How do non-hierarchical workplaces change the way people relate to each other in the office? What does that require from the workspace designer?
Flattening organizations helps employees feel aligned and part of a team, rather than stuck in a traditional chain of command. It allows ideas to flow more freely, with everyone’s input being valued. In Silicon Valley, people want their code or ideas to be implemented quickly—not slowed down by layers of management wanting credit.
Designing for that culture means creating environments where everyone feels they belong, not just top executives. We try to tell the story of each company—especially younger ones—through their spaces. That includes selecting furniture, artwork, and details that resonate with the people who work there, instead of generic corporate posters. It is about authenticity and creating spaces that reflect the company’s values.
Are CEOs sometimes resistant to these non-hierarchical spaces?
Sometimes the managers under them are, especially those who worked hard to climb the traditional ladder. But good CEOs understand that people are the fuel for innovation. With tools like Glassdoor and social media, outdated management styles are quickly exposed. That is why many companies now have "ministers of culture" instead of traditional HR—people who are embedded in daily life and responsible for maintaining alignment and culture.
The best leaders today know that to attract and retain talent, they need to show care and connection. That means designing workplaces where people feel heard, seen, and respected. It’s no longer enough to lead from the top down.
Do you tend to engage the entire team of a company when designing their workplace?
Absolutely. A big part of workplace design is strategy—understanding how a company operates and identifying pain points. Sometimes it is as simple as needing a space to take a personal call or somewhere quiet to decompress. Today’s offices are expected to support work-life balance in more comprehensive ways.
In Northern California, for example, it’s now a given that workplaces include things like mother's rooms, prayer spaces, and areas for solitude. These are not perks—they are mandates. What we learn here often spreads globally. The pandemic taught us the value of balancing personal life and work, and now we are redefining what “the office” actually means.
How has the office changed in light of the shift to remote and hybrid work?
We have learned that while we can work anywhere, the office remains important for connection and socialization. Virtual tools are useful but limited—they are transactional and asynchronous. We are still figuring out how to bridge that gap with new technologies and behaviors. What we are doing now is trying ideas to bring people back to the office, and what works varies by company. Office 4.0 is not fully defined yet, but the principles are there: flexibility, intentional gathering, and spaces that support both focused work and casual interaction. It is still a work in progress.
Can we talk about a “hybrid workspace”—with spaces for collaboration and spaces that are more private?
Absolutely, and it is not new. We have been moving in that direction for over a decade. Not everyone works the same way—you need a ritual to get into your zone, whether that is quiet time with coffee or diving straight into collaboration. Offices should support that transition.
We have also been experimenting with distributed work long before COVID—like satellite offices or Wi-Fi-enabled buses to work during long commutes. What is new is the urgency and scale. Now, on peak days like Wednesday, offices are oversubscribed because everyone wants to come in at once. It has forced companies to rethink how space is used.
Do you think the tech industry’s approach to workplace design is influencing other sectors?
Definitely. Tech allowed for experimentation, and now those innovations are spreading. Open-plan offices aren't new, but some went too far—cramming people into spaces without enough support areas like phone booths, quiet zones, or bathrooms. That’s when open plans got a bad name.
Our job is to push back and educate. Overcrowding leads to unhappy employees. Instead, we design workplaces as rally points, spaces for storytelling and learning—especially for younger staff entering corporate life for the first time. Every design decision, from fancy furniture to food, signals how a company values its people.
Could you share examples where your design clearly improved how a team works?
One recurring theme is the kitchen. In older offices, it was an afterthought. We brought it front and center—near the lobby—because food sends a message: we care. It is not just about meals but creating a place for informal interaction and work.
We have also seen companies that invest in play and downtime—board games in break areas, comfortable lounge seating, 24/7 kitchen access—improve employee engagement. It is about the full experience: storytelling, comfort, healthy food, even massage or biophilic spaces. These elements are now essential, not optional.
With fluctuating attendance due to hybrid work, how do you design for uncertain headcount?
It is less about desk-per-person now and more about making every part of the office usable. Wi-Fi and mobile tools let you work from a lounge or outdoor space just as well as a desk. If everyone wants sit-stand desks and Aeron chairs, then we adjust.
Data helps too. Tools can now measure real-time occupancy—beyond just badge swipes. That helps facilities managers plan. Developers are catching on too: buildings with top-tier amenity space and overflow areas like podcast rooms or extra meeting rooms are the ones getting leased.
So the future of office space is also shaped by what landlords and developers provide?
Yes, and it’s already happening. Smart landlords are offering flex space or in-building WeWork-style options. These on-demand, premium environments are especially appealing in places like the Bay Area where leadership lives in beautiful homes and doesn’t want to commute unless the destination is worth it.
The post-COVID shift, along with the rise of AI and renewed workplace interest in the Bay Area, has triggered a new movement. We are solving these challenges in real time—through new builds, renovations, and strategic planning. It is a dynamic moment for workplace design.
