Paramount Manager's RTO Decision: Severance vs. 5-Day Office

In early September, Ron Telemarque received news that fundamentally altered his work-life balance. David Ellison, who became CEO in August following the Paramount Skydance merger, issued a strict return-to-office policy. Employees were given a binary choice: return to the office five days a week starting in January, or accept a severance package by September 15.

Telemarque described the announcement as a sudden shock to their planning. "They dropped the bomb: 'Hey, it's five days a week — take it or leave it,'" Telemarque said.

This policy shift was not isolated to Paramount. Over the past year, several large employers have rolled back remote work policies. However, the impact at Paramount was significant, with about 600 employees accepting severance packages following the announcement. In a memo to employees, Ellison explained the rationale behind the strict mandate.

"In-person collaboration is absolutely vital to building and strengthening our culture and driving the success of our business," Ellison stated.

Before the September 4 announcement, Telemarque had established a manageable routine. As a senior manager of deal finance strategy, he commuted to the Manhattan office two days a week. The commute involved a 20-minute walk to the train station, a 45- to 50-minute train ride, and another 20-minute walk from Grand Central Terminal.

Under the hybrid model, Telemarque and his wife, a remote marketing director, had successfully coordinated childcare for their four-year-old daughter. Telemarque handled drop-offs and duties on Mondays and Fridays, while his wife covered the days he commuted.

"With that kind of work style, I could do it because my commute, though long, still felt doable," said the 41-year-old.

The proposed five-day schedule introduced several insurmountable challenges:

• A 90-minute, one-way commute becoming a daily reality.
• Significantly reduced time with his daughter, who would likely be asleep when he left for work and returned home.
• Increased evening work hours spent in the office rather than at home.
• The potential burden of additional childcare responsibilities falling on his wife.

Telemarque also considered the possibility of moving closer to Manhattan to shorten the commute. However, this would involve breaking their lease in Stamford, finding a new home, and enrolling their daughter in a new school—a disruption he was hesitant to make.

As the September 15 deadline approached, Telemarque weighed the logistics against his professional standing. He noted that he had performed well enough to earn a promotion while working in a hybrid environment, yet the company was no longer retaining that flexibility under new leadership.

Ultimately, the time constraint and lack of viable options forced his hand. "I didn't have enough time," he said. "So my best bet was to take the package."

Telemarque officially parted ways with Paramount at the end of October. He is currently targeting roles related to strategy, finance, and distribution within the media and entertainment industry. While he prefers remote or hybrid positions, he remains open to fully in-office roles if the commute is short and the compensation is sufficient.

Months after making his choice, Ron Telemarque is navigating the job market while feeling some financial pressure. He described the process of networking and searching for a new position as stressful. Despite the ongoing search, he remains confident that leaving Paramount was the correct move for his family and well-being.

"I feel good about my decision, but the predicament I was in was unfortunate," Telemarque reflected. "If I had had a better option, would I have made it? Yes. But that was the best outcome."