The future of work is one of the most fertile topic areas out there. The pandemic caused a reset, when combined with the labor shortage coming out of Covid, and it’s not going back to normal. The Atlantic’s Derek Thompson cited statistics that show basically every industry halted by Covid – from restaurants to cruises – has more or less returned to normal, except ones like movie theaters and offices. I’ve long thought the boss class is kidding themselves about strongarming people back to dreary commutes, fights over who left a coffee mug in the sink, pointless meetings and presenteeism. Work is changing, even if bosses don’t trust people with their cameras off.That’s why I find the scramble to own the future-of-work category fascinating. Jay Lauf, a cofounder of Charter, a new brand exploring the transformation of work, joined me to discuss how this bootstrapped media company is taking a different path than his previous executive roles at Quartz, The Atlantic and Condé Nast.“We've run these workplaces,” Jay told on this week’s episode of The Rebooting Show. “We've thought about these workplaces, and we've served different roles within these workplaces. We've been our own test lab in some ways, both prior in our careers and currently, trying to build this out.”Some takeaways: Start with an idea. Jay talks about how he and co-founders Kevin Delaney and Erin Grau all felt like they were “scratching an itch.” Media born from a legitimate interest tends to be more valuable than engineered media that looks for an arbitrage opportunity.Find a high-value area of need. The upending of the work routine during the pandemic was unprecedented. Human resources issues have gone from the sideline to a central organizational challenge.Embed in a community. Charter is both covering the future of work but also living it as they build their own workplace. Being both a participant and observer is a powerful combination.Ads and subs aren’t an either-or proposition. Charter wants to develop a business model mostly reliant on direct payments. But that doesn’t mean it is averse to ads. In fact, ads are the majority of its revenue as it determines the best direct-revenue model. Check out the full episode on Apple Podcasts or Spotify. Let me know what you think: bmorrissey@gmail.com. Thanks to House of Kaizen for its support.SponsoredHouse of Kaizen is an extension of your subscription revenue growth team. Decades of subscription growth experience are brought to bear to get you where you want to be faster with more confidence and efficiency. House of Kaizen works alongside your team to discover, ideate and execute experiments for sustainable growth.In-House support: When your team needs augmentation, House of Kaizen is there for you. Through collaborative execution and in-depth training, the House of Kaizen team will help improve, expand, and support your expertise and in-house capabilities.Full-Outsourcing: