Trust in Action: Inside Amplifi Europe’s Work from Anywhere Policy

Amplifi Europe is a data consultancy that helps household names take control of their data management so they can become better businesses. But what really stands out isn’t just what they do - it’s how they work.

Their Work from Anywhere (WFA) policy isn’t a gimmick or a recruitment hook. It’s a practical, structured expression of trust - and a powerful example of how to bring people-first values to life.

As Dan Malins, Head of People & Culture, explains:

“Every single person in our team has their own unique situation - whether it’s family life, physical health, mental health, dogs, socialising . . . all those things take priority over work. It’s important businesses recognise this.”

Amplifi has always believed that flexibility isn’t something you grant reluctantly - it’s something you design intentionally. Work should enable life, not compete with it.

Trust Isn’t a Perk - It’s the Model

New joiners often say the same thing: “I couldn’t believe the amount of trust.”

People can work from a café, a different city, even another country. The location is irrelevant. What matters is performance and accountability.

WFA formally began in 2019, initially offering employees 20 days per year. As performance remained strong and trust was not abused, the allowance increased to 30 days and has now expanded to 45 days, within legislative and tax limits. Flexibility had always existed informally within the business, but they decided to make the conscious decision to codify it within a policy, ensuring it was explicit, protected, and clearly understood by everyone.

“People thought I was selling a pipe dream. We wanted to make it explicit so employees could see it really is true.” said Malins.

When trust is written into policy, it stops feeling like a favour and starts feeling like culture.

Flexibility With Structure

Where many organisations fall down is assuming flexibility will manage itself. Amplifi didn’t make that mistake. They built the ecosystem around it - intentionally and proactively - rather than leaving it to chance. Here are a few examples:

• Managers are coached - Every new manager has a dedicated session explaining how the policy works, what good looks like, what warning signs to watch for, and how to have honest conversations early and often. 

• Employees take ownership - During onboarding, new hires explore what flexibility really means - the two-way nature of trust, performance expectations, and how to agree a working approach with their manager.

• Leaders role model it - Leaders actively use the policy and openly share how they make it work. This gives employees genuine permission, for when they see their leaders embracing flexibility responsibly, it reinforces that they can too.
  

• They talk about it - There’s even a Slack channel called “Holi-yeah” where people share their WFA experiences - visiting family, travelling somewhere meaningful, or simply changing the environment for inspiration. It normalises flexibility and demonstrates that it isn’t theoretical, it’s lived.

The Impact

This isn’t idealistic thinking - it delivers. Amplifi has achieved #1 culture scores from Flexa, alongside strong engagement and low attrition.

Just as important, employees say: “I’m a better dad, I’m a better mum because of this.”

Malins’ motivation is simple: “I want people to have a good life and be happy.”

And that happiness translates into stronger performance, better client relationships, and a culture that people genuinely want to be part of.

What This Means for Businesses

WFA isn’t really about location. It’s about whether a business is willing to align its ways of working with its values. Amplifi shows that flexibility does not have to compromise performance. In fact, when it is intentional, structured and rooted in trust, it can strengthen culture, retention and client confidence.

For businesses questioning whether this kind of approach is “too risky,” the evidence here suggests the opposite. With clear expectations, manager support and open communication, flexibility can become a strategic advantage - not just an employee benefit.

The real question is not “Can this work?”

It’s “Are we prepared to design it properly?”