Out of Office
Made for the moments between.
Volume I · 2026
Selectively, worldwide
A Note from the Founder
I've spent fifteen years inside the events industry.
I've worked for global companies and Series A startups. I've built offsites for teams of eight and conferences for thousands. I've been backstage during IPOs, in the war room during acquisitions, on the ground for product launches, leadership transitions, board summits, and every "all-hands" you can imagine.
I've seen it all.
I've watched multi-million dollar offsites land flat — beautiful venues, top-shelf catering, A-list speakers — and somehow people leave more disconnected than when they arrived. I've watched leaders with too much power and not enough vision walk into a room full of people who were hoping to be inspired, and walk out having quietly broken their team's morale. I've watched offsites built around nothing — no point, no structure, no intention — fully centered on going off the rails, because that was the only plan anyone bothered to make.
And I've watched the opposite, too.
I've watched a single dinner, in the right room, with the right people, with the right pace, change the entire trajectory of a company. I've watched leadership teams who hadn't really talked in eighteen months finally exhale and say the thing they'd been holding in. I've watched senior people drop the armor and become human again — and watched their teams follow them straight into the best work of their careers.
The difference was never the budget. It was the intention.
I started Out of Office because I couldn't keep watching the same thing happen.
I couldn't keep watching companies pour money into experiences designed by checklist. I couldn't keep watching brilliant people get pulled out of their lives for three days only to leave more tired than when they came. I couldn't keep watching leaders use offsites as performance instead of presence.
I built Out of Office because I believe in something the industry has mostly forgotten: that the way you bring people together matters. That the room shapes the conversation. That the pace shapes the outcome. That every detail — the lighting at dinner, the seat assignments, the walk between sessions, the space built into the day for nothing — is in service of one thing.
Human connection. With intention.
For most of my career, I was told to hide my human side.
To stay guarded. To stay polished. To keep the personal out of the professional. To show up in a version of myself that was smaller, neater, easier to manage.
I don't believe in that anymore.
I believe that to do great work — the kind of work that actually changes a company, a team, a person — you have to show up as your full self. You have to dive deep. You have to build alongside the people you work with, not just next to them. You have to be willing to be known.
That's the kind of work I want to be part of. That's the kind of room I want to design.
Out of Office is for the leaders who want more than another offsite. It's for the teams ready to actually meet each other. It's for the companies who understand that the moments between meetings are where everything important happens — and that those moments deserve to be built with care.
I take on a small number of engagements each year. By design. Because this work cannot be rushed, scaled, or templated. It can only be done well, or not done at all.
If you've read this far, we should probably talk.
— Julian, Out of Office