Building In-Person 5 Days a Week — An Early Predictor of a Startup’s Success?
I interviewed founders and investors across the world from San Francisco to Switzerland — here’s what I found.
In-Office Presence: An Early Indicator of Startup Success?
For early-stage startups, committing to an in-office culture can serve as a strong indicator of success. The decision to build in person suggests that a company has the resources to support an office environment, attract talent willing to relocate, and foster a cohesive team culture — all signals of financial stability and strategic vision. Startups like Pylon and Usage AI have both leveraged their in-person approach to accelerate growth, hitting Series A quickly and establishing a strong foundation.
“Being in the same room has allowed us to cut down on friction and maximize productivity,” says Marty, Co-founder of Pylon a Series A startup backed by Andreessen Horowitz. He explains that with everyone together five days a week, there’s no need for standups or virtual meetings — they simply turn around and talk if something needs attention. This setup, he notes, has not only streamlined communication but also attracted ambitious young talent who value focus and dedication in a collaborative setting.
Kaveh Khorram, the Founder of Usage AI takes a similar view on remote work, treating it as a privilege earned over time rather than a default arrangement. “The ability to work some days remotely is a privilege earned over time, not a right,” he asserts. For him, an in-office presence is essential for building a culture that prioritizes commitment to the company’s mission — especially when every moment and resource counts in the early stages.
Startup Founders on Building In-Person:
The perspectives of startup founders further underscore the value of in-person work, particularly for achieving alignment and innovation.
Aravindh, the Founder of Arcana Network, a web 3 startup backed by Balaji operates a remote-first company but still recognizes the unique advantages of in-office collaboration. “It’s much easier and more effective to influence people around an idea and vision in person than over a memo,” he shares. For key launches or major product developments, Arcana brings essential team members together in person for several months, finding that proximity accelerates execution and innovation. He believes that in-office work is especially beneficial for transformative projects, where resolving blockers and finding solutions is faster face-to-face.
While remote work is integral to Arcana’s structure, Aravindh has experimented with satellite offices and temporary co-working spaces where his team members in specific cities can gather. This approach helps bridge the gap between remote flexibility and the advantages of in-office collaboration, particularly during critical phases.
Marty also highlights how an in-office environment attracts a specific type of talent. “The perfect age to hire is under mid-30s. It’s the peak cross between expertise and a lack of other responsibilities, which makes it a moment when they can create the most output,” he shares. He notes that their in-office policy filters for ambitious young professionals who prioritize work and are eager to contribute to Pylon’s rapid growth.
Venture Capitalists’ Perspective:
From a venture capital perspective, in-office work also offers distinct advantages for companies and teams.
Tom Driscoll, Principle at Differential Ventures sees venture capital as an apprenticeship business, where being in-office fosters faster learning and better decision-making. “Our analyst moved up from Texas to work here in New York City, and we’d expect any new employees to do similar,” he says, illustrating the commitment they look for in team members. For him, in-person presence is not only about operational efficiency but also about building a sense of unity and shared purpose within the team, which he views as a critical factor for early-stage success.
Estelle Oltramare, Chief of Staff at Arbor Ventures, brings a nuanced perspective to the discussion. With a team spread across multiple regions, she sees value in flexible work arrangements, especially for supporting talent at different life stages. “We would be supportive of whichever mode of work works best for our talent,” she explains, noting that Arbor Ventures prioritizes adaptability while still valuing the impact of physical presence. Although Estelle herself is based in Zurich, her team’s structure allows them to cover key markets in Europe, the Middle East, and Southeast Asia, making relocation an option rather than a requirement.
The Challenges of Relocation and “Throwing Money at the Problem”
While in-office work offers undeniable advantages, relocation poses significant challenges, especially for startups without dedicated mobility resources. Many founders admit they often “throw money at the problem” when it comes to hiring top talent from different regions.
“Many of us simply don’t have mobility experience, but if there’s a good person we want to hire, we’ll do whatever we can to get them,” explains Marty. This ad-hoc approach often works for attracting talent in the short term but can become unsustainable as the company grows and more extensive relocation support is needed.
Senior hires, especially those with families, often expect comprehensive relocation packages, which can include housing support, school arrangements for children, and assistance with spousal employment. Meeting these expectations can be challenging, and founders are frequently forced to prioritize resources to accommodate these requests.
Relocation Strategies for Teams
Vamsi Krishna, Co-founder of Multiplier, an Employer or Record company shared how he has been seeing an uptick in the number of relocation requests in the last couple months. With the challenges of relocation in mind, many startups are adopting hybrid strategies to balance flexibility with the benefits of in-person collaboration.
For companies like Arcana Network, this means experimenting with satellite offices or using coworking spaces where regional team members can occasionally work together. Aravindh’s approach at Arcana involves flying key employees in for specific project phases, allowing them to collaborate closely without requiring a full relocation. This targeted strategy helps Arcana preserve a remote-first structure while still benefiting from the alignment that in-person work provides.
For other startups, phased relocation or temporary in-office periods offer a way to bridge the divide. By allowing employees to work in person for high-impact projects, these companies can capture the advantages of in-office collaboration without committing to a permanent relocation requirement. This flexibility not only supports employee work-life balance but also makes it easier for startups to retain top talent from different regions.
Ultimately, relocation remains a critical factor for startups looking to foster team cohesion and accelerate growth. For companies committed to in-person work, building a structured relocation policy can make the difference between seamless team integration and prolonged challenges.
Final Takeaway: Is In-Person Work the Key to Startup Success?
In the end, while in-office work may not be universally applicable, the insights from founders and investors suggest it has undeniable value, especially in the early stages. A strong in-person culture serves as a predictor of both commitment and ambition, often resulting in faster growth and stronger team alignment. Whether through satellite offices, hybrid arrangements, or selective relocations, companies today have more ways than ever to reap the benefits of physical presence while retaining flexibility for a modern workforce.
If your startup is looking to navigate the challenges of bringing teams together, feel free to reach out!
Designed for startups, Gullie is building an AI Relocation Consultant, to make the end-to-end relocation process from visas to settling into the new city faster, cheaper and better — allowing you to focus on building a successful business.
