Another factor reinforcing the return to in-person work is the wider range of leasing models available. The pandemic accelerated the consolidation of flexible offices and coworking, allowing companies and independent professionals to rent corporate space without having to invest in furniture and renovations—while still maintaining a presence in premium locations, as explained by Pedro Vasconcellos, interim CEO of Woba. 

“Flexible offices represent a smarter way to manage workspaces, replacing the rigidity of traditional contracts with a more fluid and adaptable approach. This allows companies to adjust quickly to shifts and needs, promoting agility and sustainability in the return to the office,” Vasconcellos told REsource. 

According to the 2025 Coworking Census, Brazil’s coworking market grew 30.14% between 2023 and 2024, rising from 2,986 to 3,886 spaces. In the Southeast region, growth was even stronger—the country’s “main hub of expansion”—doubling by 106.52%, from 949 to 1,962 units. 

SiiLA data shows that coworking spaces currently occupy 310,000 square meters across Brazil. This figure could be higher if not for WeWork—one of the largest players in the sector—shuttering several locations amid financial troubles. 

Even so, Vasconcellos emphasizes that flexible offices remain essential to the return to in-person work. 

“Flexible workspaces play a crucial role in bringing people back to the office, turning workplaces into accessible and adaptable hubs that provide high-quality infrastructure across multiple cities. This enables companies to establish in-person meeting points beyond their headquarters, ensuring a consistent work experience while reducing the distance between teams—whether local or remote,” he explained.

Despite recent efforts, employees still show resistance to returning to the office. Renata Freires, a people management specialist and CEO of RHF Talentos, explains that it is necessary to align expectations and practice resilience.

“The initial recommendation is to align expectations between the company and employees and to offer a hybrid model, balancing in-office and remote days. It is essential that time spent in the office brings real value to employees, with productive meetings and meaningful exchanges. Another factor that can facilitate negotiations is flexible hours and competitive benefits,” she says.

Freires adds that, in such cases, it is important to highlight how being physically present strengthens teamwork and contributes to professional growth, which in turn helps increase engagement. She also emphasizes that flexibility must be mutual: employees should be open to returning, but companies also need to demonstrate flexibility.

“If no agreement is reached, it is necessary to assess whether the role can be performed remotely or if physical presence is, in fact, essential,” she concludes.