I'm a long-term fan of flexible working. I’ve never been at my most productive before 10.00am and, following an afternoon lull, nearly always feel most alert and energetic from about 4.00pm to 7.30pm.
So why does the office stubbornly persist as our preferred work forum given the many valid alternatives that now exist? Why do these alternatives remain complementary rather than substitutional? There are a thousand answers. But two of them reside in Daniel Pink's brilliant study on human motivation at work, which he distils into three key components: autonomy, mastery, purpose.
Harold Kushner famously quipped: "No-one said on their deathbed: 'I wish I'd spent more time at the office.'" Perhaps so. But this assumes decades of enjoying all the benefits an office brings. There may be a remote generation coming through who take a rather different view.
Charles is a brand strategist who began his advertising apprenticeship at Burkitt’s, working subsequently at BBH and WCRS. In 2002 he decided to start working for himself and, along with his three partners (Rooney Carruthers, Adrian Coleman and Ian Priest), set up VCCP. Their founding client was O2, to whom they are eternally grateful. Over the last two decades, Charles has worked on and, in some cases, helped launch a diverse range of brands including O2, ING, Hiscox, easyJet, Canon, Cadbury, Domino's, Dyson, Nationwide, and Vitality.
Outside of work Charles doggedly pursues a variety of sports including cricket, tennis, football, golf, shooting and snooker, all at a consistently low standard. Charles is a Trustee for both The Change Foundation and The Fred Foundation and is co-author of a book called The Branded Gentry.