This week on People Protocol, we sat down with Cynthia Gathoni, PHRi, Senior HR Business Partner at Yellow Card, to talk about what it really takes to build and sustain great teams in a fully remote, Web3-native company. From crafting culture without an office to navigating compensation models across African markets, Cynthia’s insights are a masterclass in people strategy at the edge of financial innovation. If you're scaling a distributed team or just curious how crypto companies are approaching HR in emerging markets, this one’s for you.
You’ve been at Yellow Card for close to three years, growing from HR Analyst to Senior HR Business Partner. What initially drew you to the Web3/crypto space, and what’s kept you motivated in this evolving industry?
I was really curious about the potential of crypto and digital assets as a whole and how they could change the financial landscape, especially in Africa. When I joined Yellow Card, it was about being part of something that could actually make a difference in how people access financial services.
What keeps me going is the pace and purpose. Web3 is constantly changing, so I’m always learning, and adapting. That kind of environment keeps me sharp and the fact that our work is opening up financial access for more people, that’s what makes it all worth it.
As someone who's supported HR strategy in remote-first teams, how do you maintain strong employee engagement and a sense of company culture without a physical office?
It definitely takes intention. You can’t rely on casual hallway chats or team lunches, so you have to be deliberate about creating space for connection and clarity. We’ve built routines around regular check-ins, team bonding activities (physical and online), and open communication. Things that make people feel seen and heard even when we're miles apart. As a team we have quarterly town-halls. In addition we have certain Slack channels dedicated to people’s interests that allow for more connection around hobbies and social activities.
Culture, to me, is about how people feel: about their work, their team, and the mission. You don’t need an office for that, you just need the right mindset and systems.
Yellow Card operates at the intersection of digital assets and financial inclusion. How does that mission shape your approach to attracting, hiring, and retaining talent?
The mission is a big part of our identity, and it definitely influences how we hire. We're not just looking for people with the right experience. We want people who genuinely care about impact and are curious about the space we’re in.
When it comes to retention, I’ve found that purpose and growth matter most. People want to feel like they’re growing, but also that their work means something. So we make it a priority to highlight how each role contributes to the bigger picture, and we work to create growth opportunities that are exciting and relevant.
What’s your perspective on compensation in Web3 across African markets, especially when balancing fiat, equity, and token-based incentives? What’s working well, and what still needs rethinking?
It’s a balancing act. Fiat is still king here—it’s what people use every day—so it’s the baseline. Equity and tokens are exciting, but they’re still not widely understood. There’s a learning curve that African countries have started to embrace.
What’s working is the willingness to try hybrid approaches, mixing stability with upside. But I think we still need to do a better job of adopting stablecoins. Not every market operates the same way, and understanding those nuances helps us stay competitive and fair.
You’ve worked in both traditional financial services and now blockchain/fintech. What are the most significant shifts HR professionals need to make when transitioning into Web3?
The first shift is embracing the unknown. In traditional finance, there are a lot of systems and processes already in place. In Web3, you’re often creating those systems from scratch so you have to be okay with figuring things out as you go.
You also need to think globally. Web3 teams are usually distributed, so you’re managing different time zones, cultures, and expectations. Flexibility, fast decision-making, and a strong understanding of remote dynamics become essential.
And finally, the talent is different. People in Web3 tend to be more mission-driven and self-starting, so HR needs to be more about enabling and supporting, not just enforcing policy.
