How One Dad Negotiated Remote Work for Day Care

Georg Loewen, a senior director of digital marketing, successfully negotiated a flexible work schedule to accommodate his daughter's day care drop-off. Facing a rigorous three-day-a-week office policy and a difficult commute to Manhattan, Loewen's manager approved an arrangement allowing him to work from home when necessary. This agreement highlights the growing intersection of parental responsibilities and corporate attendance mandates.

Loewen's experience illustrates how logistical challenges—specifically regarding New Jersey Transit and station parking—can conflict with rigid office schedules. By communicating his situation clearly, Loewen secured a solution that prioritizes work output over physical presence, though he admits to initial feelings of guilt regarding the special treatment.

Georg Loewen, 35, lives in West Orange, New Jersey, and works for a public relations agency. When he joined the company in November 2024, he established that his priority was being a father to his one-year-old daughter. The company policy requires employees in New York and New Jersey to be in the office three days a week. However, Loewen's routine was disrupted by the logistics of morning child care.

Loewen handles day care drop-off most mornings at 8 a.m. This timing creates a conflict with the ideal train schedule. The specific challenges he faced included:

• Missing the 8:20 a.m. train, which arrives at the office just after 9 a.m.
• Dealing with first-come, first-served parking at the train station, located 4.5 miles from the day care.
• Reliable train service issues, including the need to change trains in Newark.

The commute often required Loewen to take client calls during the train ride, which was complicated by unreliable service. He described the daily balancing act of availability and office presence as feeling like a math equation. Eventually, the stress of catching specific trains and finding parking made the standard commute unsustainable.

The turning point occurred early this year when Loewen's daughter had a difficult period at day care. His manager noticed his inconsistent arrival times and proactively initiated a conversation. Initially, they discussed reducing his in-office time or utilizing a hot desk, but they quickly settled on a more fluid solution.

The agreement allowed Loewen to work from home if day care drop-off ran long or if parking was unavailable. Loewen noted, "It seemed like what mattered wasn't where I logged in from, but that the work got done." Following this discussion, his in-office attendance dropped to a range of zero to two days per week.

Despite the relief this provided, Loewen admitted to feeling initial guilt. He worried about being perceived as "the one who gets to work from home more." However, he found that the company culture prioritized family, fostering a sense of trust rather than resentment among colleagues.

Loewen's current schedule fluctuates based on his family's needs. He typically visits the office one to two days a week, though this drops to once a week during holidays or parent-teacher conferences. To mitigate the parking issues at the train station, he recently purchased a foldable bike.

His new routine involves:

1. Dropping his daughter off at day care.
2. Driving back home.
3. Biking 1.5 miles to the station quickly.

While Loewen is grateful for the flexibility, he acknowledges it may not last forever. As his team grows—specifically with the recent hiring of a marketing coordinator—he feels pressure to be in the office more frequently, particularly during onboarding. He expects the arrangement to be reassessed over time but remains confident that transparency is the key to securing similar accommodations.