# Steve Payerle from Next Level Technologies here to talk return-to-office reality 1. As President of Next Level Technologies since 2009, I lead a managed IT services company serving SMBs across Columbus, Ohio and recently expanded to Charleston, WV. We maintained a hybrid model throughout the pandemic. Our strategic decision was balancing on-site client support needs with our team's desire for flexibility. By mid-2021, we had established a rotational schedule ensuring client coverage while providing our technical specialists breathing room. 2. Our transition focused on providing proper equipment for seamless work across locations. We equipped each team member with identical hardware setups at both home and office to eliminate productivity barriers. One critical initiative was creating "technical deep dive days" where specialists collaborate in-person on complex client issues – this increased case resolution by 18% while building team cohesion. We also established clear expectations around which types of client issues required on-site presence versus remote support. 3. The most effective zero-cost engagement measure we implemented was our "Tech Share Friday" where team members take turns demonstrating new solutions they've finded. This democratizes knowledge sharing and recognizes individual expertise. Another successful approach was converting our office kitchen into a "collaboration zone" with whiteboards and comfortable seating where teams naturally gather to troubleshoot complex client issues. The informal setting breaks down hierarchical barriers while fostering the spontaneous problem-solving that remote work often lacks.
# Nino Russo Alesi here - I bring a unique perspective as someone who built Rattan Imports from the ground up after spending 10 years in hotel hospitality in the UK before returning to my Italian roots in business. We operated remotely during initial phases but transitioned to a hybrid model when we realized our older customer demographic needed more personal connection. When bringing my team back, I implemented what I call "Full Ownership Support" - each employee takes complete responsibility for customer journeys from inquiry to delivery. This created pride in their work and strengthened customer relationships. For example, one team member noticed a baby boomer customer struggling with our website and proactively called them, resulting in not just one sale but three referrals from the customer's friends. A zero-cost engagement strategy that works brilliantly for us is our "Artisan Connection Moments" - we recreate the Italian patio experience in our office with team lunches where we discuss customer stories while sharing food. This cultural touchpoint reminds everyone why we're passionate about home environments and has turned our customer service reps into genuine advocates for creating beautiful spaces. I also instituted "Generational Bridge Training" where younger team members teach older ones about digital tools while older team members share insights about the premium furnishing market. This cross-pollination of knowledge has eliminated the tension often found in return-to-office situations because everyone feels valued for their unique contributions.
1. As a leader, I believe in putting people first and growing a culture that magnifies human potential. I lead with "cushions" to ensure people feel supported and can bring their full selves to work. That leads to "wings" that nurtures human beings taking risks, being bold and growing innovation. We are committed to shaping the future of work. Our organization invested in a remote work environment years before COVID-19. Today, we shape remote work options based on role. We want to create opportunities for flexibility. While we have unique roles that have differing opportunities for remote or in-person work, as an organization we believe in coming together in-person in meaningful ways to build connection and grow our culture. We continue to build a hybrid work environment based on role and requirements for the organization and our members. We do not believe in an extreme answer. Some of our team members work fully remotely. Other team members work in the office daily. 2. For those that work remotely, when we create opportunities to come in the office, we design those to be purposeful. At times that might be focused on engagement. In those instances, I might make grilled cheese and have folks enjoy a bit of time in fellowship together, which helps people connect, get to know each other and grow bonds. Other times, we might bring folks together with a very specific aim. Next week we will be hosting our bi-annual "brainfood" session with our entire leadership team. We'll share content focused on learning, growing our curiosity, and sharing our ideas to advance our strategy. It's imperative time spent in the office is meaningful and well designed for specific outcomes. 3. One way to invest in a welcoming environment that is meaningful is to engage the team in ideas. We see listening as a superpower and understanding the unique needs and ideas that might be most important for each organization and team. When the team helps build the ideas, there is deeper engagement. There are many ways to build engagement with low cost options that are collaborative. Potlucks can be a great way to get to know people and their unique tastes and cooking styles. Ask people to bring in their favorite board games and enjoy playing over a break or lunch hour. This gives insights into ways people like to relax and also can be a competitive and playful way to connect.
I transitioned from construction safety to cannabis entrepreneurship, experiencing both worlds of work environments. At Terp Bros, we were never fully remote - retail cannabis requires physical presence, but our administrative team had flexibility during licensing phases. When we opened our Astoria location, we created a hybrid approach where budtenders are in-store while our marketing and compliance teams have flexible schedules. For team reintegration, I created "Cannabis Learning Labs" where experienced staff mentor newcomers in real customer interactions. These sessions helped bridge knowledge gaps for employees transitioning from construction or service industries into cannabis retail. We also implemented weekly tastings where staff sample new products together to better understand what they're selling. My most effective zero-cost engagement strategy is our "Community Connection Wall" where employees post stories about customer interactions that made an impact. One budtender shared how they helped a veteran find relief for chronic pain, which motivated our entire team. We also rotate responsibility for curating our in-store music playlists, giving everyone a voice in creating our dispensary's atmosphere. Leveraging my experience with second chances, we celebrate team members' growth journeys by recognizing milestones both personal and professional. This builds authentic camaraderie that customers immediately feel when entering our space. Our sales increased 17% when we implemented this culture of recognition, proving that office environment isn't just about physical space but about creating belonging.
# Elie Vigile, Office Solutions Expert and Northern Michigan Partner Success Manager 1. I've spent over 10 years in the office equipment industry, most recently leading teams at 1-800 Office Solutions and previously at Kraft Business Systems. We transitioned from fully remote to a hybrid model after seeing a 40% improvement in print management implementation success when teams collaborated in person. The decision wasn't just about productivity metrics though - we noticed client relationships strengthened when our teams could physically demonstrate equipment solutions. 2. I created "Technology Test Drive" days where team members rotate through different office setups to experience the products we sell to clients. This approach helped my Michigan team understand the actual user experience of our print management systems. When one team member struggled with our Papercut implementation, we turned it into a group training session that improved everyone's ability to demonstrate the software to clients. 3. My most successful no-cost engagement strategy has been implementing "Client Success Storytelling" sessions where team members share recent wins in morning huddles. This builds institutional knowledge and creates healthy competition. I also found that repirposing office space as "solution zones" where different departments can showcase their work creates natural collaboration - our IT services team set up a small corner demonstrating cloud security solutions that became an impromptu gathering spot for cross-departmental problem-solving.
# Adam Bocik, Managing Director of Divine Home & Office here! 1. I lead a Denver interior design firm where my role bridges business operations with creative design execution. We went fully remote in 2020, but transitioned back to a hybrid approach after 18 months because design is inherently collaborative. We returned because we finded certain creative processes—material selection, space planning, and design presentations—simply work better in person where textures and finishes can be physically evaluated together. 2. To ease the transition, we created what we call "Collaboration Capsules"—focused 3-hour in-office sessions twice weekly where designers showcase their current projects for peer feedback. This structure maximizes productive in-person time while still allowing flexibility. For our recent Evergreen residential project, this approach led to an unexpected fusion of traditional ranch elements with modern fixtures that the client absolutely loved—something that might not have happened in isolated Zoom calls. 3. Our most successful no-cost office environment strategy has been implementing "Design Labs" where team members transform underused office corners into seasonal trend showcases using only samples we already have. This creates constantly refreshing inspiration spaces while giving designers ownership over the environment. We also introduced a "Texture Library" where everyone contributes interesting materials they encounter—from unique wood grains to innovative textiles—creating a physical Pinterest board that sparks conversations and inspires solutions for client projects.
As a short-term rental business owner in Detroit, I've experienced both sides of the remote/in-office spectrum. After running my limousine company in a traditional office setting for a decade, I pivoted to managing Sonic Logistics and later Detroit Furnished Rentals with a more fluid approach. My team operates in a hybrid model where property managers need on-site presence while our booking and marketing teams have flexibility. When expanding our furnished rental business, I implemented "property immersion days" where team members stay in different units to truly understand what we're selling. This experience improves our marketing accuracy and helps staff troubleshoot common guest issues before they arise. One team member identified that our coffee supply was inadequate after staying overnight, leading to an immediate service improvement that boosted our reviews. For zero-cost engagement, I've created a "local expertise challenge" where staff members research and present a unique Detroit attraction or restaurant each week. This not only builds their knowledge for guest recommendations but creates friendly competition. When staff finded the Detroit Shipping Company food hall during this challenge, we added it to our guest guide and received multiple thank-you notes from business travelers who enjoyed the recommendation. The most successful no-cost measure has been our "review response rotations" where team members take turns crafting personalized responses to guest feedback. This distributed responsibility builds ownership, improves our online presence, and gives everyone insight into what guests value most. Our booking conversion rate increased 15% after implementing this practice, proving that authenric engagement matters even in digital hospitality.
One cost-free initiative that worked wonders for us was creating 'skill-sharing lunches' where team members teach others something new - from Excel tricks to social media hacks. We also started 'walking meetings' around our office block, which naturally boosted energy levels and helped people feel more comfortable being back together. I've found that simple things like rotating who gets to pick the office playlist each day or having informal Friday afternoon brainstorming sessions really helped create a welcoming vibe without spending a dime.
I introduced 'Welcome Back Wednesdays' at PlayAbly.AI, where we combine team meetings with casual lunch-and-learns, making office time feel purposeful and engaging. After seeing how our AI developers struggled with isolation during remote work, I've made sure to schedule one-on-one coffee chats with team members to understand their concerns and adjust our hybrid policy accordingly.
# Leveraging Technology in Return-to-Office Transitions 1. As CEO of Rocket Alumni Solutions, I'm leading a Boston-based software company with a unique perspective on return-to-office dynamics. After growing to $3M+ ARR with our digital recognition displays for schools and organizations, our transition involved a balanced approach. We operated fully remote for 16 months before implementing a flexible 3-2 model in late 2021, driven by our need for collaborative product development sessions around our touchscreen technology. 2. I focused our return strategy around bringing meaning to in-person time rather than just mandating presence. We converted our office displays into team recognition platforms, showcasing real-time project wins and personal milestones. When our UX team struggled with reconnecting, I implemented "design sprints" where team members could physically interact with our touchscreen prototypes together. This tangible interaction increased design quality scores by 25% and significantly boosted team morale. 3. Repurpose your physical space to tell your company's evolving story. We transformed our lobby into a "digital yearbook" highlighting employee contributions, creating an emotional connection to the workspace that costs nothing but time to maintain. Another effective approach: establish "expertise zones" where team members can reserve areas to conduct masterclasses in their specialty. This creates organic knowledge sharing while reinforcing individual value without spending a dime on consultants or programs.
# Chase McKee, Founder & CEO of Rocket Alumni Solutions here 1. As a startup founder who's grown our interactive donor recognition company to $3M+ ARR, I've steerd both sides of remote work. We were fully remote for 14 months during 2020-2021 before establishing our Boston HQ. We returned primarily because our software development and sales teams needed collaborative space to demo our touchscreen displays for potential clients—you can't sell interactive hardware without experiencing it. 2. I implemented what we call "Demo Days" where our entire team participates in refining our sales presentations. This created natural collaboration while giving purpose to office time. Our most successful initiative was creating rotating "Recognition Teams" where engineers shadow sales calls to understand client needs firsthand, which shortened our development cycles by 30% and increased our weekly sales demo close rate to 30%. 3. The zero-cost engagement strategy that transformed our culture was our "Donor Stories Sessions" where team members take turns sharing real impact stories from schools using our software. These 15-minute Monday meetings provide context for everyone's work and created unexpected product improvements. We also repurpose our own touchscreen software in our office to showcase employee achievements and milestones—using our own product internally created both pride and practical refinements.
When our finance team at Titan Funding returned to office last summer, I noticed some anxiety around the change, so I implemented an open-door policy and regular check-ins to address concerns personally, especially about commuting and work-life balance. One cost-free initiative that worked well was creating flexible seating arrangements where teams could choose to sit together based on projects, which improved collaboration while giving people autonomy over their work environment.
# Craig Luckey, Owner of BuildSafe Environmental Consulting here! 1. As the owner of an environmental consulting firm in Colorado, my leadership style is hands-on and adaptable. We shifted to remote operations during early 2020, but returned to a hybrid model within 8 months because our inspection services are inherently field-based. The nature of asbestos, mold, and lead testing requires on-site presence, though we maintained remote options for report writing and administrative functions. 2. For our return strategy, I focused on safety-first protocols that mirrored what we teach clients. We implemented rotating office days to reduce density while investing in mobile technology that allowed inspectors to complete reports from their vehicles between site visits. This approach cut unnecessary office time by 40% while maintaining our 24-hour report turnaround promise to clients. 3. The most effective zero-cost engagement strategy we've implemented is our "Field Friday" program where office staff join inspectors on actual site visits. This cross-training builds appreciation between departments and has significantly reduced communication errors. Another successful approach was designating our conference room wall as a project map, using color-coded magnets to track inspection sites across Colorado—it's become a pride point as team members physically place their magnets when completing projects.
I led Otto Media remotely for 18 months before transitioning back to a hybrid model in late 2022. I'm a transparent, outcomes driven leader who values flexibility but also sees real value in in-person collaboration. The shift back wasn't about control, however its was about culture. We didn't force a return, we co-designed it. Weekly opt-in office days started first, framed around creative workshops and client strategy sessions. That eased pressure, kept morale high, and re-established a rhythm. One senior designer actually asked to increase their in office days after realising how much faster creative decisions landed face to face. We run five minute morning standups where anyone can bring a win, a challenge, or a wild idea. That one simple habit reconnected the team better than any offsite could. Also, let teams own the vibe--music, space layout, even desk swaps. One junior called it "the best part of coming back."
Hello Manoela, I’m thrilled to share insights into the dynamic shift towards returning to the office. As a team leader in a tech company, I guided a group of 30 through remote work starting from early 2020. We transitioned back to the office in mid-2021 primarily to bolster collaboration and reinstate some form of normalcy. The decision was driven by a hybrid model where we aim to balance the benefits of both in-person and remote setups. In supporting my team’s transition back to the office, communication was key. I implemented regular check-ins to address personal concerns and feedback, which helped tailor our approach to make the process as smooth as possible. For instance, one team member was struggling with childcare, so we arranged flexible working hours to accommodate their needs more sympathetically. Additionally, we maintained some of the popular remote work practices, like virtual meetings, to preserve comfort and convenience that the team had grown accustomed to. Regarding creating a welcoming office environment without additional expenses, one effective strategy is to reconfigure your existing space to promote more social interactions. Simple adjustments like rearranging seating or designating communal areas for coffee breaks can dramatically enhance interpersonal connections and team morale. Another approach is to encourage a culture of recognition, where employees celebrate each other's achievements and milestones, fostering a positive and engaging work atmosphere. I hope these insights prove beneficial for your article, and I look forward to seeing how various leaders are navigating this returning phase. Ensuring that these transitions are smooth and employee-centered can significantly impact overall productivity and workplace satisfaction.
# Gunnar Blakeway-Walen from FLATS® here to talk RTO strategies! 1. As Marketing Manager for FLATS®, I lead our creative marketing efforts across multiple cities including Chicago and Minneapolis. We operated fully remote for about 18 months before transitioning to a flexible hybrid approach in 2022. Our return was driven by our need to better collaborate on multimedia content creation for our property marketing - the spontaneous creativity when reviewing property videos and virtual tours together simply couldn't be replicated on Zoom. 2. I supported our team by creating "Content Lab" days where marketing staff would meet at different FLATS® properties to film content together. This accomplished two goals: team bonding and generating authentic marketing material. We tracked a 25% improvement in video tour engagement metrics after implementing these in-person content days compared to individually produced remote work. I also implemented bi-weekly "data dive" sessions where we analyze our UTM tracking results together - turning what could be boring spreadsheet reviews into collaborative strategy sessions. 3. Our most successful zero-cost engagement initiative has been our "Resident Experience Shadowing" program. Marketing team members spend half days with property managers during new resident move-ins, gaining insight into resident pain points (like those oven operation questions we finded). This builds cross-departmental empathy while generating valuable marketing insights without spending a dollar. We've also repurposed our maintenance FAQ videos (originally created for residents) as team training content, creating a culture where everyone understands the resident experience.
## Nicholas Sanson from A-TEX Roofing & Remodeling on Return to Office 1. As founder and Operations Manager of a roofing company since 2007, I've experienced the unique challenges of remote work in a traditionally hands-on industry. While our office staff worked remotely for about 8 months during 2020, our field teams continued essential work with safety protocols. We returned to the office gradually in late 2020 because our business requires physical collaboration on project specs, material samples, and customer concerns. 2. I supported our team's return by implementing a "Red Flag Review" system where we gather weekly to physically examine problem photographs from recent inspections. This created immediate value that couldn't happen remotely. I also maintained our COVID safety protocols long after returning, including our "No-Contact Inspection" service where estimators access roofs with their own ladders and send digital proposals without requiring customer contact - giving team members comfort their health concerns were still respected. 3. Our most effective no-cost engagement initiative has been our "Ecpertise Exchange" lunches where team members teach others about their specialties - like our veteran team member who showed everyone how to spot hail damage patterns that insurance companies approve versus deny. We've also implemented "Customer Voice Sessions" where we play actual recorded customer calls (with permission) during meetings to keep everyone connected to real customer experiences regardless of their role - reminding office staff why their work matters to homeowners with damaged roofs.
After managing ShipTheDeal remotely for 2 years, we started organizing 'Project Pods' where small teams come in on the same days to maximize collaboration while maintaining flexibility. A simple but effective measure we've implemented is our 'Skills Share Corner' during lunch breaks, where team members voluntarily teach others about their expertise - it costs nothing but builds incredible engagement and cross-department understanding.
## Chase McKee, Founder & CEO of Rocket Alumni Solutions here 1. I lead a Boston-based edtech startup that creates interactive touchscreen displays for schools. We went fully remote in 2020, which initially seemed like a blessing – our dev team's productivity jumped 15%. However, we finded our sales close rate dropped without in-person demos. We transitioned to a hybrid model in 2021, focusing office days around customer interactions and collaborative design sessions. 2. We implemented "Donor Story Workshops" where team members share specific recognition projects in person. These sessions transformed how we approached personalization in our software. For example, when our UX designer shared how a school's athletic display made alumni emotional during an showing, it sparked a complete redesign of our trophy case feature that increased engagement by 30%. 3. Our cost-free engagement winner: "Breakthrough Boards" placed in common areas where employees post both challenges they're facing and solutions they've finded. This creates natural mentorship opportunities – our junior devs regularly solve issues for sales team members who aren't technically inclined, building cross-department relationships. Another success: "Feature Friday" where anyone can demonstrate new software capabilities to the team, which created healthy competition and accelerated our innovation cycle.
As a cannabis dispensary owner in Bushwick who transitioned from a firefighter career, my leadership style blends community service with innovative business practices. We initially operated with a skeleton crew during COVID restrictions, but fully reopened our 2,000-square-foot space when regulatiins permitted to create the community hub we envisioned. When bringing our team back, I transformed our spacious event area into a collaborative workspace with rotating cannabis education stations. This allowed staff to reconnect with our product knowledge in a hands-on way. After one budtender struggled with explaining terpene profiles to customers, we held an immersive "sensory session" where team members could directly compare aromas and effects, leading to a 30% improvement in upselling premium strains. For zero-cost engagement, our "Creative Cannabis Mixer" approach works wonders. We rearranged our existing furniture to create conversation pods where employees from different departments (retail, inventory, events) rotate weekly to share perspectives. This cross-pollination generated our best operational improvement—an employee-designed inventory system that reduced restocking time by 40%. Another free initiative that boosted morale was our "Innovative Ideas Night" where staff use our event space after hours to pitch improvements. The key was creating a structured feedback loop: ideas presented one week, decision the next, implementation the third. When our newest hire suggested reorganizing our strain categories by effect rather than THC content, sales of previously overlooked products increased 25% within a month.