole company also went to work in a cooking class built on the French brigade system. Every dish had a head chef, a sous chef, line cooks, and, crucially, a taster. It had little to do with running background checks, but it scrambled the org chart in the best way: the person plating next to you might be someone you'd only ever met in a Slack thread.
"It pulls and pushes in different directions," he said. "And that is all driven by how you show up on a daily basis."
He called the week a "slingshot opportunity" for Zinc, a chance to make a jump the company couldn't make on an ordinary Tuesday. He backed it with research. Novel locations broaden thinking, and breakthrough ideas tend to come from weak ties, the people outside your immediate team who don't share your blind spots. Then he sent everyone into assigned animal groups for ten minutes with a partner they didn't usually work with, asking about their role and their biggest challenge.
The effect was visible. Sian Hammond, the social media manager, wandered into a room of strangers and stayed.
"It's quite hard to do it in the office sometimes when everyone's heads down working," she said.
Tobi Olasupo from customer success, on his first retreat, spent a year trading Slack and Zendesk messages with people he's now meeting face to face.
"I know them by name, but we've just never crossed paths in the office,” he said, adding that he was grateful to have the opportunity to get to know each other in such a location.
Norman explained what he hoped all of this would protect. He wants colleagues who can disagree without friction, for instance over whether a website button should be blue or green.
"We should be able to defend our positions passionately. But as we leave that room, there's nothing personal about that conversation."
The whole company also went to work in a cooking class built on the French brigade system. Every dish had a head chef, a sous chef, line cooks, and, crucially, a taster. It had little to do with running background checks, but it scrambled the org chart in the best way: the person plating next to you might be someone you'd only ever met in a Slack thread.
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Recap
The founders and leaders at Zinc intend to use this retreat as a formative step in building and scaling the culture that brought them where they are today.
Ponnapula sees the retreat as a long game. If people leave with five colleagues they feel closer to, and the company repeats the exercise for years, "it builds up."
Zinc's leaders are also placing a deliberate bet on in-person connection. The company pays for an office people visit only two days a week, plus Monday lunches, Thursday drinks, and clubs for poker, cinema, and surfing. Shipley-Hall sees the payoff in memories rather than metrics. "It's not about how nice your room was. It's about those little moments. Oh, I really love playing chess with so-and-so. Oh, so nice watching the sunrise."
That practical value shows up down the line. "When you know people best within the team, it's so much easier to get through the hard moments."
"It's settings like this where you get to create the environment for people to bring their true selves to work, create that emotional safety, so the team is just stronger," said Norman.
Ponnapula sees the retreat as a long game. If people leave with five colleagues they feel closer to, and the company repeats the exercise for years, "it builds up."
Zinc's leaders are also placing a deliberate bet on in-person connection. The company pays for an office people visit only two days a week, plus Monday lunches, Thursday drinks, and clubs for poker, cinema, and surfing. Shipley-Hall sees the payoff in memories rather than metrics. "It's not about how nice your room was. It's about those little moments. Oh, I really love playing chess with so-and-so. Oh, so nice watching the sunrise."
That practical value shows up down the line. "When you know people best within the team, it's so much easier to get through the hard moments."
"It's settings like this where you get to create the environment for people to bring their true selves to work, create that emotional safety, so the team is just stronger," said Norman.
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