When you look at the potential shift of more people driving offset by more telecommuting, a flex-pass might work.

“When you look at the potential shift of more people driving offset by more telecommuting, a flex-pass might work.”

Jeff Karp, President & Co-Founder, LAZ Parking

Parking rarely gets much attention in conversations about the future of work, but it sits right in the middle of them. Jeff Karp, president and co-founder of LAZ Parking, captures a real tension in this observation. On one hand, some commuters may drive more than before, preferring a car to crowded trains or buses. On the other hand, many workers now telecommute part of the week, which means they no longer need a parking space five days out of five. The traditional monthly pass, built for a daily commute, does not fit that pattern neatly. A flex-pass, a more adaptable arrangement for people who come in some days but not others, “might work.” The careful phrasing matters, and so does the idea behind it.

This reflection uses the quote to explore a broader business lesson: when customer behavior changes, the products built for the old behavior often need to change too.

The Two Forces in Karp’s Sentence

Karp describes two trends pulling in different directions:

• More people driving. Some commuters prefer the control and privacy of their own vehicle, which can increase demand for parking on days they come in.
• More telecommuting. Hybrid schedules reduce the number of days many people travel to an office at all.

The result is not simply more or less parking demand. It is different demand: less predictable, more variable from day to day and week to week. That is the kind of shift that rewards businesses willing to rethink their offerings instead of waiting for the old pattern to return.

Why the Monthly Pass Struggles With Hybrid Work

The classic monthly parking pass made sense when most office workers commuted every weekday. Paying once for a month of access was convenient for drivers and predictable for operators. Hybrid schedules disrupt that logic:

1. Low utilization. A worker who comes in two or three days a week may feel they are paying for days they do not use.
2. Unpredictable schedules. Office days can change week to week, making fixed arrangements less appealing.
3. Employer uncertainty. Companies offering parking as a benefit may not know how many spaces they actually need.
4. Daily rates add up. Paying day by day can feel expensive and inconvenient compared with a pass.

A flex-pass aims to sit between those options, offering some of the convenience of a pass with more of the flexibility of daily parking. The details of how any operator structures such a product are up to that operator. The general idea is what makes it interesting.

A Lesson That Goes Beyond Parking

Karp’s quote is really about matching a product to how customers actually live. That challenge applies across many industries:

• Gyms and studios offering class packs instead of only monthly memberships.
• Coworking spaces providing day passes and part-time desks.
• Restaurants near offices adjusting hours and staffing for midweek peaks.
• Transit and commuter services reconsidering fare structures for part-time riders.
• Software and subscriptions moving toward usage-based or tiered plans.

In each case, the question is the same: if customers no longer behave the way our product assumes, what would serve them better?

How to Rethink a Product When Behavior Changes

Look at the data you already have

Usage patterns often reveal shifts before customers say anything. Which days are busiest? Which products are underused? Where are people paying for more than they need?

Ask customers directly

Talk to the people who have reduced their usage or left. They can tell you what would bring them back.

Test before committing

Notice the phrase “might work.” Karp is not declaring a solution; he is describing a possibility. Pilots and limited trials let you learn without betting everything on a guess.

Keep it simple

Flexible products can become confusing quickly. The best ones are easy to understand and easy to use.

Watch the economics

Flexibility should work for both sides. Make sure any new model remains sustainable for your business. For significant pricing or contract changes, it is wise to involve an accountant or financial professional.

Common Mistakes

• Waiting for the old pattern to come back. Some changes are lasting. Planning only for a return to the past can leave you behind.
• Overcomplicating the offer. Too many options can drive customers away rather than attract them.
• Ignoring employers. In commuting-related businesses, companies that subsidize benefits are often key decision-makers.
• Launching without testing. A small pilot can reveal problems a big rollout would magnify.
• Forgetting communication. A great new option does little good if customers do not know it exists.

What It Means for Boston Commuters and Businesses

Greater Boston is a region where parking is both scarce and closely tied to daily life. Downtown, the Seaport, Kendall Square and Longwood all see heavy demand from workers, visitors and patients. As hybrid schedules become a lasting part of how many people work, the region’s commuters, employers and parking operators all have reasons to rethink assumptions built around a five-day week.

For employers, that may mean reviewing what commuting benefits actually fit their workforce. For commuters, it may mean asking about options beyond the traditional monthly pass. For businesses of every kind, it is a reminder to keep watching how customers really behave.

What to Do This Week

• Review how your customers’ usage has changed over the past few years.
• Identify one product or plan that may no longer fit how people actually live or work.
• Talk to three customers about what a more flexible option would look like for them.
• Sketch a small, low-risk pilot to test a new approach.
• If you commute, look into whether more flexible parking or transit options exist for your schedule.