Flexible Workspace as Infrastructure: how Landmark is redefining the office model

Flexible workspace is no longer a niche. It is becoming part of the core infrastructure of office real estate.

In today’s evolving office landscape, flexible workspace is moving from a peripheral solution to a structural component of how buildings are conceived, operated, and monetized. Few operators have a clearer vantage point on this shift than Landmark Space, a long-established UK-based flexible workspace provider.

We spoke with Tom Sleigh, Head of Property at Landmark, to understand how the model is evolving, how landlords are repositioning their assets, and what the next phase of the market might look like.

A focused operator with a clear positioning

Tom Sleigh oversees Landmark’s entire property function, managing a portfolio of 36 flexible workspace locations. His role spans asset management, refurbishments, lease negotiations, and the ongoing evolution of the physical product.

Landmark operates a pure-play model: all locations are fully flexible workspaces, with no traditional office component. Unlike many competitors, the company does not own its buildings but leases space from landlords, positioning itself as both tenant and operator.

This positioning is intentional. It allows Landmark to remain agile while focusing on what it considers its core differentiator: service delivery and customer experience.

Why landlords choose flex operators

From a landlord perspective, partnering with an operator like Landmark is not purely a financial decision.

“In some cases, it’s purely commercial,” Tom explains. “But increasingly, landlords are looking for exposure to the flexible workspace sector, or they want to enhance the overall attractiveness of their buildings.”

In multi-tenant assets—particularly large urban buildings—flexible workspace is often integrated as a shared amenity layer. It can provide meeting rooms, project space, and overflow capacity not only for external clients but also for tenants within the building.

This creates a dual value proposition: a stable rental income stream and an additional service layer that can improve tenant satisfaction and, potentially, asset liquidity.

Flex as an internal infrastructure for buildings

In buildings where Landmark operates alongside other tenants, internal demand can become a meaningful component of usage.

Companies within the same building often rely on flexible workspace for meeting rooms, temporary project teams, or short-term expansion needs. While this demand is partly ad hoc, it reflects a broader structural shift: workspace is no longer static but increasingly consumed as a service.

A deliberate focus on small and mid-sized occupiers

One of Landmark’s most distinctive strategic choices is its focus on smaller occupiers.

The typical client requirement is below 200 square meters, often corresponding to teams of fewer than 30 people. This is not a limitation but a deliberate risk and positioning strategy.

“We prefer a diversified income profile,” Tom explains. “Smaller occupiers provide more stability, and we avoid overexposure to single large clients.”

This positioning also reflects market dynamics. In London, landlords themselves are increasingly offering “managed space”—fully fitted, all-inclusive offices targeting larger occupiers. These solutions often compete on price, though typically without the same service intensity.

By focusing on smaller clients, Landmark avoids direct competition with landlord-led products while reinforcing its premium, service-driven positioning

Competing on experience, not just space

When asked about differentiation versus major players such as WeWork or Regus, Tom highlights a combination of structural and operational factors.

Landmark is debt-free, family-owned, and has operated for over 25 years with consistent profitability. But the real differentiator lies elsewhere: customer experience.

The company runs an extensive, independently managed Net Promoter Score (NPS) program, surveying users four times per year. Current scores exceed +63, placing Landmark in a very strong position globally.

Retention rates further reinforce this: typically between 80% and 85%, with an average client stay of just over three years.

“These metrics are a direct reflection of how customers perceive value,” Tom notes. “Service and experience are central—not just the physical space.”

Customization within a controlled framework

Landmark offers a degree of customization to clients—ranging from layout adjustments to branding elements—but within a structured framework.

“It’s customization rather than full bespoke,” Tom explains. “We work within a defined palette to maintain operational efficiency while still giving clients a sense of identity.”

This balance between standardization and personalization is increasingly critical in the flex sector, where scalability must coexist with client-specific needs.

From space to experience: what clients expect today

Compared to five or ten years ago, demand has evolved significantly.

While location and price remain important, they are no longer sufficient. Clients are increasingly evaluating the overall experience: the quality of shared spaces, meeting room availability, alternative work settings, and the level of service delivery.

“People are no longer just looking to house a team,” Tom says. “They’re looking at the entire workplace experience.”

This includes both physical design and human interaction. High-quality environments must be supported by equally strong service teams to deliver a consistent and valuable experience based on insights gathered from regular client surveys.

A pragmatic approach to community and social programming

Interestingly, Landmark takes a more restrained approach to community-building compared to some flex operators.

Its core clients—established SMEs and corporate teams—are primarily focused on productivity rather than social programming. As a result, events are selective, targeted, and aligned with specific audiences rather than frequent or generic.

“We don’t impose a culture on our clients,” Tom explains. “Our role is to support their business, not to distract from it.”

The structural shift: landlords entering the space

Looking ahead, Tom sees a clear and irreversible shift in the market.

What was initially perceived as a post-COVID reaction—landlords offering fitted, serviced, or managed space—has now become a structural change driven by evolving customer expectations.

“The demand for service-led workspace is no longer temporary,” he notes. “It’s becoming the baseline.”

The next phase is likely to see this model scale further, with landlords, brokers, and property managers increasingly internalizing these capabilities.

Rather than remaining an exception, flexible and serviced workspace is set to become a standard component of office real estate.

From niche to infrastructure

The implication is significant: flexible workspace is no longer a marginal product but part of the core infrastructure of modern office buildings.

As Tom summarizes, the market is moving toward a more integrated model, where traditional boundaries between landlord, operator, and service provider become increasingly blurred.

In this context, the ability to deliver consistent experience, operational excellence, and customer-centric services will define the next generation of winners in the office real estate sector.