Gerard
Visser

I initially studied hotel management and worked in luxury hospitality before moving into what I call “corporate hospitality.” Over the last 15 years, I watched companies invest more in the experience side of the workplace, essentially applying hotel-like services and comforts to an office environment. My focus became figuring out, “How do we make the office a desirable place that’s better than staying at home?” At Ramp, I handle everything from planning office expansions to choosing practical amenities, like daily lunches and privacy booths. It’s about creating a holistic environment where people want to show up, feel productive, and experience a sense of community.

An excellent workplace matters because it gives employees a genuine reason to come in, rather than just logging on remotely. If you offer amenities they appreciate (whether it’s a good lunch program, open collaboration spaces, or easy access to private booths) it can boost energy and productivity. We measure success by sending out quarterly surveys to see what’s working, monitoring attendance at in-office events, and keeping an open channel for feedback. If someone reaches out saying, “Hey, this feature isn’t great,” we’ll look into adjusting it. But if we have a valid rationale for keeping something, we’ll explain that as well. Ultimately, the goal is to ensure people feel heard and to see that they’re actually using the spaces and programs we invest in.

One of the biggest successes I’ve been part of was offering lunch five days a week. Attendance went from maybe five people a day up to around 150. Of course, it’s not just about handing out free meals. We encourage everyone to step away from their desks and gather in a shared space. That 30-minute break helps people talk informally and often sparks ideas you wouldn’t get if folks were just eating alone. Plus, it keeps food in one area instead of at every workstation, which helps with cleanliness, especially in cities where pests can become an issue. When you create an atmosphere where people engage naturally, the office starts to feel less like a chore and more like a community hub.

We look at where employees are based, places like Boston, Denver, Seattle, and then we survey them. We ask questions like, “If there were a physical office near you, how often would you use it?” Sometimes, you assume certain cities (like Los Angeles) will be high-interest. However, in a previous role, when we actually asked the team in LA, we found minimal enthusiasm. Meanwhile, in Seattle, despite fewer employees, the feedback was overwhelmingly positive about having a space to gather. We also factor in local commuting hurdles, like parking or public transit, to see if the office would be convenient. It’s a perfect example of why you can’t just go by headcount alone; you have to gauge genuine interest. Once we see clear demand, we’ll move forward with exploring leases or flexible space options.

I like to start by listing the ideal elements, then trim back on things that won’t impact the employee experience as much. Sometimes vendors propose really high-end furniture, such as $1,000 chairs when $500 chairs are more than sufficient. Those savings can be redirected to areas that truly matter, like a well-equipped kitchen or fully outfitted collaboration spaces. Privacy booths are essential in open offices because people need quiet places for sensitive calls, like performance reviews or HR discussions. We also make them reservable in blocks of time so no one person occupies the space all day. It’s about striking a balance: making sure people have the tools and areas they need to work comfortably while avoiding big, flashy expenses that don’t add real value.

One key lesson is trusting your gut when you suspect an idea isn’t really necessary. If you think no one will use a particular feature or if it seems too gimmicky, it’s probably worth testing first or reconsidering altogether. Over the years, I’ve seen “game-changing” concepts that ended up sitting unused within a few months. Also, always communicate with your team and encourage honest feedback. Sometimes what you assume people want isn’t what they actually need. Finally, keep learning from peers, through Slack communities, industry dinners, or conferences, because someone else has likely already tried the approach you’re considering. By staying informed and connected, you can avoid big missteps and focus on what genuinely improves the workplace experience.