Hybrid Work in Practice: What Works and What Doesn’t

Laura Lazarova for Women Who Grow

Laura Lazarova, a Senior People Partner at Paysafe, works with business leaders globally to shape people strategy, workforce planning and key talent decisions across the organization. Based in Sofia, she supports teams operating in hybrid environments through practical people-centric HR solutions aligned with business priorities.

With more than 10 years at Paysafe, Laura has held roles across Recruitment and People Partnering, giving her perspective on how work, leadership and culture evolve. She is particularly interested in the future of work, hybrid leadership and fostering collaboration and connection in modern organizations.

When did you realize that hybrid work was not just a temporary solution, but a long-term model?

In the early stages, I remember, hybrid work seemed like a temporary solution indeed. It was a necessity at the time, but no one believed that it would become our new reality. What surprised me, though, was how quickly teams adapted and became even more intentional about how they worked. Meetings became sharper and documentation improved. Decisions were more transparent because they had to be written down. At first, it seemed a little exaggerated, but it quickly became an effective way to work and collaborate.

In a large organization like Paysafe, with thousands of employees spread across the globe, hybrid work forced us to mature operationally. It exposed weaker processes and strengthened the ones that worked well, clearly demonstrating the model's value. That’s when it became clear that this wasn’t a temporary workaround. It was an accelerator of organizational discipline and the companies that embraced it strategically would benefit long-term.

Which practices have proven most effective in maintaining productivity and engagement in a hybrid setup?

At Paysafe, what has worked best in a hybrid setup is a clear structure combined with flexibility. Having well‑defined expectations around in‑office presence removes ambiguity and helps teams plan effectively, while allowing flexibility over time rather than enforcing rigid weekly rules.

Equally important is being intentional about how office time is used. Productivity and engagement are highest when in‑person days are focused on collaboration, connection, and problem‑solving, with managers leading through outcomes and regular dialogue rather than visibility alone. That balance has been key to making hybrid work feel both fair and effective.

What skills are most important for managers leading hybrid teams successfully?

I must admit that hybrid leadership is more demanding than traditional leadership and one of the most important skills for managers leading hybrid teams is the ability to lead through clarity rather than presence. Managers need to set clear expectations, focus on outcomes and be consistent in how hybrid guidelines are applied, so teams experience fairness and structure rather than ambiguity.

Strong communication and trust‑building are equally critical. Hybrid teams rely on regular, meaningful conversations, not just formal check‑ins, to stay engaged and connected. Finally, effective managers are intentional about in‑person time, using office days to strengthen collaboration and relationships. and learning. This is central to how hybrid working is designed at Paysafe.

One of the biggest concerns around hybrid work is loss of connection. How do you intentionally build culture and belonging at Paysafe?

At Paysafe, we’re very intentional about building connections in a hybrid environment and a big part of that comes from the activities driven by our employee networks. These networks regularly bring people together through various events, discussions, learning sessions, and community initiatives, creating spaces where colleagues can connect beyond their day‑to‑day roles.

From my perspective, what really builds belonging is that these moments are inclusive and voluntary and they happen alongside purposeful in‑office collaboration. When people feel they can show up as themselves, connect around shared interests or experiences and still have flexibility in how they work, culture becomes something people actively participate in, not something that’s limited by where they sit.

How do you see the hybrid model evolving in the next few years?

I believe the hybrid model will become more differentiated in the near future. At Paysafe for example, the focus has already shifted from where people work to how and why they come together. We use in‑office time to strengthen collaboration, learning, and connection, while still supporting different working needs through a structured hybrid framework.

I also expect leadership standards to rise. Hybrid demands stronger managers, clearer structures, and better communication, so companies that invest in those capabilities will thrive.