[Why I Joined Teracy] Tasks got done, but connection was lost — My road to Teracy

My path to the Teracy project team did not involve recruiters or job boards;
it hinged on a stubborn question:

"How could remote collaboration feel as natural as sharing a desk with a teammate?"

At my previous company I joined the early planning for a project with the same goal.

I focused on the technical and UX questions that might move remote collaboration beyond scheduled calls toward a shared-table rhythm.

The outcome never matched that ambition, and the gap stuck with me.

I wasn’t interested in making an existing workflow ten percent more efficient.

I kept experimenting with new interactions and lightweight protocols to see whether any combination could restore the ambient sense of co-presence teams rely on.

I wanted to move beyond the classic boxed-in window paradigms that most applications offered, so I pushed prototypes that layered presence cues outside that frame.

The tools I tried still felt transactional—they solved tasks, not relationships.

So when that project wrapped and I shifted to a different team, the original problem statement stayed with me. It felt like unfinished work about the future of how we collaborate, and I didn’t want to let it fade.

In my personal time I kept digging into remote communication systems, real-time data flow, WebRTC, Electron, and how fresh UI patterns could layer with proven UX foundations

—searching for approaches or peers who saw the gap the same way.

Chiharu and Ludy

One night, while reviewing how other teams tackled similar problems, I landed on the Teracy team’s homepage.

What I read there felt like a continuation of the experiments I had been running alone.
Their language around craft, presence, and human-scale collaboration matched the memos I had been recording in my notebook.

After digging through their homepage, it was clear that few teams were tackling the problem with that level of depth.

Reaching out felt like the next sensible step so we could compare technical and UX approaches and see how their assumptions lined up with mine.

When we finally talked, it confirmed that they saw remote work as only one part of the larger problem. They were focused on restoring the informal layer that lives outside scheduled meetings and message threads;

the quick questions, shared focus, and incidental visual or auditory cues that keep distributed teams connected.

Their direction blends online flexibility with the warmth of in-person presence, which matched the outcome I had been chasing.

That alignment made the next move obvious, and joining the project team let us explore the direction together.

working with Teracy team in winter

I’m still here, experimenting with teammates who share the same obsession.

We keep looking for ways to preserve the advantages of remote work while lowering the pressure and expanding relationships.

Each day we surface and solve complex problems,
especially the ones we have not named yet.

That ongoing exploration keeps the work necessary as well as rewarding

—and gives us the next hypothesis to chase.