In this episode of Culture Uncovered, Jena Dunay sits down with Reuben Doetsch, Co-Founder and President of AvantStay, to explore what it's like to build culture at a fast-moving, remote-first hospitality company bringing hotel-level consistency to short-term rentals.
Reuben shares how frustration with inconsistent short-term rental experiences, combined with his background running a co-living company, led him and his co-founder to build AvantStay into a portfolio of over 3,500 properties across 60 markets. The conversation dives into the company's deliberately flat, global-first hiring philosophy — paying top talent well regardless of location, with no artificial leveling ceilings between onshore and offshore employees — and how that shapes a genuinely unified (not siloed) remote culture.
The episode also covers AvantStay's blunt, performance-driven approach to culture, including cutting formal culture programming in favor of real interpersonal connection, a mandate for employees to actively upskill in AI, and an honest acknowledgment that the company's fast-changing, low-structure environment isn't the right fit for everyone — and that's by design.
What You'll Learn
How AvantStay's "hotel in the home" concept was born out of real frustration with inconsistent short-term rentals
Why the company deliberately avoids different leveling criteria for offshore versus onshore employees
How AvantStay builds genuine connection with a globally distributed team through regular in-person gatherings
Why the company cut formal culture programs in favor of real manager relationships and shared work
How AvantStay's new "Market Enablement Team" was created to solve lagging regional issues with fresh eyes
Why Reuben openly says AvantStay isn't the right fit for everyone, and how that's addressed from the first interview
Company Highlights
Industry: Tech-enabled hospitality (short-term rentals and boutique hotels)
Customer Base: Travelers seeking unique, high-quality alternative accommodations, from large group homes to boutique hotels
Company Stage: 8-year-old company, ~400-450 employees (down from a peak of 800), fully remote with ~200 field-based roles
Culture: Performance-driven, transparent, fast-moving, and intentionally not for everyone
Focus Areas: AI upskilling, global talent equity, acquisition integration, and operational agility
Unique Perks & Programs
Vacation-Style Stay Credits: Employees can stay at AvantStay properties in other markets to build firsthand understanding of the business
No Offshore/Onshore Ceiling: Equal advancement opportunity regardless of location, including senior leadership roles held by fully remote team members
Flexible, Outcome-Based Schedules: Employees can structure their work around their life and location as long as outcomes are met
Quarterly In-Person Gatherings: Regular team meetups plus natural gatherings around market and hotel launches
High-Trust, Low-Micromanagement Culture: Trust is earned but extended broadly once established, including around scheduling and location
Mandatory AI Upskilling: A company-wide expectation that employees actively learn and apply AI tools to remain competitive
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