Why employee experience now drives office space decisions

In Trentin’s view, generational diversity and differing expectations around work have turned the physical workplace into a critical point of connection. More than encouraging attendance, offices now need to justify the commute, reinforce a sense of belonging, and clearly communicate corporate values. 

She compares the architect’s role to someone capable of seeing the organization holistically, translating management practices, processes, and culture into physical space. This coherence, she argues, has become even more urgent as companies accelerate the return to in-person work—often as a response to challenges in managing fully remote teams. 

“The environment gives back what it receives. When a space is cared for, people feel cared for. And when they feel a sense of belonging, they engage.” 

The pursuit of engagement, productivity, and retention is driving another key shift: the move away from standardized office layouts. According to Trentin, effective workplaces operate as a menu of experiences, designed to support different behaviors and needs throughout the day. 

She highlights the coexistence of areas for deep focus, quiet zones, informal spaces for quick exchanges, collaborative seating, creative environments, and more formal rooms dedicated to decision-making. The goal, she emphasizes, is not to follow trends, but to maintain coherence. 

“The space needs to be more interesting than opportunistic. What works for one company doesn’t necessarily work for another.” 

Trentin also challenges stereotypical office concepts imported from other markets, advocating instead for projects aligned with each organization’s identity and stage of growth—moving away from clichés such as the “office with a slide” inspired by Silicon Valley. 

Another recurring theme in the discussion is the perception of architecture as an expense. For Trentin, the logic should be the opposite: value lies in the ability to turn space into a strategic asset. 

“It’s the difference between buying a project and outsourcing a headache.” 

This perspective is reflected in Workplace’s current positioning: transforming corporate spaces into living investments. In practice, this means recognizing that the work environment directly influences behavior, relationships, performance, and long-term prosperity. 

“If it’s not meant to be great, it’s better not to exist. Happy people don’t create problems—they produce, connect, and overflow.”