What makes sense for them? What makes sense for us? Our occupancy didn’t drop below 87% as a company during COVID, which was unheard of. And we discussed all this together as a group and made decisions. We talked about the clients that were struggling, that needed help. Each day we spoke to managers from every Quest location on a Zoom call. What was it about the Quest approach that allowed it to thrive amid COVID-19, when similar business concepts closed? The thing I’d learned was that I trust me. I needed to trust my instincts regarding things like when to expand, when not to expand, which markets to expand in. At that point, you’re being driven by the needs of your investors, not by what you think necessarily as an operator. Unfortunately, a lot of groups in our industry have to raise big capital. After that much time, you develop a sixth sense. I’d been through recessions, I’d been through 9/11, and I’d been through other ups and downs. I’m still learning, especially in an industry like ours that’s being so disrupted.īut mostly what I realized was to trust my gut. What did those past experiences teach you about yourself that you’ve infused into Quest? No two individuals are the same in terms of how they work. The tagline for Quest is “Freedom to work the way you want.” That’s kind of where we are right now with commercial real estate. This was my vision for the best workspace. ![]() I finally had an opportunity where I had no investors, no partners. I didn’t care if I had one location, two locations or 100. I had gained all this experience over the decades. Was part of the allure of launching Quest in 2010 that, this time, it was your venture? And with Quest, we’re taking it to a whole other level. The employees don’t feel great.įor us, it’s part of our DNA. ![]() Today, companies are catching up and talking about all this because they have to-they can’t get their workers to come into the office spaces because they’re lifeless. But I can create these awesome spaces where people can be really productive, enjoy the connection and have fun doing it. ![]() I can’t choose the companies that they work for. The way I approached it was, I can’t impact what people do for a living. The tagline for Synergy was “work happy.” Back then, nobody talked about that. From the time I started working in commercial real estate to the time I started Synergy, I was interested in transforming that sterile office experience. My background was in hospitality I worked in hotels for many years-and I even a restaurant in New York City called Dish. The idea of creating spaces with personality was in my personality. In Miami, the Quest team recently designed a “Barbie Dream Office” (opposite page, top right) in time for the hit movie’s premiere.īoth your first company and, now, Quest have set trends in coworking spaces. Instead of feeling “caged in,” clients can find light-filled environments that speak to the emotions they’re going through in a business day. For the past two decades, spanning two companies, Kozelouzek has been ahead of the curve when it comes to creating shared workspaces that combine chic, design-forward, residential-style aesthetics with a sense of community.
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