# 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.
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.
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.
As a US-based design studio owner, I lead a team of creatives, and my leadership style leans towards collaborative and empathetic. I believe in building an environment where everyone feels heard and valued. We transitioned to fully remote work in March 2020 due to the pandemic and remained that way for a little over two years. The decision to return to a hybrid model in the fall of 2022 was driven by a desire to reignite the spontaneous creative energy that often sparks from in-person interactions and to strengthen team cohesion, which we felt had started to wane over the extended period of remote work. One specific instance involved an employee who was hesitant to return due to increased childcare costs. We worked with them to adjust their in-office days to better align with their partner's schedule, demonstrating our willingness to be flexible. Creating a welcoming and engaging office environment doesn't always require significant financial investment. Simple measures can make a big difference. Encouraging team members to personalize their workspaces with plants or photos can have a sense of ownership and comfort. Implementing a "no meeting" hour or day can provide dedicated time for focused work and reduce meeting fatigue or establishing a rotating "office DJ" where team members can share their favorite music can create a more relaxed and enjoyable atmosphere.
As a leader, I've spent most of my career managing remote teams, but with the increasing need for collaboration and innovation, I made the decision to return to the office around six months ago. My decision was driven by the desire to foster better face-to-face interactions, which I believe are crucial for building strong team culture and creativity. Working remotely for almost two years taught me the importance of flexibility and the need to create a balance between in-office and remote work environments, but as our team grew, I recognized the need for physical spaces that promote spontaneous collaboration. To support the return to the office, I made sure the transition was gradual and well-communicated. I started by offering flexible schedules and a phased approach, where employees could return a few days a week. We organized team-building events to make the office feel more welcoming and brought in feedback from the team to understand their concerns and preferences. A real example: We hosted small "welcome back" meet-ups where everyone could catch up, share their remote work experiences, and address any anxieties about the transition. I also made sure to provide clear guidelines on safety protocols and flexible hybrid work options for employees who needed them. For creating a welcoming and engaging office environment without requiring major company spend, I found that small changes can have a big impact. For example, introducing a more flexible seating arrangement where employees can choose where they sit or work (like hot-desking or comfy lounges) helped promote movement and reduce the feeling of rigid office spaces. Another initiative was making a "team wall" where employees could post photos, personal achievements, or items that reminded them of their best remote moments, creating a more inclusive and fun atmosphere. It's all about creating spaces that feel personal and inviting.
# 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.
We were remote for about two years. Around mid-2022, we slowly shifted into a hybrid model. The reason? We started to feel the gap collaboration got slower, new team members felt disconnected, and people just missed being around each other. We didn't go with a big announcement or hard rule. We took it step by step. We started with small group conversations. Asked folks what would make coming in worthwhile. Then shaped the schedule around their input. No pressure just flexibility and small nudges. One thing that worked well was creating simple team rituals that cost nothing. Monday morning coffee chats. A whiteboard where anyone could drop ideas. A "walk and talk" hour where people stepped outside with a colleague. It helped bring back the sense of connection without forcing anything. Our focus was never on enforcing office days. It was on making the office feel like a good place to be. When people feel they have a say, the rest works itself out.
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.
# 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.
# 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.
Hi, I'm Ara Zhang, the Head of Marketing at LeadsNavi. As a marketing leader with extensive experience in digital strategy and product marketing, I navigated my team through remote work for approximately two years before returning to the office. We transitioned back when we noticed diminishing team collaboration and engagement, which led to the decision for a hybrid model ensuring flexibility and maintaining morale. Supporting the team, I emphasized clarity and communication. Before returning, I conducted personal check-ins to understand concerns and needs. We set up collaborative workdays, balancing team presence with remote flexibility, thus easing the transition. For an engaging environment without much spend, I recommend: - Weekly thematic team lunches where each person shares a takeaway, enhancing team bonding. - Setting up swap stations for books and plants, encouraging personal interaction and ownership of the space. - Offering morning "team stand-ups" to share goals, fostering a sense of unity and focus. Feel free to reach out if you need more detailed insights or examples.
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."
Hi there, I'm Pamela Elliott, the Creative Director at Shewin Inc., leading a talented team of designers since January 2022. During the pandemic, my team and I operated remotely for about a year. Our return to the office was in response to the evolving business needs and the undeniable value of face-to-face collaboration in the creative industry. To support my team in transitioning back, I prioritized open communication and flexibility. Before our return, I conducted one-on-one meetings to address individual concerns and adjust schedules accordingly. This personalized approach helped everyone feel valued and heard. To create a welcoming office environment without incurring extra costs, I initiated 'creative corners' in the workspace where team members can gather informally. Encouraging personal touches, like decorating their workspaces, has fostered a sense of ownership and comfort. Feel free to reach out if you need more insights into our transition strategies.
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.