Laura Kozelouzek, Founder & CEO, Quest Workspaces

Invest: sat down with Laura Kozelouzek, founder and CEO of Quest Workspaces, to discuss their corporate model, demand between downtown and suburban markets, and enhancing the coworking experience. “What we are finding is that people want to get out of their homes because they are more productive,” Kozelouzek said.

What is driving Quest Workspaces’ expansion strategy in markets such as Miami, Coral Gables, and Boca Raton?

Because Quest has been in the South Florida market for the last 16 years, we have a good pulse on the demand, not just in downtown CBD districts, but also in secondary and tertiary markets. We listen to our existing clients in terms of where they are looking to expand and what makes sense. That gives us a strong understanding of where demand is coming from.

Quest emphasizes a hospitality-driven flexible workspace model. How are you redefining the workplace experience beyond the traditional office?

My roots are in hospitality. I studied hospitality at the Hotel School at Cornell University and worked in the hotel industry in New York City for many years before entering the coworking world. When I started, it was not even called coworking; it was just called flexible workspace. I have been doing this for 35 years, so hospitality was always a big piece of it.

It was not a trend for me. It is simply what I knew how to deliver. I leveraged my experience in the hotel and restaurant industries when I entered this space. I think the industry has now caught up and is realizing that hospitality is fundamental to how people want to be treated. It is not just about the physical space, but what happens within it, the connections, anticipating needs, and delivering solutions on a service level.

For Quest, that has always been core to who we are. We continue to evolve and leverage technology to deliver an even better experience, but the foundation has remained the same.

Quest operates and manages its own locations rather than using a franchising model. How does that level of control impact the customer experience?

I would not want it any other way. Being able to control the brand and service delivery is fundamental. We want to dictate that experience based on listening to our customers.

Our brand today is different from what it was five years ago, and before that as well. It is important to keep a pulse on what clients are saying and be able to pivot quickly. We can move like a speedboat rather than a massive cruise ship, adjusting based on what clients need.

As the owner and CEO, I am involved. For example, we were calling clients yesterday, and I was on those calls, asking for feedback directly. When leadership is that close to the client experience, you are much more in tune with what they want. Sometimes they tell you exactly what they would like to see more of, and you can act on it immediately. In larger or franchised organizations, leadership is often far removed from that experience. I like our size, our approach, and our ability to evolve.

How are you balancing demand between downtown hubs such as Brickell and suburban markets?

It is important to have a combination of both. Larger enterprise clients and regional operators often want to be in downtown markets for presence and recruiting. In Miami, areas like Brickell make it easier to recruit because of density.

Traffic in South Florida is also a challenge, so we will continue to grow in CBD markets, but we have also seen increased demand in suburban markets, especially since COVID. People working from home are looking for options closer to home.

What we are finding is that people want to get out of their homes because they are more productive. They value community, interaction, and service that they do not get at home. It creates a balance between convenience and experience. That demand is going to continue, so our strategy reflects a blend of both.

What investments are you making to enhance productivity, wellness, and the overall experience?

There are two areas: technology and the physical space. On the technology front, we are rolling out enhancements supported by AI. For example, we have improved telephone answering so agents can respond more readily than traditional reception. This allows us to offer 24/7 answering with agents trained on each client’s business.

That has been successful and frees up our front desk staff to spend more time face to face with clients. Technology, in this case, is improving the service experience rather than replacing it.

On the wellness side, we are constantly evaluating what clients want, and it varies by market. We offer wellness talks and bring in guest speakers. We are also adjusting food and beverage offerings. It used to be that everyone just wanted caffeine, but now we have introduced options like seltzer water through Bevi machines. These details may seem small, but they make a difference, and many of them come directly from client feedback.

How is Quest positioning itself as a partner for businesses seeking flexibility without long-term leases?

Economically, that is one of the biggest advantages we provide. Companies, including large enterprises, are using coworking to enter markets and determine how many people will be working there before committing to long-term leases. In many cases, they are not signing those leases at all and instead use us to scale up or down.

We are also seeing this in traditional industries like legal. Larger law firms are using flexible workspace because their business can expand and contract. It is easier to add offices when needed and give them back when demand changes. It is a more dynamic and efficient way to operate.

Companies do not have crystal balls. It is difficult to predict demand years out, and now they also have to consider how employees want to work. Since COVID, many are still figuring out hybrid models. Some think they have it solved and later realize they need more space, while others move in the opposite direction. That flexibility is becoming essential, and it is what is driving the growth of coworking.

How do you see the future of flexible workspace evolving in Florida, and what role will Quest play?

The need for flexibility is not going away. Companies have experienced flexible work and understand the economic benefits of not committing to long-term leases. They are approaching real estate differently.

We are also seeing this shift among building owners, who are recognizing the need to include flexible workspace in their portfolios because that is what companies are asking for. I see this continuing to grow. I don’t see things ever going backwards.

As for Quest, we want to continue growing alongside that demand and working with our real estate partners to deliver high-quality flexible workspace. It is going to remain a bright and interesting future for coworking in South Florida and beyond.