For early stage growth companies (say <100 employees), I think in-person will come back unless you're planning to take a massive pay cut.
Middle stage (anywhere from 100 to 1000 employees), I think there's a lot of space for remote. You're competing for talent with everyone at that point, and you're not cash-rich... the amount you spend on office space could also be spent on another engineer or couple of salespeople.
Large stage, I feel like Stripe's hybrid approach will be the model. There will be in-office roles in key geographies where pay is better, and there's an expectation of being in the office at least a few days each week. There will also be a "remote" option, and entire teams will be remote. Salaries will probably be a bit lower and promotions beyond a certain level will be tougher.
What's influencing my perspective: I'm at a mostly remote company with ~500 employees, and while ICs are generally remote all the time, there's some expectation on managers and above to occasionally travel into the office. And I've got some friends working at Salesforce in Denver who see it's tough to get beyond manager level in any non-hub office, and the few Directors are regularly traveling to SF. No VPs based in the non-hub offices.
COVID of course influenced this a bunch, but I've been at a company a few years and saw it grow from 30->130 employees - originally we were fully in office, then remote for covid, now it's settling back in to a hybrid approach where teams decide for themselves what works best (sales is generally in every day, dev is a few days a month if they're local), and then we have some requests to all come in to the office if the board/clients are coming in.
My hope for the future is that we basically pay for commuting time, so then employers can decide if it's worth asking someone to come in when they live farther away. Also seems like management does go in more for political reasons but I think that's specific to the org. I'm a huge fan of the way Automattic sets up their culture where it's remote-first so you don't end up with that two-tiered system - you can go in to an office if you want but everything has to be done online so there's a record to look back on later
Middle stage (anywhere from 100 to 1000 employees), I think there's a lot of space for remote. You're competing for talent with everyone at that point, and you're not cash-rich... the amount you spend on office space could also be spent on another engineer or couple of salespeople.
Large stage, I feel like Stripe's hybrid approach will be the model. There will be in-office roles in key geographies where pay is better, and there's an expectation of being in the office at least a few days each week. There will also be a "remote" option, and entire teams will be remote. Salaries will probably be a bit lower and promotions beyond a certain level will be tougher.
What's influencing my perspective: I'm at a mostly remote company with ~500 employees, and while ICs are generally remote all the time, there's some expectation on managers and above to occasionally travel into the office. And I've got some friends working at Salesforce in Denver who see it's tough to get beyond manager level in any non-hub office, and the few Directors are regularly traveling to SF. No VPs based in the non-hub offices.