I’m building a company to win, not to coast. That choice guides every decision. It’s why I brought my team back to an office. It’s why I recruit people who want to push, grow, and play at the highest level. If the goal is to dominate, convenience can’t be the north star—performance has to be.
This isn’t a knock on people who want balance above all else. It’s a clear statement about what it takes to compete at the top. If your aim is lifestyle, remote can work. If your aim is market leadership, in-person gives an edge you can feel every hour of the day.
Ambition Sets the Rules
“My ambition is to dominate the marketing world. So if that’s my ambition, I have to be better than everyone else.”
That’s the bar I set. It shapes our culture, pace, and how we work together. I’m not building a half-day, walk-your-dog, check-in-when-inspired setup. I’m building a team that shows up, solves hard problems fast, and holds one another to a higher standard.
“That’s not what I’m trying to build. And so that’s not how I’m building my company.”
People who want maximum flexibility can thrive elsewhere. Here, we choose friction where it helps—whiteboards, debates, quick pivots, and real-time coaching. That isn’t for everyone. It is for winners.
Why In-Person Wins For Us
We brought people back because the benefits were obvious and compounding.
- Faster decisions: Problems that took days on Slack now take minutes at a table.
- Higher standards: Proximity raises focus and urgency across the board.
- Real coaching: You can spot gaps, teach, and iterate on the spot.
- Stronger buy-in: Shared energy builds shared momentum.
- Better recruiting: World-class people want to be around other top performers.
That last point matters. You don’t just keep A-players more engaged in person—you attract them. The best crave a room where iron sharpens iron.
The Results Speak Clearly
We didn’t test this in theory. We lived it and tracked it.
“We moved in with 13 people in 12,000 square feet… now we’re close to 60 in here, with around 220 total. It’s ramping quick.”
Here’s what that growth signaled:
- We scaled from a tiny core to a real hub without losing speed.
- We upgraded talent while raising expectations.
- We saw stronger teamwork and more accountability week after week.
Expansion wasn’t just headcount. It was capability. When people sit together, they build trust faster and execute cleaner. You can feel it in meetings, launches, and results.
Yes, Remote Has a Place—But Know The Tradeoffs
Remote can be perfect for those who want a calmer pace. It can widen the talent pool and offer flexibility for roles that require deep solo work. I respect that choice.
But here’s the thing: you can’t have every benefit at once. Radical flexibility often trades away speed, shared context, and that sharp edge you get from showing up together. If you want to run at the front of the pack, those tradeoffs matter.
What Leaders Should Decide First
Before locking your work model, be honest about your aim. Your culture follows your goal.
- Define the ambition: lifestyle business or market leader?
- Choose the work model that serves that goal, not comfort.
- Be explicit with your team about expectations and why they exist.
Clarity beats compromise. People can opt in—or opt out—with respect on both sides.
The Point
If you want to dominate, act like it. Pick the harder path that makes you better. Build a room where the standard rises every day. That’s the room I run, and it’s the room our clients expect us to run.
Leaders, set the bar. Bring people together. Make speed, coaching, and teamwork your unfair advantage. And if your goal is a calm, flexible setup, own that too. Just don’t confuse comfort with greatness.
My call to action: Choose your ambition, then choose your model. If you want to win at the highest level, get your team in a room and go.
Frequently Asked Questions
Q: Why do you believe office work beats remote for high performers?
Speed, accountability, and coaching. Being in the same room shortens cycles, raises the standard, and lets leaders teach in real time.
Q: How do you address people who want more flexibility?
Be clear about the mission and expectations. Some will self-select out, which is healthy. Alignment matters more than pleasing everyone.
Q: What signs told you the in-person shift was working?
Faster decisions, stronger teamwork, higher-quality hires, and headcount growth from a small office crew to dozens onsite while keeping performance high.
Q: Can remote teams still win?
Yes, for certain goals and roles. But leaders should accept the tradeoffs. If market leadership is the aim, in-person often gives a sharper edge.
Q: How should a founder choose a work model?
Start with ambition. If your goal is dominance, pick the model that drives speed and standards. If it’s lifestyle, design for flexibility and balance.
