For the past few years, flexibility has been the dominant narrative shaping how FMCG sales and marketing teams operate. Remote and hybrid working models quickly moved from perk to baseline expectation. But in 2026, the conversation is shifting.
More time in the office—when done right—is no longer viewed as a drawback. In fact, it’s becoming increasingly attractive to top commercial and marketing talent.
This isn’t a return to old ways of working. It’s a more considered evolution of what ambitious professionals actually need to grow, perform, and progress in today’s FMCG environment.
The Return of Learning by Proximity
FMCG has always been an industry where people learn fast by being close to the action. Whether it’s sitting in on retailer negotiations, observing how senior marketers shape a campaign, or reacting to live performance data, much of the real development happens informally.
Remote work maintained productivity—but it often diluted this “learning by proximity.”
Now, candidates—particularly those early or mid-career—are recognising the trade-off. Being in the office offers faster feedback loops, greater exposure to decision-making, and more opportunities to learn from experienced colleagues in real time.
In a sector where career progression is closely tied to both capability and visibility, that access is becoming a differentiator.
Energy, Speed, and Better Collaboration
There’s also a growing recognition that some of the most valuable work in FMCG simply happens better in person.
Sales and marketing functions thrive on momentum—fast decisions, cross-functional alignment, and creative problem-solving. While digital tools enable collaboration, they rarely replicate the energy of a room where ideas are challenged, refined, and executed at speed.
For marketers, in particular, the office is being redefined as a creative hub. Campaign development, brand positioning, and innovation work benefit from real-time interaction and shared context. For commercial teams, the ability to quickly align on pricing, promotions, or retailer strategy can significantly impact outcomes.
The result? Time in the office is increasingly associated with higher-impact work—not just routine tasks.
Visibility Still Matters
Another factor driving this shift is career signalling.
In a competitive talent market, candidates are thinking more strategically about how they build influence and stand out. Being physically present creates more opportunities to connect beyond immediate teams, contribute to unplanned conversations, and gain exposure to senior stakeholders.
This isn’t about reverting to presenteeism. It’s about access—being part of the moments where decisions are made and opportunities are created.
For many candidates, that access is worth the trade.
A Better Office, Not Just More Office
Crucially, the organisations attracting talent aren’t those simply increasing mandated office days. The appeal lies in how the office is being reimagined.
Forward-thinking FMCG businesses are shifting away from static desk-based environments toward spaces designed for collaboration, learning, and decision-making. Office time is becoming more intentional—centred around key moments like joint business planning, campaign workshops, and innovation sprints.
This changes the equation. The office is no longer where work happens by default—it’s where the most valuable work happens best.
The AI Effect
The rise of AI is also quietly reinforcing this trend.
As automation takes over more routine analysis and execution, the human side of commercial and marketing roles is becoming more important—creativity, judgment, and relationship-building. These are areas where in-person interaction adds disproportionate value.
In that sense, AI isn’t reducing the need for the office—it’s increasing the importance of how that time is used.
Flexibility Isn’t Dead—It’s Evolving
None of this means candidates want to abandon flexibility. Far from it.
The emerging expectation is balance: the autonomy to work remotely when focus is needed, combined with purposeful time in the office for collaboration, learning, and visibility.
For FMCG employers, this presents a clear opportunity—and a challenge. Simply asking people to come in more often won’t resonate. But creating an environment where office time genuinely accelerates careers and improves outcomes? That’s compelling.
A More Intentional Future of Work
The debate is no longer “remote vs. office.” It’s about value.
In FMCG sales and marketing, time in the office is being redefined—not as an obligation, but as a strategic advantage. For candidates looking to learn faster, contribute more, and progress further, that advantage is becoming increasingly clear.
And for organisations that get it right, it may prove to be a powerful lever in attracting and retaining the industry’s best talent.
