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Buy a Bigger Office / Expand Hub Space: This is the most radical end. It contradicts the current need for cost savings and the remote-first trend.

(Jasen Toussaint's Group, Juliana dos Santos's Group)

WeWork Memberships for All GTA Employees: Extremely high and continuous operating cost, negating the hub's cost-saving purpose.

(Juliana dos Santos's Group)

Eliminate WeWork Passes & Make Company Fully Remote-First, Offer Annual Allowance: While the 'remote-first' part is acceptable, eliminating all WeWork and replacing it with a costly, universal allowance represents a massive, unstructured expense and significant policy reversal.

(Natalie Taylor's Group)

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Annual Allowance for Employees to Use for Desk Space/Events: Less radical than the 'all-in' allowance above, but still a large new cost center requiring complex administration and tracking.

Lottery System for Individual Desks (with Rewards): A creative but complex policy change. It's sensible but requires developing a new, potentially contentious system and managing the rewards program.

(Trevor Coppins's Group)

Partner with Neighboring Coffee Shops: Novel, requires a new business partnership agreement and process for subsidizing/tracking usage. It's conceptually viable but logistically complicated.

(Daniel Pepio's Group)

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Gather More Data on Current Hub Usage: The most crucial and immediately actionable step. It's a precursor to any effective policy.

(Katrina Moss's Group)

Implement "Zones" within the Hub: A low-cost, internal layout/design solution to optimize existing space.

(Katrina Moss's Group)

Implement Booking Windows for Desk Timeframes / Cap Conference Room Bookings / Team Office Takeovers Only on Mon/Fri: These are straightforward policy changes that directly address booking conflict and capacity issues within the current structure.

(Daniel Pepio's Group)

Convert Some Desks to Dedicated Meeting Spaces: A low-cost internal reallocation of resources.

(Trevor Coppins's Group)

Survey Frequent Hub Visitors (Why they come) & Host More GTA Events: Data-driven engagement strategies to understand and address the root cause of the demand.

(Jasen Toussaint's Group)

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How have we marketed the TO hub to StackAdapters?

Come to collaborate with others.

The Hub was designed to facilitate collaboration, meetings, brainstorming sessions, and social gatherings for StackAdapters, clients, and partners alike. It especially excels at interactions. Keep in mind that the space may not match your mental model of a traditional office setup. And, if your day is packed with virtual meetings, please consider working from home to keep our meeting spaces available for multi-person meet up
The Toronto Collaboration Hub is designed to facilitate team collaboration, meetings, brainstorming sessions, and social gatherings. It serves as a versatile environment where employees and clients can engage in productive work, creative discussions, and networking opportunities. This space replaces the use of WeWork locations in the Greater Toronto Area (GTA).

Facts:

The Hub offers a no cost space for client meetings, teams to gather, and desk space for those who cannot/do not want to work from home

Employee population in the Greater Toronto Area (GTA) has grown since opening the Hub by the numbers: Sept 2024 GTA: 403 (Toronto: 239); Sept 2025 GTA: 489 (Toronto: 279) | 664 people in the Toronto Slack channel

Employees in the GTA are not given a WeWork membership

There are 56 bookable desks; floor capacity is 110 people

Tuesday-Thursday are the busiest days