In seven years, we have grown from two people to over a hundred. That kind of growth forces you to think carefully about retention, because hiring well means nothing if people leave before the investment pays off.
Our approach is straightforward: build a workplace where people feel valued, supported, and challenged to grow. Everyone is different, so the policies have to flex. Here is what we have built over those seven years and what we have learned from each of them.
Remote-first, not remote-tolerated
Damia operates a remote-first policy. That means remote is the default, not an exception granted on request. We trust our team to work from wherever they are most productive, and the results have confirmed that trust consistently.
Some of our team have worked as digital nomads from Thailand, Indonesia, Moldova, Singapore, and Cabo Verde. Others prefer the structure of an office, and we maintain workspaces in both Lisbon and Porto for anyone who wants them. The point is that neither option is the “real” one. Both are equally supported.
Mental health as infrastructure
We treat mental health support as part of how the company operates, not as a perk listed on a benefits page.
Over the years, that has taken several forms: discounted access to professional mental health services through partnerships, workshops on managing anxiety and switching off (particularly during COVID), and nutrition-focused initiatives that support a healthier relationship with work. The specific programmes evolve, but the commitment to resourcing mental health properly stays constant.
Upskilling and reskilling
Keeping our team’s skills current is a direct investment in retention. We run training programmes both online and in person, and we have sent team members to specialist sourcing training in Amsterdam and the UK to stay ahead of how the recruitment market is evolving.
The principle is simple: if someone needs to learn something new to do their job better, we find a way to make that happen. The alternative, letting skills stagnate until people leave for a company that will invest in them, is more expensive in every way.
Diversity, equity and inclusion in practice
We are deliberate about making sure DEI is structural rather than performative. That means inclusive recruitment practices, internal policies that promote equity, and a team culture where everyone is welcome and respected. We value merit and equality of opportunity, and we measure ourselves against that standard rather than assuming we have achieved it.
Agile performance management
We moved away from traditional annual reviews early, and it has been one of the better decisions we have made. Our approach now centres on regular check-ins, real-time feedback, and quarterly goal-setting. These keep the team engaged and give people a clear sense of where they stand without waiting twelve months for a formal review.
We have built this out further with a career path programme and HR software that supports goal tracking, regular performance conversations, and structured feedback loops.
Customisable benefits
Everyone’s needs are different, so we offer a benefits package that people can shape to fit their situation. The current package includes:
- Healthcare plan
- Coverflex meal card and flexible benefits
- HBO Max and Spotify subscriptions
- Urban Sports membership
- Remote-first work policy
- Length-of-service benefits
- Days off for birthdays, Carnival, 24 and 31 December
- Option to purchase additional days off
- Digital nomad facilitation
This list evolves as the team’s needs change. The principle stays the same: give people choices rather than a fixed package they did not ask for.
Culture you can feel
Retention is not only built in policies. It is built in the moments between the policies.
Over seven years, we have lost count of the team events: escape rooms, after-work beers, moustache parties for Movember, Christmas dinners, laser tag, and more than a few evenings that ran longer than planned. These are not HR initiatives on a spreadsheet. They are the reason people actually like working here.
When people are genuinely happy at work, they contribute more. Not because they are told to, but because they want to. That connection between happiness and output is not a slogan, it is something we have watched play out across every year of the company’s existence.
What comes next
Damia is committed to continuing to invest in our team and our culture. The policies will keep evolving as the market changes and as we learn what our people need. What will not change is the principle underneath: when people thrive, the company thrives.
Curious about what it is like to work at Damia? See current roles, or read how we run feedback.
