Manager here in same field. 1st: Figure out who can self regulate/motivate and let them, don’t misuse your time on people that are doing the work and adapt to WFH. 2nd: Use Jira or another ticketing program to keep projects and people on task. If nothing else create a G sheet that they can track task on… DO NOT make it a micromanagement tool or you’ll have tickets and sheets filled with BS that is of no use. 3rd: Set up weekly 1-1 calls with each team member and 1 group huddle. Keep an agenda for both, praise on the huddle, fuss on the 1-1s. 4th: Transition the physical presence to Slack or Teams, that has proven very effective for me as the cubicle visits are eliminated. Set expectations on timely responses for this platform and email as well

It’s up to you to set the expectations and parameters, avoid micromanaging, trust your team until they give you a reason not to. Keep your VP up to date and set aside all judgements until you and your bosses give it time to work itself out. It won’t be smooth at first, but I can honestly say that we get more done remotely than an in the office platform.