sionate people.” The firm hires the best, creates an environmentwhere they can thrive, and knows that success will follow. For thatreason, there is no micromanaging, but rather freedom andencouragement to think outside of the box across departments.Employees are trusted to get the job done and have the flexibilityto be themselves and set their schedules, such as with FlexFridays, which gives employees the option to work from anywhere.
“Many startups have a mentality that they can’t invest in cul-
ture and values early on in the process because there are more
pressing priorities,” says Dan Koh, the company’s COO. “At
HqO, we believe culture and values are the paramount priority
for a successful business and will lead to sustainable, long-term
growth.”
The company hasn’t sacrificed growth, either. It is of the fastest
growing tenant-experience companies with more than 72 million
square feet under management. Employee collaboration and prob-
lem solving are key elements of the firm’s growth. To encourage
inter-department communication and collaboration, employees
are divided into teams from different departments and have
monthly lunch meetings to discuss ongoing projects and any
potential problems. In addition, the company hosts weekly lunch
meetings with the entire staff, where new employees are intro-
duced and give presentations about themselves. “HqO takes time
to learn about every employees’ interests outside of work through
our Thursday lunch and learns, and it has one of the best team
structures that I have seen,” says an HR assistant at the company.
“As an entry level employee, HqO has given me the opportunity to
grow exponentially. I have been able to drive and own many initia-
tives forward. I have been allowed to explore my interests within
HqO.”
The firm’s core values include learning, excellence, truth,
speed, goodness and ownership. It’s a high bar, but after all, HqO
only hires the best.
