152: Ginger Dhaliwal - Developing Human-centric Technology Solutions for Work Problems

Ginger Dhaliwal is Co-founder and Chief Product Officer of Upflex. A long-time tech entrepreneur and investor, she shares her human-first orientation which drives her passion for solving systemic challenges using technology and data—from micropayments to elder healthcare to flexible workspaces. Ginger discusses how intentional design, empathy, and sustainability are essential for building data-driven ecosystems that support a diverse, distributed workforce. She highlights behavioral indicators for shaping future-ready on-demand and long-term work environments, emphasizing collaboration and relationships.     KEY TAKEAWAYS   [00:29] Ginger studies social work and first focuses on understanding people and reskilling immigrants.   [01:40] Ginger’s travel takes her to Malaysia where she joins a tech startup as the Internet takes off.     [02:35] At a government-supported R&D lab, Ginger builds a venture studio model.   [03:20] They attract international talent to spin off multiple startups solving real-world problems.   [04:05] One early product enables micropayments using mobile phone billing instead of credit cards.   [05:12] Learning to persuade large corporations to adopt emerging innovations and enter new markets.   [06:10] A healthcare venture connects remote patients in S.E. Asia to providers through internet cafés.   [06:48] Healthcare tech is adapted for the U.S. to support elders aging in place with sensor systems.   [07:50] Adoption fails to take off due to lack of interest from medical professionals in holistic data.   [08:40] Ginger gets disheartened, entrenched in the elder care community, and feels burned out.      [09:30] Considering identity, AI’s impact, and future career direction.   [10:45] Personal remote work experience and coworking exposure lead to co-founding Upflex.   [11:50] Ginger sees coworking catalysing innovation with people from diverse industries co-located.   [13:10] Upflex becomes a platform to aggregate access to coworking spaces globally.   [14:40] Early clients like Nokia highlight retention, recruitment, and cost control needs.   [15:20] Real estate lacks actionable data, pushing Upflex to build a decision-support layer for companies.   [16:25] Ginger champions flexibility as a strategic asset for talent engagement, not a perk.   [17:35] COVID causes companies to confront data about remote work and location preferences.   [18:40] Upflex helps firms explore questions around hybrid work behavior using their data tools.   [19:25] Focus on location can mask deeper control and change adaptation issues in hybrid transitions.   [20:45] Data shows employees’ behavior is consistent across corporate offices and on-demand coworking spaces.   [22:25] The global shift from individual desks to more collaborative meeting spaces.   [23:38] Most day passes are booked same day, while meeting rooms are booked days in advance.   [25:55] Coworking supports relationship-building and community connection as well as collaboration.   [27:30] Companies are repurposing coworking memberships for team days, pods, and local clusters.   [29:40] Upflex advises clients to view coworking as workplace strategy infrastructure.   [31:25] Businesses experiment with timeshare-type space arrangements to balance cost and access.   [33:10] Exploring partnerships with landlords to offer on-demand overflow capacity.   [34:50] AI is being integrated to optimize seat allocation and dynamic workplace management.   [36:15] Comparing Upflex’s model to AWS—scalable space usage tailored to demand and cost savings.   [37:25] Ginger emphasizes redirecting real estate savings to reskilling as rapid tech changes cause workforce disruption.   [39:15] Identity loss from desk removals prompt incremental workspace changes. [41:00] IMMEDIATE ACTION TIP: To problem solve right now, there’s no playbook, it’s iterative. Come up with questions to test. Start small. Figure out a solution. Get buy in. Gather data for feedback to refine and grow.     RESOURCES   Ginger Dhaliwal on LinkedIn Upflex website       QUOTES   “I don’t need to know the answers to things as long as I’m constantly thinking about solving these problems for people.”   “Coworking as a model for innovation and ideation is a wonderful thing and it's in your backyard. It's a block away from your, where you live.”   “How do we create a more sustainable lifestyle for people looking at the data. People losing 15 days of their lives commuting just didn't make any sense to us.”   “We can create that data layer so that people can actually make decisions based on data and understanding those preferences and how people are using space.”   “A lot of office space today is designed for productivity and it's shifting to collaboration. Coworking spaces are designed for that too, but also relationships. I think the evolution is we are all going to be craving relationships. It's not the collaboration that you're going for. You're going for the relationships.”   “We're working with landlords to figure out how you can create those overflow spaces and, from a corporate standpoint, be able to not build for the peak, but build for the average and then have the resources, the unlocking of the network, to handle the overflow.”  

Noel McNulty, Global Real Estate and Workplace Director at Twilio, brings learnings from hospitality to facilities and workplace experience in the tech and legal sectors. He explains how a “know your customer” mindset drives effective workplace design with personalized experiences. Noel discusses evolving from traditional facilities to values-driven workplace experience. After pandemic-based adaptions, he shares the emerging signals and realizations of the shift to flexible, remote-first work. Noel endorses curated events and environments to foster connection, engagement, and wellbeing to enhance productive, distributed work.   KEY TAKEAWAYS   [1:30] Noel moves from Ireland to the US, starting in hospitality before moving to facilities management. [3:09] Noel uses hospitality skills in facilities work, focusing customer service and operational efficiency. [4:28] Working on a large office restack, Noel is exposed to design, construction, and project management. [6:04] Getting to know each customer personally is essential to deliver effective workplace solutions. [10:41] Noel adopts Maya Angelou’s insight that people remember how you made them feel. [13:14] Tech companies embrace high visibility events and high-touch workplace experiences. [16:23] Conservative sectors, such as law firms, foster very different workplaces to tech companies. [18:15] The pandemic halts a major growth period, forcing an immediate shift to remote working. [19:24] Downtime is used to catch back up, building playbooks and operational structure. [20:41] Phased office returns have strict safety measures, understanding psychological issues. [22:38] Leaders discover remote work productivity, adding asynchronous learning practices. [24:25] Pandemic-based work shifts lead to rethinking space use and global workplace strategy. [25:03] Twilio commits to remote-first for talent and customers, learning from new habits. [26:36] Using regular employee surveys to inform and guide culture and strategy. [27:51] Workplace experience is decisions are grounded by core values and principles. [29:22] “Open Work” is launched as a framework for distributed teams to thrive. [30:36] Effective workplace experience focuses on understanding customers and data, and cultivating curiosity. [31:24] Why empathy, self-awareness, and understanding needs are essential to inform workplace strategies. [31:45] Noel's coaching benefits his leadership, self-awareness, and support of everyone's well-being. [33:39] Noel recommends how reframing questions can unlock new perspectives. [35:11] IMMEDIATE ACTION TIP: To improve workplace experience, first, everyone gets to contribute as all their experiences matter. Secondly, get external inputs—there’s a broad community all working on the same issues. Lastly, have fun with it.     RESOURCES   Noel McNulty on LinkedIn Twilio     QUOTES   “At the core of all of it, I think it's knowing your customer… that means actually getting to know them as a person, not just about the work they do.”   “You can curate a more unified experience, but there’s still personalization involved. It’s about balancing both.”   “Workplace experience is about how a company’s values show up in the environment and how that reflects in how people are treated.”   “Even as we’ve moved into this remote-first world, it’s really about allowing people to be seen and heard.”   “It wasn’t just because they were a lawyer they got special attention—everybody got that attention, from secretaries to administrative staff.”   “'Open Work' is our philosophy for how we allow our employees to thrive in a remote-first environment.”  

Brian Robertson is Founder and CEO of GlassFrog and creator of the decentralized management and organizational governance system, Holacracy. Brian brings a software architect’s lens to fixing organizational ambiguity. He outlines why clarity—not control—is the key to scalable leadership and self-managed teams. Brian explains the benefits of an organizational clarifying framework with dynamic role definitions and boundaries that enhance autonomy and results. He discusses how human-centric systems adaptations enable innovation, AI integration, and support business evolution.     KEY TAKEAWAYS     [01:34] Brian learns to read on software development books and leaves school early.     [02:00] Brian loves the structured thinking and clarity of software development.     [02:22] Seeing through a software architect's lens, Brain seeks to fix business’s unclear operations.     [03:19] Brian starts a company as a lab to explore authority structure, work organization, management and more.     [03:54] Holacracy emerges: clarity-driven not consensus-based but everyone has a voice.     [06:03] Traditional job descriptions are outdated; clarity makes things easier as everything gets faster.     [07:06] Clarity evolves with tweaks for dynamic roles, adaptive processes, and efficient meetings.     [07:41] Optimizing decision-making to avoid the tyranny of consensus and top-down control.     [09:46] Biggest challenge in scaling is unlearning old habits and identity ties to status.     [11:03] Leaders should manage work, not people, and build systems others can lead within.     [12:10] Good leaders create clarity to prevent recurring crises and enable autonomy.     [13:08] Boundaries must be clear so people feel safe to act independently.     [14:15] Limits evolve over time; clarity comes from learning together.     [15:21] Roles are distinct functions with purpose, authority, and expectations.   [17:12] People hold multiple roles; work is modular and easier to shift or automate.   [19:05] Clear roles support influence, coordination, and decision-making.   [20:06] Governance allows anyone to adjust roles and expectations transparently.   [22:00] A new hire adds expectations to the founder’s role in two minutes.   [23:12] Lack of clarity persists because defining work well is hard and often skipped.   [25:02] Everyone—not just leaders—needs to contribute to organizational clarity now.   [27:00] Clarity with adaptability helps tech-minded firms respond quickly to change.   [28:01] Zappos added market-based dynamics atop Holacracy to treat teams as micro-businesses.   [30:19] GlassFrog simplifies adoption by guiding organizations through incremental change.   [31:33] AI turns complaints into improvement proposals when structure is clear.   [33:30] Without clarity, AI struggles to support internal workflows.   [34:17] Holacracy empowers people to move from complaint to constructive action.   [35:10] Visionary leaders or incremental adoption paths enable systemic transformation.   [37:12] Teams often start with productivity or agile tools, then build structural clarity.   [39:00] Clarity must be continuously updated—not a static achievement.   [40:04] Empowerment needs limits; without knowing them, people can’t lead.   [41:01] Self-leadership means owning your role and acting with confidence.   [42:00] IMMEDIATE ACTION TIP: Self-leadership—supporting people stepping up to be CEO of their role—requires clarifying limits to allow people freedom to lead within those limits.       RESOURCES   Brian Robertson on LinkedIn GlassFrog.com HolacracyOne’s website     QUOTES   “Expertise is used to manage hard problems, to manage the work, not the people.”   “If you need a boss who empowers you, you are in a fundamentally disempowering environment.”   On leaders: “I've found that the leader's job is to create organizational clarity…They create the clarity that lets people step into their full power, their full freedom and lead… Their job is to obsolete themselves.”   “They're defining boundaries. They're defining expectations. They're empowering by creating a system, a framework that is so clear that people don't need them to empower them. They can just simply step up into the power they have, because it's all obvious.”   “Companies are complex adaptive systems in a massively complex environment in that kind of system.”   “It's hard to use AI internally to companies if you don't have organizational clarity. If the way things work around here is in everyone's head, it's not clear and it's not consistent. It's hard for an AI to work with.”   “It's training people to step out of just the victim mindset and into a co-creator mindset, into a ‘I can actually drive change here’.”   “We need the kind of environment and the kind of culture that supports people really stepping up and being a CEO of their role.”   “How do we consistently generate clarity because clarity is subject to entropy? Whatever clarity we have as our business evolves will rapidly become out of date.”   “Clarity itself is only as good as people can actually harness and use it by leading within it, by having that power.”

Fréderic Tshidimba is the Co-founder and Chief Inspiration Officer at Empleyo, an Employer of Record (EOR) that helps businesses navigate international employment, remote staffing, and HR services. Fred shares his experiences growing teams in emerging economies. He discusses global talent flow and the need to make labor markets more liquid. Fred illustrates EORs’ role in helping companies grow, accessing skilled workers and staying compliant. He describes how outsourcing international HR services opens up markets. Fred explains the value of fair employment contracts in supporting workers’ financial security and mobility, while enabling employers to scale flexibly.        KEY TAKEAWAYS    [00:23] Fred studies business engineering with a focus on marketing and consumer psychology.    [01:40] Fred joins Coca-Cola in a digital marketing traineeship having no digital experience.    [02:25] Three key lessons at Coke: think big, prioritize execution, and focus on consumer insights.    [03:32] Transitioning to Nestlé, Fred focuses on the product portfolio and bottom-line.    [04:50] Fred declines a transfer to Italy and moves for his wife’s new job in the Philippines.    [06:20] Discovering the Philippines’ strengths in digital and outsourcing industries.    [07:16] Fred enjoys agency work in young, fast-paced, endorsement-driven S.E. Asian markets.    [08:50] A friend suggests co-founding a business to bridge digital expertise and outsourcing.    [09:45] Fred scales the business supporting global e-commerce and software clients.    [10:56] The venture grows by focusing on clients’ needs as they scale.    [12:00] Riding two waves: the e-commerce boom and early globalization of talent.    [12:58] Fred gets bought out and launches Empleyo to enable global employment opportunities.    [14:10] Empleyo helps companies hire talent in countries where they don’t have local presence.    [15:05] Startups often use Employer Of Record services after hiring remote workers independently.    [15:42] Pre-sales roles, software engineers, and mission-driven or tech specialists are key EOR hires.    [17:20] Startups use Employers of Record services for flexibility and growth.    [18:10] Fred sees labor becoming more liquid like capital, removing structural employment barriers.    [19:25] The workforce becomes a “work net” with collaboration transcending borders and time zones.    [20:40] Workers still want financial stability even as their multiple career paths become more fluid.    [21:35] Empleyo focuses on long-term contracts to give workers job security and legal protections.    [22:38] Companies need formal employment frameworks to scale responsibly and remain compliant.    [23:50] EORs take care of compliance needs, e.g. GDPR and NDAs, managing across client contexts.    [24:55] Empleyo focuses on emerging markets in S.E. Asia and Africa, also expanding in Europe, the US.    [26:05] HR becomes more strategic as companies seek talent aligned with purpose and growth goals.    [27:28] Fred emphasizes hiring local experts to navigate regional contexts and gain customer relevance.    [28:30] Internal mobility offers employees growth and engagement, especially in large organizations.    [29:35] Will future employment models continue to have fixed salaries and leave policies.    [30:50] Empleyo shares best practices learned from innovative clients.    [32:02] Personal cases, such as relocation during unrest or family planning, underscore Empleyo’s human impact.    [33:15] Companies are prompted to think beyond borders—hiring a country CEO without a local office.    [34:20] Fred sees cross-border employment as a way to support families and keep communities intact.    [35:12] Fred is committed to keep expanding their horizons and connecting people through work.    IMMEDIATE ACTION TIP: Using an Employer of Record helps companies scale quickly and legally by hiring skilled remote workers globally.       RESOURCES    Frederic Tshidimba on LinkedIn  Empleyo.com        QUOTES    “Labor is pretty cranky… it’s a factor that’s not so liquid.”    “We believe more and more in the concept of a "work net", not just a "workforce".”    “The workforce is getting more and more flexible, but people still need to be bankable.”    “If you want talent with purpose, you often have to go further than your local market.”    “Scaling with purpose means balancing speed with intentionality in your recruitment.”    “Sometimes people just want to live in their community and work for a global employer—that’s a beautiful thing.”    “Our mission is to help labour become more liquid by making employment simpler, fairer, and more accessible.”    “It’s exciting because, in the end, it’s about people, their lives, and helping them grow wherever they are.”   

“JJ” Jessica Reeder, a workplace innovation and culture transformation leader, shares insights from her deep experience designing communications systems, scaling multicultural teams and aligning culture with strategy. Bringing pivotal learnings from early fully-remote companies such as Toptal and GitLab, JJ explains how self-management, thorough documentation, and systematized collaboration underpin successful remote work. She describes the cultural shifts required for hybrid and distributed workforces and advocates for systems thinking and clear communication to empower modern work managers.     TAKEAWAYS   [01:24] JJ didn’t know what studying linguistics would entail when she chose it but she loved it.   [02:47] Linguistics gives JJ a framework to understand the history of humanity and migration. [03:10] Living in another culture opens up her global perspective and gives her a different lens. [04:24] JJ’s appreciation for engineers stems from their clarity and direct information transfer style. [05:49] JJ transitions early to working remotely focused on content and communication projects. [06:35] Noticing the growth of formal distributed work, JJ joins one of the first all remote companies.   [07:14] JJ starts building a distributed community across cultures for a global virtual developer network. [08:15] Nurturing connections among talented remote professionals requires deliberate strategies. [08:56] Remote talent feels more connected when engaged with a peer community. [09:54] JJ moves to GitLab to explore systematized connectivity and is launched into remote work consulting by the pandemic. [13:01] GitLab was designed for remote work with full documentation, tools, and systems. [14:11] Realizations they need to understand other companies’ different perspectives. [16:44] Conviction in remote work but recognition that unprepared managers are challenged. [18:30] JJ highlights self-management as a cornerstone of GitLab’s decentralized operating model. [19:07] Clear documentation and SOPs reduce managerial load while teaching remote processes. [20:35] Others’ embrace of remote work affirms JJ’s long-held belief in the global distributed workforce. [22:34] JJ studies industrial organizational psychology and joins Upwork for an applied learning experience.   [23:24] JJ helps Upwork transition from an office-based to remote-first workforce. [24:12] Engagement is often relationship based, differing between employee and freelance contributors. [25:00] Emotional connection isn’t always needed; the mission can generate engagement. [26:43] JJ finds that many workers thrive as project contributors without deep social integration. [28:08] More varied distributed operational models are needed, especially for larger companies. [30:36] Distributed work effectiveness requires more than dedicated time for human connection.   [31:25] Clearly documenting and consistently applying standard operating procedures and behaviors is crucial. [32:05] Standardizing—behaviors, tools, expectations—was a major Upwork project JJ worked on. [32:47] Accessible knowledge and intentional transparency are essential and must be intentional. [34:58] The Forest Ranger book gives JJ great insights about distributed operations.   [36:19] The ‘manual’ shows how philosophy, behavioral standards, transparency and documentation empower independent workers.   [37:24] To train distributed workers, companies must clarify expectations—behaviors, work, standards. [39:15] Hybrid work requires embracing a digital-first mindset even when working partially in-office. [40:54] IMMEDIATE ACTION TIP: To become digital first, one, understand time—such as core hours, two, communicate digitally—with documented processes, and three, systematize collaboration—designating how and where work is done. [41:57] Communication processes must be modeled by leadership and enforced by managers. [42:26] Systematized collaboration tools create visibility, drive cohesion, and replace physical context.     RESOURCES   “JJ” Jessica Reeder on Linkedin JJ’s website The Forest Ranger book       QUOTES   “This decentralization of management. Instead of someone managing your work, there's somebody who is directing your output or directing your outcome. So understanding how to empower people to self-manage their work.”   “Collaboration is really just about trading work back and forth and doing it in a very effective way.”   “To be effective at our work, we need to have a source of motivation. We need to have proof that our work is doing something that we believe in. We do need to have some sort of a mission that we're contributing to, but we don't need to necessarily be deeply emotionally engaged.”    “Having standard operating procedures and behavioral standards is clearly documented and consistently applied throughout the organization is crucial in remote work. It is absolutely a deal breaker if you don't have people understanding how they are supposed to work.”   “One of those things where you have to decide - how transparent of an organization do we want to be. If we don't buy in on transparency, then we're going to have challenges with distributed work.”   “Becoming a digital first organization doesn't block your ability to have a functioning hybrid organization. In fact, it enhances it. It really will make your hybrid organization more powerful. It will help people to get the most out of work, whether they're in the office or not.”   “All of the things that you need to have a highly functioning team can be empowered by really embracing the digital first mentality.”   “Collaboration needs to be systematized. It needs to happen on as few disparate tools as possible.”

Mark Dixon, Founder and CEO of IWG, which he started in 1989 as Regus, discusses workplace evolution and flexible work trends. He shares insights from building IWG’s 18-brand network serving 8 million users across 120+ countries. A serial entrepreneur, Mark shares how evolving workforce needs and digital tools shape location-agnostic office strategies. He emphasizes structuring real estate portfolios to empower employees and align with their work, and critiques outdated RTO policies. Mark discusses reshaping onboarding and productivity practices across roles and generations. He debunks in-office apprenticeships in today’s tech-facilitated world.      TAKEAWAYS    [01:36] Mark Dixon find school too slow and leaves to start getting involved in business.    [02:39] After his first—sandwich—venture, Mark travels the world to gain more experience.    [02:59] Mark builds a successful hotdog business, then co-living apartments in Belgium.    [03:45] Exploring entrepreneurial opportunities in Europe lays the foundation for IWG.   [05:37] Mark’s struggles securing office space in reveals a market need for flexible workspaces.   [06:07] On a hunch, the first center opens in 1989, based on simplicity, speed, and outsourcing needs.   [07:21] Companies want flexibility, speed, and capital-light solutions—not real estate complications.   [09:32] IWG's first clients are mostly large enterprises, while half now are SMEs and entrepreneurs.    [10:31] All clients’ reasons are the same: efficiency off the balance sheet with flexibility and speed.    [11:19] IWG’s 18 brands offer diverse options from flexible warehouse space to a private members’ club.   [13:07] A hospitality mindset is key—providing functioning workspaces with good internet and support.    [14:05] Technological advances enable management at distance, where employees have support.   [15:32] Workers increasingly self-optimize office usage: hourly, daily, or long-term team project space.   [16:50] Good management skills, not location, drives productivity and effective team outcomes.   [18:49] More projects and fractionalized work are driving demand for short-term collaboration spaces.   [20:58] IWG supports distributed workers and teams globally with platform-like flexible access.    [21:23] Businesses shift to convenient offices near where people live to reduce commute strain.   [23:30] RTO mandates are based on leaders responding to questions with data support.    [24:00] 80% of Fortune 500 companies are becoming more distributed, often providing offices nearer to where people live.     [25:22] Virtual onboarding and apprenticeships are effective supported intentionally with technology.    [28:45] Workspace purchasing shifts from real estate to procurement, finance, and HR departments.   [29:30] Many companies want offices which are convenient for the people they want to hire.    [30:00] Organizations are focused on their balance sheet and being capital light and flexible.    [31:54] IWG spends significant resources studying work design for customers and IWG employees.    [32:48] Design investments encompass tech needs and usage and evolving user expectations.   [33:52] IMMEDIATE ACTION TIP: To optimize work and location for outcomes, structure your portfolio, not your policy, and give people the best support for the jobs they are doing.      RESOURCES    Mark Dixon on LinkedIn  IWG’s website  Some IWG brands’ websites: Regus, Spaces, HQ workspaces  The Hybrid Working Calculator white paper  The Future of Work – A trends forecast for 2024 white paper      QUOTES    “Business people in general understood the value of capital light - focus capital on core business, not on peripheral activities. The value of service. The value of immediacy. I can just take it--the value of flexibility.”    “Companies are understanding that they're in the job of supporting people to be more productive. That's the job. They're very focused on their balance sheet. They're very focused on capital light. They're very focused on flexibility.”    “In a modern tech-facilitated world, you structure your portfolio, not your policy. It’s not a question of RTO or not—it’s about enabling the best support for the people for the job they’re doing.”    “80% of Fortune 500 use us, and the majority of them are moving to a more distributed workplace.”    “We used to deal with just property directors. Now we are talking to procurement, human resources. and to finance people.”    “Companies are understanding that they're in the job of supporting people to be more productive.” 

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?”​