"Take My Money": How Fully Remote Reverse Tech Adopted a New Operating Model
Reverse Tech is fully remote, with team members across Portugal, Poland, and France. Instead of opening offices, they adopted a new operating model for physical work: office and coworking that exists when the team needs it, and not when they don't. It started showing up in recruiting conversations.
The first words in Reverse Tech's story are the reaction they got when the idea landed internally: "Flexibility, engagement, and freedom. Take my money."
That is not how most workspace decisions get received. But Reverse Tech's setup is worth understanding because it represents the modal version of the problem, not the extreme one. They are not trying to replace an office. They never had one. They are a fully remote company whose people are spread across multiple cities and countries in Europe, and what they wanted was much more modest: a way for someone to change their setup one or two days a week if they felt like it.
The problem: remote-first, but not home-only
Scaling a company with people "all over the place, multiple cities, multiple locations" made one thing clear to the Reverse Tech team: staying fully remote does not mean everyone wants to work from home every day.
What they struggled to find was an option that fit that shape. Opening offices in every city was obviously wrong. Individual coworking memberships in Portugal, Poland, and France meant a patchwork of local vendors, contracts, and prices. What they needed was a different operating model for physical work: office and coworking that any team member can pick up when they need it and ignore when they don't, without the company building infrastructure around it.
That is the model they now run on Croissant: on-demand workspace for whoever needs it, wherever they are, with no fixed footprint behind it.
The operating model that shows up in recruiting
The part of Reverse Tech's experience that HR leaders should sit with is where the value showed up. Not in real estate savings. In hiring.
"It's like helping the candidate to decide to come and start working with us," one team member explains. "From time to time, it's good to meet people in person and be able to work with them face to face." The workspace answer becomes part of why a candidate says yes.
That tracks with what remote candidates increasingly ask in interviews: not "where is the office?" but "what do you do about workspace?" A company that answers "nothing, you're on your own" is quietly less attractive than one that says "you have coworking access in your city from day one." For a fully remote company competing for talent across Europe, that difference is cheap relative to what it signals.
There is a connection dividend too. When teammates happen to live in the same city, the coworking network gives them a natural meeting point. The office never existed, but the ability to sit next to a colleague still does.
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Office and coworking across 59 countries through one partner, there when your team needs it, from day one.
One partner instead of a vendor patchwork
The operational half of the story will be familiar to anyone who has tried to run workspace across multiple countries by hand.
"Having one partner that is managing all the service and all the setup for offering this benefit of coworking around the globe makes our life completely easier. It makes a lot of cost saving, time saving. We don't have to juggle between different coworkings."
That is the piece companies underestimate. The hard part of running workspace this way is not finding spaces. It is the juggling: separate vendors in each market, separate invoices, separate terms, and nobody centrally accountable for any of it. Consolidating that into a single partner is what turns "nice idea we tried once" into an operating model that actually survives scale.
Asked to sum it up, the team landed on three themes: "efficiency, flexibility and collaboration."
What to take from this
Reverse Tech's playbook is the simplest version of workspace strategy for a fully remote company: do not open offices, do not run a reimbursement scheme. Adopt an operating model where office and coworking exist on demand through one partner, and let it do double duty as a recruiting signal and a connection layer. If your candidates have started asking the workspace question, this is a good answer.
Curious what this operating model would look like for your team? Learn more at getcroissant.com.
Watch the full conversation: How Croissant Helped a 120-Person Company Manage Remote Workforce
Make On-Demand Workspace Your Operating Model
One partner managing office and coworking access across every country your team lives in. There when your people need it, zero overhead when they don't.
- ✓ Instant workspace access across 59 countries, no local contracts per market
- ✓ One partner and one invoice instead of juggling coworking vendors
- ✓ A workspace answer for remote candidates from their first interview