I know that feeling. When I was managing remote engineers I made a point out of not holding meetings unless strictly necessary. Anything urgent could be raised

I know that feeling. When I was managing remote engineers I made a point out of not holding meetings unless strictly necessary. Anything urgent could be raised on chat, and if devs felt the need for a meeting they’d hold it and optionally involve me as well. At some point even dailys were reduced to a morning message about the previous day and the current day. Until a “scrum master” was brought in and the shit show started. However that role was quickly made redundant and things got back to normal - including productivity which stuttered for a while due to the aforementioned adventure. In terms of tech we used whatever we felt was relevant. The client was a top 100 corpo, worldwide. I find it slightly amusing when people confidently think that the only way to produce anything of value is by endless talking and hair splitting. I find that a sign of inexperience - which is fine if it doesnt become a virtue - or worse, i think in some that’s a sign or ladder climbing bullshit. I know for a fact that if you trust the people you hired for being trustworthy and suitable for the role you will get couple of times more value from their work. And letting them work also tends to get more work done.