Transforming Work with Sophie Wade

Steven Puri, Founder and CEO of The Sukha Company and former Academy Award-winning CGI producer and Hollywood executive, shares his insights from movie production and experiences as a tech entrepreneur. Emphasizing applied learning, Steven offers strategic and tactical insights for designing remote and hybrid work, cultivating focus, and supporting fulfilled cohesive teams to reduce churn. Drawing parallels with the Hollywood model, he discusses project-based collaboration, individualized productivity rhythms, and creating environments that support deep, self-directed learning and growth.     TAKEAWAYS   [01:33] Steven shares how each beneficial life opportunity has come from unexpected “left turns.”   [01:57] Early on, Steven balances interests in journalism and coding, influenced by his engineer parents.   [03:42] At USC, Steven’s tech fluency gives him entrée to film during the shift from analog to digital.   [04:30] Working on trailers and music videos, Steven connects with aspiring filmmakers and directors.   [05:26] Independence Day needs digital effects launching Steven’s Hollywood experience producing visual effects for major directors and films.   [06:49] Co-founding a company after Academy Award success, the team delivers for investors.   [10:43] Returning to technology to have agency, Steven starts and raises money for two tech companies.   [12:01] Reviewing failed ventures, Steven’s top learning is to listen more to others.   [13:30] Recognizing the Hollywood production cycle has always operated in remote, hybrid and in-person phases.   [14:50] How remote/hybrid/in-person phases of filmmaking offer insights for modern work design.   [15:37] The principle about personal productivity is to find a dedicated place where your mind settles.   [18:17] In film projects, separation of visionary and operational leadership roles is critical.   [19:18] ‘Flow’ principles—such as feedback loops and daily metrics—enables continuous improvement.   [20:42] End of day progress reviews in film production supports high-intensity teamwork.   [23:32] Creative breakthroughs are enabled when the brain is distracted, not singularly focused.   [27:07] Steven buys a friend’s startup’s code base to build upon the to-do list using Hollywood learning. [28:07] The Sukha platform is rooted in work design insights to enable deep focus.   [29:55] The app improves focus by limiting overwhelm and breaking major tasks into sub-steps.   [31:07] Sukha’s assistant adapts to personal styles—momentum-building or starting with difficult tasks.   [33:38] Understanding your own work rhythms to optimize for deep productivity.   [35:17] Sukha uses curated music and real environmental sounds scientifically tuned for flow states.   [37:30] Timers and breaks prevent burnout and encourage brain recovery post-focus.   [38:49] Feedbacks help users learn from distractions and track progress with real-time productivity scores.   [40:08] Optional co-working “coffee shop” to share energy and foster community accountability.   [41:06] Social facilitation theory supports the idea that seeing others work can increase your output.   [44:41] A user describes how Sukha helps him be being present with his kids or lose the whole day.   [45:46] The goal is not just productivity, but meaningful, self-fulfilling work that leads to happiness.   [46:18] Steven renames the company “Sukha” - a Sanskrit word meaning happiness and self-fulfillment – which is his ultimate goal for people to achieve.   [46:51] IMMEDIATE ACTION TIP: Cultivating self-fulfilled, cohesive teams reduces churn. If people are enabled to do great work, they want to stay.       RESOURCES   Steven Puri on LinkedIn The Sukha Company website Flow: The Psychology of Optimal Experience by Mihaly Csikszentmihalyi Deep Work: Rules for Focused Success in a Distracted World by Cal Newport       QUOTES   “That pulse has existed for a hundred years in film. It is very well respected. Here's what you do as a leader of these teams that are remote, hybrid, in person, hybrid, remote.” “Set your environment up properly—that’s one principle of getting into flow.” “The principle about productivity, even if you work from your home, have a dedicated place where your mind settles into, ‘oh this is where I focus’.” “You can only be as good as you want to be. We are just tools to help you be great. To do something that you're capable of. You have inside you something great if we can help you get it out. That's why I'm here.” “We want to evoke that coffee shop—that clubhouse of people all trying to write the next great script.” About creativity: “It’s always about the other thing.”

Prithwiraj ‘Raj’ Choudhury, Lumry Family Associate Professor at Harvard Business School, shares insights from years of research included in his newly released book “The World is Your Office: How Working from Anywhere Boosts Talent, Productivity and Innovation”. As a scholar of geography, talent, and innovation, Raj describes real world examples to illustrate how decoupling location from labor creates options and opportunities for employers and employees. He explains the economic benefits of 'working from anywhere' models for local communities. Raj emphasizes practical hybrid frameworks and team-based decision-making to unlock innovation, as well as AI and digital twins to offer more flexibility for all workers.   TAKEAWAYS   [01:40] Raj studies computer science and engineering but would have loved to study literature. [01:57] As a singer-songwriter, Raj discusses writing songs in Bangla and playing in a band. [02:47] Raj starting out at IBM and then starts consulting and travels the world. [03:19] Switching to academia give Raj flexibility and creativity to focus on research and poetry. [04:32] Raj becomes a migration scholar researching the match of distant talent with work. [06:17] Infosys’ hiring from small Indian towns revealed underutilized high-potential talent. [07:08] Challenging early-career postings develop superior problem-solving skills that boost Indian bureaucrats’ later careers. [09:05] Gen Z can benefit from digital nomad visas to travel and work globally and build connections.   [10:25] “Work from Anywhere” enables a person to choose the town, city, or country to work in.   [10:54] Raj stresses in-person connections so “working from anywhere” is often not working from home. [12:15] Tulsa’s remote worker program is a win-win benefitting individuals and the community. [12:50] Lower cost of living and greater community engagement make smaller cities attractive for remote talent. [13:51] Work from anywhere helps reverse brain drain as talent returns to or remains in smaller towns. [15:57] Raj frames three hybrid models for teams based on meeting frequency and venue flexibility explaining when “working from anywhere” is feasible. [19:33] Performance should be measured by work quality, not time, presence, or attendance.   [20:16] Managers remain essential for setting direction and motivating teams—not monitoring activity. [22:33] Managerial span of control can increase with remote tools, leading to leaner organizations. [24:46] Generative AI can codify individuals' knowledge into scalable personal bots. [25:27] AI-driven bots can extend a person’s ‘human capital’ across time zones and workloads. [26:30] Questions arise about bot/IP ownership—e.g. who controls the bot if an employee changes jobs. [28:29] Bots can assist with non-personal tasks, but human connection remains essential for leaders.   [30:41] Raj emphasizes in-person gathering benefits rather than debating where events are organized. [31:20] Research shows people cluster by identity at in-person events unless serendipity is engineered. [32:09] Shared transportation like taxis can build bonds across silos and increase connection diversity. [33:23] “Virtual water cooler” meetings with senior leaders improved intern ratings—but bias remained. [35:40] Raj’s book outlines Working from Anywhere: the business case, solutions for the challenges, and future possibilities. [36:27] Digital twins make work from anywhere possible for blue-collar roles such as in factories and hospitals. [37:30] Remote operation of facilities from centralized hubs is becoming feasible and more widespread. [38:40] Work from anywhere extends flexibility to all worker types, closing the white-blue collar divide.   [39:55] IMMEDIATE ACTION TIP: Working from anywhere is the way to attract and retain talent nationally or globally. It’s a talent strategy, not a work arrangement.     RESOURCES   Prithwiray Choudhury on LinkedIn   Choudhury’s new book “The World is Your Office: How Working from Anywhere Boosts Talent, Productivity, and Innovation”   Research by Prithwiraj Choudhury   Phone-er Tare Pakhi song by Prithwiray Choudhury   Ekader Sohor song by Prithwiraj Choudhury     QUOTES   “Instead of moving the person, move the work. Let the person live where he, she or they want to live and just move the work to where the person is. So that's what I call ‘Work from Anywhere’”.     “Performance should only be measured based on the quality of work and nothing else. So how many days people work, how many hours they work, how many meetings they attend, how many times does the manager see their face? All of that is irrelevant.”     “The manager should really matter in setting the high level policy, setting the goals of the quarter of the month. And then really inspiring people to bring the best out and mentoring and coaching them, and acting as a problem solver.”     “Hybrid is a mix of work from anywhere days and in-person days. Work from anywhere and in-person being equally important…There are two decisions to make. The first decision is how frequently should they meet? Should they meet every week or once a month or once a quarter? And the other decision they need to make is the venue of meeting.”     “I honestly feel that instead of telling the whole company that they need to do the same form of hybrid, every team should be left to its own devices to choose what works best for them.”   “Working from anywhere is the way to attract and retain talent nationally or globally. It’s a talent strategy, not a work arrangement.”   "With AI and automation and digital twins, now it's possible to work from anywhere in a blue collar setting for factory workers, for folks working in a hospital or a warehouse and in a power plant or an energy rig. And so now this white collar/blue collar divide about work flexibility is going to get mitigated."

Kamber Parker Bowden, Founder and CEO of Generational Performance Solutions, explains how leadership must evolve to integrate a multigenerational workforce in modern work environments. Kamber shares research insights and her personal journey that sparked her focus on closing workforce gaps and fostering cross-generational collaboration. To bridge differences, Kamber emphasizes clear communication, setting expectations, and empathy. She explores how different generations value flexibility, entrepreneurship trends, and side hustles’ appeal for younger workers. Kamber recommends building trust and supporting internal growth pathways to engage and retain younger talent.      KEY TAKEAWAYS    [01:42] Kamber shares her early dream of becoming a broadcast journalist before shifting paths.   [03:32] Kamber’s first job in corporate insurance proves to be a poor fit and she doesn’t stay long.    [04:24] Many of Kamber’s friends also leave their jobs after 18 months or less—why?   [05:41] Common narratives of starting work after college and climbing the corporate ladder.    [06:33] Lack of clear expectations and poor communication emerge as key reasons for early exits.   [07:16] Despite good salary and benefits, Kamber leaves because of poor mental, physical and emotional health.   [08:03] Taking a pay cut at a nonprofit which offers flexibility, Kamber develops her business on the side.   [09:30] Companies often focus heavily on recruitment while neglecting retention and development.   [13:48] Check which generational research to trust.    [14:39] The issues of skills gaps as skills not being transferred sufficiently from experienced workers.   [15:14] A feature of modern work is Gen Zs’ interest in side hustles and the Creator Economy.    [17:31] The current lack of trust in the establishment and younger employees’ desire for fulfilling work.   [18:24] Job satisfaction and career growth outweigh stability and recruiters become more aggressive.   [19:36] How can organizations cultivate opportunities to entice younger employees to stay?    [23:08] Millennials have a unique position understanding both older generations and Gen Zers.  [23:51] Millennials reject being grouped with Generation Z.   [24:23] Micro-generational differences shape unique experiences and perspectives.    [25:01] “Entitlement” is best understood through generational context and upbringing.   [26:45] Gen Z seeks in-person connection; Millennials look for flexibility and remote work.   [28:06] Communication breakdowns arise when expectations go unspoken or unmet.   [30:46] Data helps leaders understand generational change, trends, and frustrations.    [31:56] Kamber asks leaders to consider the risks of falling behind if they resist adapting to change.    [32:57] The importance of understanding senior professionals as well as younger workers.   [34:38] Helping young and emerging leaders build bidirectional communication skills.    [35:45] Recognizing people as individuals with different communication styles.    [36:10] Kamber trains on respectful tech mentoring and basic professionalism.   [37:42] Trust starts with understanding each team member’s communication preferences.   [38:24] Asking about preferred communication methods can transform team dynamics.   [40:03] Generation Z’s ideas of professional dress vary widely, so clarity is essential.   [41:10] Kamber suggests sharing dress codes during hiring to avoid judgments and misunderstandings.   [44:10] IMMEDIATE ACTION TIP: “To improve how you lead a multi-generational team, build trust, set clear expectations, and ask your team their top communication style.”        RESOURCES    Kamber Parker Bowden on LinkedIn Generational Performance Solutions website       QUOTES    “So many companies put so much effort into the recruiting and not as much on the growth, the development, the retention, the activation of talent.”    “We rarely talk to any young professionals that either don't have a side hustle or don't have that interest.”    “Trust is broken or never even begun. When there is a lack of clear expectations, when there is a misunderstanding, that typically leads to some type of disconnect. How you bridge that is truly through understanding how people communicate.”    “If somebody is not fulfilled, even if they're getting paid what they want to get paid, but they're not fulfilled in other ways and there aren't growth opportunities, they will leave.”    “We have to be what I like to call ‘generationally curious’ and I think that's a true leadership skillset.”    “And I always ask [leaders] ‘what happens if you don't?’ Things are not changing, they've already changed. And so are you going to be ahead of the curve? Are you going to be ahead of your peers or are you going to kind of sit back and see what happens and then risk being farther behind in 10 years? And usually that snaps them into attention.” 

Stephen Dooley is Founder of Roamr, a corporate travel accommodation platform built for distributed teams. Merging insights from trust dynamics and the sharing economy, Stephen explains how a personal pain point led to an innovative travel solution rethinking cost structures and workplace needs. He shares how listening to customer feedback evolved the initial concept into a fresh approach to business travel that—being empathetic and practical—supports flexibility, connection, and culture while delivering measurable impact for businesses and employees alike.     TAKEAWAYS [01:22] Stephen studies commerce aligning early interests in business and entrepreneurship. [01:45] A year abroad gives Stephen an exciting experience and global perspective. [03:11] The year studying in the US sparks Stephen’s ambition and sharpens his interpersonal skills. [03:47] Graduate research initially focuses on financial technology and wealth management. [05:15] Stephen is interested in tech-related consumer psychology dynamics and adoption drivers. [06:25] The sharing economy reverses historical fundamental trust patterns and behaviors. [07:11] Younger consumers now influence their parents' tech-based adoption decisions. [08:34] Stephen takes a new role then the pandemic hits, requiring rapid learning. [09:28] A light bulb moment about new realities for travel, lifestyle and career compatibility. [09:47] A great workation opportunity is dashed by unaffordable accommodation. [10:42] Identifying remote work necessities reveal need for better infrastructure. [11:17] Location flexibility is widespread, but how to take advantage of new opportunities. [12:21] Societal tailwinds are behind Working From Anywhere and distributed work. [12:55] Roamr launches with an employee-focused offering home swaps for workations. [13:49] During customer discovery, many employers ask to apply the model to corporate travel. [14:20] Employees get alternatives to hotels, financially benefit, and firms save money. [14:52] Now business travel is more relationship-focused, so culture and collaboration benefits can outweigh reduced costs. [16:31] Travel expenses can be significant so more than 20% in savings is valuable. [17:09] Improved culture, engagement, and retention offer meaningful additional benefits. [19:21] More younger workers understand the Roamr concept and have much interest to connect and network. [20:09] Hosting income also helps employees towards meaningful financial goals. [21:04] Roamr aligns CFO cost savings priorities and CPO employee experience goals. [22:40] Global platform partners expand reach to over 100 countries. [24:31] Top talent understand their worth and if not offered flexibility will work elsewhere. [25:50] Finding the option(s) that work for each person—where is the middle ground? [28:08] Research revealed how taxi rides fostered long-term interactions. [28:46] Engineering connections by mapping users to have facilitated serendipity. [29:32] Adding personal networks to expand reach, connectivity, and flexible opportunities. [31:50] Employees can create and plan local events during work trips. [32:30] Visibility avoids missed connections among nearby remote coworkers. [33:15] Highlighting common interests to encourage sharing experiences while traveling. [34:11] In-person sales increase in relevance as AI outreach becomes oversaturated. [36:02] Commoditized business travel offers few incentives for employees to reduce costs. [37:15] Incentivizing smart booking combined with uplifts for culture and engagement. [37:47] Buffers in travel planning processes reveal hidden budget inefficiencies. [38:55] Roamr is a win-win choice – an optional, flexible alternative to hotels. [39:18] IMMEDIATE ACTION TIP – How can you think differently about business travel processes to avoid or reduce bloated costs?       RESOURCES   Stephen Dooley on LinkedIn Roamr’s website     QUOTES   “What if we could make work from anywhere, work from everywhere?”​  “It's a platform that helps companies save 30% on their corporate travel accommodation and we do that by paying employees instead of hotels.”​  “We believe that’s a way better way to build culture rather than a kind of team building awkward session in the middle of the office.”​ “So we’re not just saying we want to save money. We actually want to make the experience better, more intentional, more engaging.”​ “How do we find a way to give some flexibility, but also bring teams together and make it work?”​ “Everybody can send a million emails now. How are we going to stand out? How we're going to build those relationships?”​

Kelli Lester is the Co-founder and Partner at Onyx Rising, a change management consulting firm. Kelli discusses how leaders can navigate uncertainty, empower their teams, and drive innovation. She highlights the importance of leaders’ vulnerability, adaptability, and inclusive decision-making in today’s evolving business landscape. Kelli draws from her experiences navigating mergers, workforce integration, and cultural shifts to offer insights for leaders wanting to improve workplace dynamics and foster meaningful collaboration. Kelli explores strategies for developing high-potential talent, bridging generational divides, and cultivating authentic leadership.     TAKEAWAYS   [01:50] Kelli studies communications to have her own TV show and develops her voice.   [04:00] Working for the Mayor’s office, Kelli needs to understand the pulse of the community.   [04:50] Kelli works at the Census Bureau exploring why people might not want to be counted. [05:54] The Mayor reinforces understanding and serving the community’s needs. [07:02] Mergers and acquisitions at Sara Lee reveal leadership challenges in cultural integration. [08:10] Required field experience to get promoted reveals assumptions that Kelli’s boss questions. [10:12] A human-centric leadership approach creates a more integrated company.   [11:01] Transforming the talent review processes to increase transparency and fairness. [12:00] Layoffs can be done with empathy, when leaders speak the truth and are authentic. [14:20] Organizations often rely on external voices, such as consultants, to challenge leadership. [15:08] A colleague’s feedback helps Kelli adapt and improve team collaboration. [16:46] Leaders must proactively understand individual motivations and work preferences.   [18:51] Modeling behavior as a leader is essential. [19:55] Organizational and personal “whys” drive lasting behavior change. [21:28] Self-awareness helps leaders recognize their thought process and expectations. [24:41] To create an innovative organization, it is vital to learn to seek and receive feedback.   [26:23] Leaders benefit from actively seeking input from those who challenge them. [29:18] Psychological safety enables innovation and trust through vulnerability. [31:56] Exposure to different perspectives strengthens emotional intelligence in leaders. [33:40] Kelli’s leadership model focuses on exposure, inclusion, understanding, and disruption. [34:59] Leaders can disrupt exclusionary behaviors and outdated leadership models. [36:22] Many companies talk about innovation but lack true commitment. [37:01] Risk-averse industries approach innovation as a necessity rather than an opportunity. [38:16] Think tanks help diverse teams generate innovative ideas and solutions. [39:16] Younger employees’ adaptability supports problem-solving and innovation. [39:47] Innovation thrives when integrated into culture, performance, and reward systems. [40:08] IMMEDIATE ACTION TIP: Modern leadership traits include self-awareness, seeking, receiving, and giving feedback, and promoting psychological safety     RESOURCES   Kelli Lester on LinkedIn   Onyx Rising’s website       QUOTES   "There isn't one way to lead. There are also two versions of the truth, right? Two truths can exist at the same time."   "Leaders must involve multiple layers in decision-making for better outcomes."   "We have to learn how to seek and receive critical or negative feedback."   "Exposure to difference is critical. Many times, people are navigating the world thinking everything is set up the same way for everyone."   "If you tell a leader, this is what good leadership looks like, you integrate it into your performance management, you have ways to reward that behavior, then you'll see more and more of it."

Phil Kirschner, Founder of PK Consulting, is an innovator at the intersection of employee experience, corporate real estate, organizational effectiveness, and technology strategy. Drawing on his background at Credit Suisse, WeWork, and McKinsey, Phil shares insights about professional and personal responses to workplace changes. He discusses leaders’ and employees’ intuitions and the frictions affecting trust. Phil explains the cultural impact of co-working environments and how a hospitality mindset helps achieve strategic human-centric productized work experiences to meet employees’ modern work needs.   TAKEAWAYS   [01:57] Phil shares his experiences in corporate real estate, workplace strategy, and employee experience. [02:45] Cost management taught Phil the importance of understanding workplace dynamics. [04:20] Phil loves the dimensions of workplace change recognizing people’s emotional responses. [05:41] How work-life integration can mean the physical manifestation of a policy in the work world. [06:38] Place is personal, affecting choices, relationships and how people communicate. [07:44] How office changes impact managers’ perceived control over their teams. [08:45] Executives visiting WeWork’s offices were often surprised by the energy and vibrancy. [10:12] Employees embracing the WeWork hospitality, community culture, and work patterns typically had better experiences than those who resisted. [14:00] How smaller companies smaller office investments allows them to be more responsive than large organizations which often struggle with underutilized space. [15:15] COVID revealed more humanity at work—executives were seen differently and trusted. [16:22] The Edelman Trust Barometer shows the first ever dip in trust in corporate leadership. [16:50] Employees’ and executives’ different intuition about what was ‘better before’ and for whom. [18:22] Discrepancies in pre-COVID experiences change expectations for new work environments. [19:22] Phil shares how a real estate company failed to extend workplace flexibility to frontline staff. [22:00] A critical missing question: what needs to be true to allow greater flexibility and not have core metrics dip? [24:40] Remote work enables business continuity and offer an operational risk mitigation framework. [25:00] Digital-first companies have better organizational health by adapting for being distributed. [25:45] Experiencing inefficient processes to develop metrics and optimize operations. [29:02] HR, IT, and Facilities Management need to collaborate to enable modern workplaces. [29:54] Work experience needs productization and someone in charge. [31:07] Real estate reporting to HR help shift the focus from cost control to employee experience. [32:35] Hospitality oriented experiences are typically revenue lines not expense related. [34:31] Companies with “virtual-first, but not placeless” mindset rethink workplace strategy effectively. [35:53] Many executives assume office presence is essential without analyzing why. [39:10] Organizational health and connecting business objectives and work experience. [40:30] How corporate cultures can connect and align employees with purpose enabling change. [43:06] IMMEDIATE ACTION TIP: The first questions to ask at the start of any good change program: who thinks something is wrong? What do they think is wrong? And who else knows?     RESOURCES   Phil Kirschner on LinkedIn Phil Kirschner, Contributor – Leadership Strategy, Forbes     QUOTES "Many employees are feeling gaslit when they hear leaders say, ‘It was better before,’ because that doesn’t resonate with them." "Trust in organizations dipped for the first time in Edelman’s latest trust barometer report." “When I walk into the building, if the experience of getting in or registering a visitor or attending event is, is not a great one, at that point, I do not know or care whose problem it is. I want one place to go easily and I want a hospitality feeling in the response to that, which is really difficult for groups that are viewed as an expense.” “The companies that say place isn't the thing, then tend to come back around with much more interesting and studied uses and new designs of place, whether that's somebody's house, whether that's a coworking space, whether that's an “office” that they retain for gathering purposes, right? These are the same companies that tend to staff up on workplace experience. They staff up on customer success for tools, they staff up for gathering.”

Ashley Proctor, Founder of Creative Blueprint, Coworking Canada, and COHIP, is one of the founders of the coworking movement. She shares her experiences designing coworking environments as catalysts for creative and business synergy with economic sustainability and social impact. Ashley explains the importance of cross-disciplinary collaboration and how intentional community-building leads to long-term success. She emphasizes how coworking represents a shift in how people connect, co-create, and thrive together shaping the future of work.      TAKEAWAYS   [01:45] Ashley Proctor chooses to study art and design for its creative problem solving.   [02:34] Ashley feels at home with people at college who are all ‘a little bit weird’!     [03:42] Space issues during a renovation lead Ashley to create a shared study and learning environment.   [04:55] XSpace is created to provide an external, student-run environment which has lasting impact.    [06:22] Coworking for artists looks different than for information workers with laptops.   [06:51] The Foundry building creates a maker space for artists, entrepreneurs, and tech startups.    [07:53] Cross-industry coworking results in artists being more entrepreneurial and entrepreneurs being more creative in problem-solving.   [09:49] 312 Main transforms a former police building into a coworking hub focused on social impact.   [12:18] A bold vision and complex situation requires extensive community consultation and is a slow build.    [13:34] Co-creation stimulates the necessary transformation supported by the local community.   [14:40] Thoughtful coworking design includes harm reduction, de-escalation strategies, and cultural inclusivity. [24:00] The coworking movement is rooted in accessibility, inclusion, and empowering independent workers. [26:30] COHIP (Coworking Health Insurance Plan) emerges to address gaps in coverage for freelancers. [29:00] Ashley’s personal health crisis highlights the need for sustainable, independent health coverage.  [31:30] COHIP expands to serve artists, entrepreneurs, and small businesses across Canada. [34:00] The IDEA Project challenges coworking spaces globally to enhance inclusivity and accessibility. [37:00] Coworking is about fostering connections and collaboration, not just providing office space. [39:30] Larger organizations can benefit from coworking’s agility and cross-pollination of ideas. [42:00] Companies are increasingly funding coworking memberships to support hybrid work needs. [45:00] Employees thrive with autonomy in choosing coworking spaces that suit different tasks. [47:30] Coworking hubs in rural areas provide professional environments without long commutes. [50:00] Ashley shifts focus to mentorship and ensuring long-term sustainability of coworking models. [53:00] Community land trusts and coworking hubs can serve multiple civic and emergency functions. [56:00] Larger organizations should see coworking as a strategic investment, not just a perk. [58:30] Flexible workspaces help companies reduce costs, improve retention, and boost productivity. [1:01:00] Coworking spaces offer expertise in workplace design, benefiting both employees and companies. [1:03:30] IMMEDIATE ACTION TIP: Your company can benefit from coworking by realizing lease cost savings, the coworking provider’s informed use of assets, tools, and space, and improved employee wellbeing and retention.  This episode emphasizes how coworking drives innovation, inclusivity, and economic growth while providing practical benefits for individuals and organizations alike.  RESOURCES  QUOTES  Verbatim Quotes from Ashley Proctor Episode Title: Coworking as a Catalyst for Innovation and Community  "Working as a movement."  "I feel like I'm solving problems and sometimes founding an entity is the way to do it, to continue to solve it for other folks."  "When we build those spaces with intention, we can have a lot of layered impact."  "I've been saying from the beginning that what we're doing really is about what we're doing when we're working together."  "The magic that happens when we work together."  "It was a massive vision for a very complex space in a complex neighborhood."  "The key pillars, like I said, is that essential upfront communication, so the design and what we're working towards is fully community-led and then community-centered."  "Coworking is about what happens when we work together."  "The coworking movement and industry remains inclusive, diverse, equitable, and accessible."  "The diversity and the collaboration is what makes it work."  "To empower their employees to do their best work, they need to give them that flexibility of choice as well."  "I'm seeing a lot of growth in rural communities or outside of the urban core, where people don't want to commute all the way downtown to go to work."  "Happy and healthy employees are productive and loyal employees."  "We don’t need to maintain headquarters in these office spaces around the world that are mostly empty."  "We are really just starting to see this blossom around the world."   

Dan Bladen, CEO and co-founder of Kadence, and Dave Cairns, Future of Work Strategist at Kadence, each discuss aspects of the evolving dynamics of modern workplaces and spaces. Dan shares insights from Kadence’s journey developing workplace technology and breaking down and rebuilding work to facilitate workflow and rhythm for distributed workers. Dave highlights the benefits of data-driven understanding of people flow and space utilization as well as intentional gatherings. They recognize flexible hybrid models’ acceptance and leaders’ increasingly purposeful coordination.       TAKEAWAYS   Dan Bladen Interview   [01:22] Dan explains his background in theology, music, and technology.   [02:57] Growing up with engineers, hardware, and gaming encouraged Dan to build computers.   [05:04] Traveling around the world in 2012, connectivity and charging are basic needs.   [05:40] Dan co-founds Chargify to make wireless charging a game changer as WiFi did for connectivity.   [06:41] Dan notices offices were already half-empty as people start ‘agile working’ in the 2010s.   [07:25] The business of checking an employee into a hot desk while also charging their laptop.   [08:06] Strong growth stops with the pandemic, then a Fortune 50 company asks to use Chargify’s software to enable safe office-based work.   [09:36] The checking-in capability leads to a business pivot to workplace coordination software.   [11:02] Dan isn’t enthralled, but the market is large and 90% of companies are going hybrid.   [12:20] Dan sees the potential of hybrid work to benefit from more work-life balance.   [12:44] Finding rhythm with your family and your team and having a contract with your employer.   [13:35] In the past, people had to act predictably as spaces were static.   [14:36] Kadence philosophy breaks down the ‘work stack’—starting with the ‘why’ of work—vision and values   [15:13] Moving from performative inputs to quantitative outputs.   [16:10] Work defined by time not place—so what is the work ‘operating system’?   [18:08] Kadence starts as desk-booking software and becomes a hybrid work management platform.   [20:05] The hybrid shift is influenced by market conditions and economic pressures.   [21:00] Data shows the best-performing companies are hybrid.   [21:40] Servant leadership is rising and thinking about culture and the next generation.   [22:51] Over 50% of hybrid companies now organize regular in-person events.   [23:16] Time to trust is accelerated during face-to-face times of togetherness.   [23:29] Leaders must be intentional about when and where they gather their teams.   Dave Cairns Interview   [24:32] Dave discusses how deep friendships build up live and asynchronously.   [25:33] The mismatch between real estate supply and demand that Dave notices in 2019.   [26:10] Pandemic shifts remind Dan of his poker-playing time when he was working remotely.   [27:37] Merging two experiences, learning more about the nature of work, beyond office space.   [28:07] Learning from many sources for the first time that office spaces pre-COVID were half empty.   [29:30] Dave’s content resonates with people struggling with their working lives and rigid policies.   [30:36] Many workers feel forced into office attendance without a clear reason.   [32:23] Canada has a quieter acceptance of hybrid work compared to the U.S.   [33:19] New York seems to have the most polarized views on remote and in-office policies.   [36:17] The mismatch between work policies/mandates and actual employee behaviors.   [37:26] Employees often coordinate informally and inefficiently, giving organizations no insights.   [38:27] Most firms still lack clear data on how their offices are actually being used.   [40:30] Some leaders demand full office occupancy despite low attendance rates.   [41:06] Gathering granular data to understand people flow and office space utilization.   [42:06] High lease costs, renewals or financial pressure are key factors to drive real change.   [43:19] Proactive companies learn workflow and people coordination before downsizing space.   [46:04] Leaders are balancing executive mandates with employee flexibility to achieve results.   [49:31] Companies recognize hybrid’s importance but lack the knowledge to execute well.   [51:56] IMMEDIATE ACTION TIP: Have an intentional gathering strategy. Accept that teams can make some of their own decisions. Figure out how your office spaces, your workspaces, if you have any, are being used.       RESOURCES   Dan Bladen on LinkedIn Dave Cairns on LinkedIn Kadence’s website       QUOTES   “Now there's this opportunity for people to be more unpredictable and spaces to be flexible.” – Dan Bladen.   “So the only way to measure if that work was getting done was by measuring and observing the quality of the outputs.” – Dan Bladen.   “We started rebuilding it [work]. And really it boils down to people, places and the projects that they're working on.” – Dan Bladen.   “Work doesn't happen in a place anymore. It actually happens in the working week. And where you choose to place yourself is part of your toolkit and your coordination layer.” – Dan Bladen.   “Work is going to be reimagined a bit like an OS.” – Dan Bladen.

Darcy Marie Mayfield is a specialist in culture architecture and experience design. Darcy shares her experiences in hospitality at Airbnb and designing systems to codify and scale company culture at early fully remote organizations. She discusses how initiatives like Tulsa Remote have revitalized cities by attracting remote workers and fostering local collaborations. From engineering serendipity to creating consistent rituals and empathetic leadership, Darcy offers actionable insights into creating inclusive, connected thriving communities and environments for remote and distributed workers and teams.     TAKEAWAYS   [01:27] Darcy’s early and enduring passion is hospitality and helping people feel they belong.   [02:34] At Airbnb, Darcy pilots early remote work initiatives to explore flexible work models.   [04:06] Darcy leaves Airbnb as they lack remote work flexibility and moves to a rural area.   [04:23] TaxJar’s leadership wants to take the company fully remote, so Darcy joins for the challenge.   [05:10] The vision is to build a strong company with a strong product and strong profits while people enjoy their lives.   [06:00] Darcy works with academic researchers to study and codify culture in a fully remote organization.   [06:56] How do you architect culture where there are no physical walls?   [07:40] Codifying culture for scale involves understanding the founders’ DNA and origins.   [08:56] Deep listening sessions to co-create with employees and reveal how values show up.   [09:20] Transitioning from an SMB to a mid-market culture means balancing collaboration with structure.   [11:16] During the pandemic, TaxJar’s remote model enables significant growth and low attrition.   [12:05] Darcy wants to help people and prove remote working works, but it gets exhausting.   [14:06] To normalize family-friendly environments, TaxJar’s CEO has to set the example.   [15:00] They are proud of having top talent who are really empathetic.   [16:29] At Stripe, Darcy observes strong identity tied to the office causing hybrid work challenges.   [18:26] Redesigning hybrid work, prompting leaders to model flexibility and track energy patterns.   [19:56] Understanding offsites, her team considers how to include remote participants equitably.   [20:34] Why to create experiences for remote workers that rival office-based interactions.   [22:18] Darcy describes Tulsa Remote and attracting remote workers to boost economic growth.   [23:34] The benefits of industry diversification and reverse the brain drain for Tulsa.   [24:33] Why people choose to move to Tulsa and partnering to solve local problems.   [25:09] “Engineering serendipity” to connect remote workers with local communities.   [26:28] Piloting a workation program that fosters deep connections between participants and locals.   [28:10] The pilot program results in nine out of twelve participants moving to Tulsa.   [29:28] Darcy personalizes participants’ experiences connecting them with relevant locals.   [32:59] How other cities have increasing willingness to benefit from digital nomads.   [34:17] The opportunity to create a blueprint for “sister cities” ready to create consistent, impactful remote work experiences.   [37:20] Madeira Friends aim to show the long-term economic benefits of attracting digital nomads.   [39:26] IMMEDIATE ACTION TIP: To improve hybrid and remote outcomes, lean into cultural architecture. One, name channels to evoke desired behaviors. Two, cultivate consistent rituals. Three, give yourself permission to experiment.     RESOURCES   Darcy Marie Mayfield on LinkedIn Darcy on Instagram Tulsa Remote     QUOTES   "How do you architect culture when there’s no physical walls?"​ "Codifying culture allowed us to emotionally and intrinsically move our culture from an SMB culture to a mid-market culture because that’s where our customers were going."​ "Words make worlds. Use words that emote the behavior you want to see."​ "Remote workers bring not just economic benefits but also a diversification of skills and innovative ideas to communities."​   "Leaders must set the tone—if a leader is going to take a walk in the middle of the day, then everybody else will follow."​   "It’s about designing the connections and programming so people feel like they belong so much earlier and so much more often."​ ​

Show host Sophie Wade welcomes 2025 focusing on the natural dynamic of modern work to facilitate executives’ and employees’ abilities to adapt. She outlines three priority areas for the year ahead, recommending how to adjust for and integrate AI as a core component of our tech-driven business and work. Highlighting research and examples, Sophie focuses on: human-AI collaboration, designing work for agility, and upskilling employees rapidly in the flow of work. Sophie emphasizes the principles of modern work: learning, intention, flexibility, and empathy, as well as systems thinking to help us recognize the full ramifications of our inventions and actions.   TAKEAWAYS   [00:42] Sophie sets the stage for 2025, focusing on adapting to rapid change.   [01:29] Embracing change is essential. Rigid work structures conflict with human nature.   [02:40] Work norms evolved based on prevailing possibilities and were not healthy or sustainable.   [03:25] Flexibility and adaptability are natural and essential human traits.   [03:58] Customization in work and products recognizes our individuality and different needs.   [04:40] Human-centric approaches and tools foster creativity and problem-solving.   [05:18] Early rigid work environments suppressed autonomy and innovation.   [06:18] Modern work requires collaboration and proactive preparation for change.   [07:20] Adapting to change thoughtfully can reveal the best evolutionary pathways.   [08:44] Systems thinking helps anticipate and manage the ripple effects of innovation.   [09:43] Modern work requires intentional action to navigate interconnected global systems.   [11:10] AI integration is transforming the workforce into blended human-AI collaboration.   [12:21] Leaders must identify opportunities for AI to complement humans and our skills.   [14:05] Flattening hierarchies and skills-based work systems boost agility and engagement.   [15:18] Internal talent marketplaces promote cross-functional use of employees’ skills.   [16:37] Upskilling is critical for addressing skill gaps and maintaining competitiveness.   [18:04] Continuous learning must be integrated into workflows for successful transformation.   [18:35] Approaching change with intention, flexibility, and empathy reduces friction and boosts outcomes.   [19:27] Empathy-centered leadership enables multigenerational and distributed teams to thrive.   IMMEDIATE ACTION TIP: Incorporate learning, intention, flexibility, and empathy into workplace strategies.     RESOURCES   Sophie Wade on LinkedIn Sophie’s company Flexcel Network SophieWade.com   QUOTES “We can lean into our natural capacity to adapt if we reframe what we’ve been used to and why.”   “Work is in flux, nothing is set in stone, and adaptability is essential all along the way.”   “Human-centric approaches and tools foster creativity and problem-solving because we are not machines and aren’t good at pretending to be.”   “How you approach change, and specifically the significant ongoing changes occurring in and across our professional world, affects your ability to flex and adapt.”   “Adapting to modern work requires continuous learning as a core habit, integrated into workflows and supported as part of daily operations.”   “Empathy-centered leadership is critical, recognizing that each person has different skills, adapts at a different pace, and may encounter hiccups along the way.”   “Internal talent mobility isn’t easy or obvious to operationalize, but it is necessary to keep pace with the faster evolution of modern work.”   “Systems thinking recognizes that our actions are not independent or isolatable but always have ripple effects on others—and reciprocally on us.”   “AI integration is enabling the emergence of a collaborative, blended human-AI workforce that complements uniquely human skills.”