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In this episode of Culture Uncovered, Jena Dunay sits down with Kiley Ewing, Chief People Officer at McGuire Sponsel, to explore what it's like to build culture at a specialty tax firm that helps businesses save money through partnerships with CPA firms across the country. Kiley shares her unconventional path to the role — joining as an external sales coach for five years before being asked to build out the company's HR function from scratch as Chief People Officer. The conversation dives into how she's spent her first year and a half laying real infrastructure: a new applicant tracking system, a PEO transition that improved benefits, a learning management system in progress, and a relaunched mentorship program. The episode also covers the redesigned two-year Leadership Academy, built around coaching application over one-time training, and how McGuire Sponsel's GREAT core values (growth mindset, relationships, excellence, awareness, tenacity) show up in hiring, performance reviews, and day-to-day culture — including a hiring strategy built around training new grads rather than requiring tax experience. What You'll Learn How McGuire Sponsel's CPA partnership model drives growth without going directly to businessesHow Kiley's five years as an external sales coach led to her becoming Chief People OfficerWhy the Leadership Academy expanded from one year to two, shifting from training to coaching-based applicationHow the GREAT core values (growth mindset, relationships, excellence, awareness, tenacity) are built into hiring and performance reviewsWhy McGuire Sponsel intentionally hires new grads without tax experience and trains them from scratchHow employee-driven AI automation projects are reshaping efficiency across the firmCompany Highlights Industry: Specialty tax consulting (R&D credits, cost segregation, property tax, international tax, site selection)Customer Base: Businesses referred through a network of 500+ partnered CPA firms across all 50 statesCompany Stage: Founded in 2007, ~125 employees, headquartered in Indianapolis with offices in Detroit, Atlanta, Dallas, and PhoenixCulture: Relationship-driven, growth-oriented, and primarily in-office to support internal connectionFocus Areas: Leadership development, structured onboarding/training for new grads, operational efficiency, and AI-driven process improvementUnique Perks & Programs Summer Fridays: A post-tax-season flexibility perk allowing remote, as-needed availability on Fridays through the summerTwo-Track Leadership Academy: A two-year, nomination-based program split into Emerging Leaders and Advanced Leader tracksFully Paid Core Benefits: Health, dental, vision, life insurance, and short/long-term disability fully covered by the firmGenerous PTO Scaling: Four weeks of PTO for all employees, increasing to five weeks after five years of tenurePet Wellness Coverage: Supplemental insurance offerings beyond standard health benefitsAnnual Mentorship Program: A refreshed, year-round mentorship initiative for new hiresTo learn more about McGuire Sponsel: Careers Page (they're hiring!) LinkedIn Page Kiley's LinkedIn

In this episode of Culture Uncovered, Jena Dunay sits down with Kim Marsh, Former Global Head of Talent Acquisition at Pebl (formerly Velocity Global), to explore what it's like to build culture at a global employer of record company helping businesses hire talent in over 185 countries. Kim shares how her move to Pebl was her third time working alongside her trusted CHRO, and what made the interview process itself feel different — real transparency from the team about what they were building and why the role was open. The conversation dives into how global hiring naturally builds humanity into company culture, since supporting employees across different countries, labor laws, and customs forces a more thoughtful, people-first approach than a one-size-fits-all policy ever could. The episode also covers Pebl's "fail fast" ethos coming directly from leadership, its AI hackathons that have led to real cross-functional career moves, and candid advice for job seekers on bringing their authentic selves rather than trying to guess what an interviewer wants to hear. What You'll Learn How an employer of record (EOR) removes the complexity of hiring talent across 185+ countriesWhy Kim treats interviewing like matchmaking, looking for authenticity and real two-way connectionHow Pebl's "fail fast" culture shapes how the team approaches new ideas, especially around AIHow global hiring naturally builds more thoughtful, human-centered benefits and policiesHow Pebl's AI hackathons have led to real cross-functional career moves within the companyWhy job seekers shouldn't disqualify themselves from applying to a role that's a close fitCompany Highlights Industry: Global employer of record (EOR) and HR technologyCustomer Base: Companies hiring international talent without in-house expertise in global labor law and complianceCompany Stage: Founded in 2012 as Velocity Global, recently rebranded to Pebl; 500+ employees, remote-first with hubs in Palo Alto and TorontoCulture: Ambitious, transparent, collaborative, and comfortable with rapid pivotsFocus Areas: Global hiring complexity, AI-driven product evolution, internal mobility, and authentic candidate experienceUnique Perks & Programs AI Hackathons: Company-wide events where employees build and showcase tools, often sparking new cross-functional career pathsGlobal Holiday Celebrations: Recognition of culturally diverse holidays (World Cup, Lunar New Year, Cinco de Mayo) reflecting the company's global workforce"Wow Wednesdays": Regular company gatherings where employees publicly recognize cross-functional colleagues for their contributionsFlexible, Remote-First Structure: Primarily remote work with hybrid hub options and in-person leadership and team gatheringsLocalized Benefits by Country: Benefits and support tailored to each employee's local labor laws, culture, and life circumstancesStrong Internal Mobility: Demonstrated pattern of employees moving across departments (e.g., RevOps to product, solutions engineering to sales)To learn more about Pebl: Careers Page (they're hiring!) LinkedIn Page Kim's LinkedIn

In this episode of Culture Uncovered, Jena Dunay sits down with Douglas Freeman, Chief Revenue Officer at Crunchr — and Jena's former boss — to explore what it's like to build a revenue team and company culture at a people analytics platform helping HR leaders turn workforce data into real business decisions. Doug shares how a casual 30-minute conversation about revenue strategy led him to Crunchr, and what drew him to the opportunity after years working in HR tech and recognizing the exact problem Crunchr was built to solve. The conversation dives into Crunchr's three core company behaviors — think big, ship small, win together — and the three pillars Doug uses to build his own revenue subculture: discipline, distinctiveness, and desire, including why he deliberately hires people to be themselves rather than conform to a single sales persona. The episode also covers real examples of how Crunchr helps organizations connect disjointed HR data — from predicting retirement waves to diagnosing regrettable turnover — and candid career advice on networking, staying in touch over the long term, and how to actually sell yourself in an interview. What You'll Learn How Crunchr helps organizations unify fragmented HR data into a single source of truthWhat Crunchr's three company behaviors — think big, ship small, win together — mean in practiceHow Doug's three-pillar framework (discipline, distinctiveness, desire) shapes his approach to building a sales teamWhy Doug believes salespeople should be coached within their own personality, not molded into a single moldHow to use "proof points" and concrete stories to stand out in an interviewPractical advice for keeping a professional network alive over years, not just when you need somethingCompany Highlights Industry: People analytics / HR technologyCustomer Base: HR and business leaders at organizations ranging from 1,000 to 75,000+ employees, including multinational companies managing data across dozens of countriesCompany Stage: Founded in 2014 in Amsterdam, ~60 employees, with a second office in BostonCulture: Curious, accountable, and collaborative across a hybrid, multinational teamFocus Areas: People analytics maturity, data trust and security, turnover diagnostics, and HR's growing strategic roleKey Practices & Frameworks Think Big, Ship Small, Win Together: Crunchr's company-wide behavioral framework for balancing ambition with iterative executionDiscipline, Distinctiveness, Desire: Doug's subculture framework for building his revenue team, emphasizing consistency, individuality, and personal growth"Jenify It" Mentality: Encouraging team members to personalize processes within a shared structure, then share results — successes and failures — with the teamProof-Point Interviewing: Coaching candidates to bring concrete stories and results rather than vague claims of skillBuild vs. Buy Guidance: Perspective on why maintaining sensitive people-data infrastructure internally is often harder than the initial buildLong-Term Network Maintenance: A practice of making regular low-stakes introductions and personal check-ins to keep professional relationships genuinely alive over timeTo learn more about Crunchr: Careers Page (they're hiring!) LinkedIn Page Doug's LinkedIn

In this episode of Culture Uncovered, Jena Dunay sits down with Reuben Doetsch, Co-Founder and President of AvantStay, to explore what it's like to build culture at a fast-moving, remote-first hospitality company bringing hotel-level consistency to short-term rentals. Reuben shares how frustration with inconsistent short-term rental experiences, combined with his background running a co-living company, led him and his co-founder to build AvantStay into a portfolio of over 3,500 properties across 60 markets. The conversation dives into the company's deliberately flat, global-first hiring philosophy — paying top talent well regardless of location, with no artificial leveling ceilings between onshore and offshore employees — and how that shapes a genuinely unified (not siloed) remote culture. The episode also covers AvantStay's blunt, performance-driven approach to culture, including cutting formal culture programming in favor of real interpersonal connection, a mandate for employees to actively upskill in AI, and an honest acknowledgment that the company's fast-changing, low-structure environment isn't the right fit for everyone — and that's by design. What You'll Learn How AvantStay's "hotel in the home" concept was born out of real frustration with inconsistent short-term rentalsWhy the company deliberately avoids different leveling criteria for offshore versus onshore employeesHow AvantStay builds genuine connection with a globally distributed team through regular in-person gatheringsWhy the company cut formal culture programs in favor of real manager relationships and shared workHow AvantStay's new "Market Enablement Team" was created to solve lagging regional issues with fresh eyesWhy Reuben openly says AvantStay isn't the right fit for everyone, and how that's addressed from the first interviewCompany Highlights Industry: Tech-enabled hospitality (short-term rentals and boutique hotels)Customer Base: Travelers seeking unique, high-quality alternative accommodations, from large group homes to boutique hotelsCompany Stage: 8-year-old company, ~400-450 employees (down from a peak of 800), fully remote with ~200 field-based rolesCulture: Performance-driven, transparent, fast-moving, and intentionally not for everyoneFocus Areas: AI upskilling, global talent equity, acquisition integration, and operational agilityUnique Perks & Programs Vacation-Style Stay Credits: Employees can stay at AvantStay properties in other markets to build firsthand understanding of the businessNo Offshore/Onshore Ceiling: Equal advancement opportunity regardless of location, including senior leadership roles held by fully remote team membersFlexible, Outcome-Based Schedules: Employees can structure their work around their life and location as long as outcomes are metQuarterly In-Person Gatherings: Regular team meetups plus natural gatherings around market and hotel launchesHigh-Trust, Low-Micromanagement Culture: Trust is earned but extended broadly once established, including around scheduling and locationMandatory AI Upskilling: A company-wide expectation that employees actively learn and apply AI tools to remain competitiveTo learn more about AvantStay: Careers Page (they're hiring!) LinkedIn Page Reuben's LinkedIn

In this episode of Culture Uncovered, Jena Dunay sits down with Jessica Stonebraker, Head of People and Culture at MUNICIPAL APPAREL to explore what it's like to build culture at a fast-scaling, celebrity-backed apparel brand co-founded by Mark Wahlberg. Jessica shares how she joined Municipal as a consultant on the recruitment side when the company had just 12-13 employees, and how that role grew into building the people and culture function from the ground up. The conversation dives into the company's "builder mentality" culture — where employees act as "mini founders" within their own departments — and what separates team members who thrive in that ambiguity from those who struggle with it. The episode also covers Municipal's generous product stipends and employee discounts, its evolving approach to quarterly professional development workshops, and an honest look at the growing pains of scaling past the "pressure cooker" stage, including reworking a non-traditional org chart as roles and responsibilities shift. What You'll Learn How Municipal Apparel was founded on a golf course by Mark Wahlberg and his business partnersWhat "builder mentality" and being a "mini founder" actually looks like day to dayHow Municipal approaches employee benefits by digging into underused existing offerings, not just adding new onesWhat generous product stipends and employee discounts look like for new hires and their familiesHow Municipal structures quarterly workshops around financial planning, career discovery, and leadershipWhy the company is currently re-evaluating its non-traditional org chart as it scales past early-stage chaosCompany Highlights Industry: Active lifestyle apparel and footwear ("sport utility gear")Customer Base: People who move fluidly between fitness, work, family, and travel rather than fitting one lifestyle categoryCompany Stage: Founded in 2019, launched in 2020, ~31 employees (about a third hired this year), omnichannel with HQ/retail in Oceanside, CA and a store in West HollywoodCulture: Builder-minded, mission-connected, growth-oriented, and intentionally non-traditional in structureFocus Areas: Brand storytelling, community events, employee wellness, and scaling from startup to a more structured organizationUnique Perks & Programs Generous Onboarding Product Stipend: New hires are kitted out in the brand from day one, with ongoing perks extended to family membersEmployee & Friends-and-Family Discounts: Substantial ongoing discounts plus seasonal stipends for retail team membersFree Professional Coaching: One-on-one coaching access for all employees, led by Jessica, a certified coach herselfQuarterly Growth Workshops: Rotating topics like financial planning, career discovery, and leadership communicationMunicipal Gyms Partnership: A new luxury gym concept launching with EOS, opening first in Las VegasCommunity Events Program: Frequent in-office and community gatherings, including a weekly entrepreneur meetupTo learn more about Municipal Apparel: Careers Page LinkedIn Page Jessica's LinkedIn

In this episode of Culture Uncovered, Jena Dunay sits down with Chris Gros, Chief People Officer of Crimson Phoenix, to explore what it's like to build culture at a fast-growing government contractor supporting the intelligence community and Special Operations Command. Chris shares how Crimson Phoenix grew through the acquisition and integration of seven smaller companies, and the challenge of creating one shared "Crimson way" while maintaining the personal touch and entrepreneurial spirit of the organizations that came before it. He also discusses his unconventional path from a 20-year Marine Corps career into HR leadership, and why operational experience and nontraditional backgrounds can be valuable assets in people leadership. The conversation also explores how Crimson Phoenix empowers managers to shape culture, why the company eliminated traditional performance reviews in favor of quarterly check-ins, and how optional leadership, mentorship, innovation, and community programs give employees opportunities to grow based on their own goals and interests. What You'll Learn How Crimson Phoenix has grown from four original companies to a 500+ employee organization through seven acquisitionsHow Chris leveraged 20 years of Marine Corps leadership experience to build a career in HR without a traditional HR backgroundWhy manager-level leadership is central to maintaining culture when 90% of employees work directly on client sitesHow Crimson Phoenix replaced traditional performance reviews with customizable quarterly check-insHow the company balances a strong national security mission with flexibility for employees who want different levels of engagement and career growthWhy networking, adaptability, and transferable skills can be especially valuable for veterans and nontraditional job seekersCompany Highlights Industry: Government contracting and tech-enabled solutionsCustomer Base: U.S. government, primarily the intelligence community and Special Operations CommandCompany Stage: 500+ employees across approximately 30 states; private-equity backed by Godspeed Capital and actively growing through acquisitionsWorkforce: Approximately 90% of employees work directly on government client sites, with many holding Top Secret or higher clearancesCulture: Mission-driven, manager-led, personal, and focused on being "easy to work with"Focus Areas: National security, technology and AI, intelligence analysis, veteran talent, acquisition integration, and leadership developmentUnique Perks & Programs Quarterly Check-Ins: A replacement for traditional annual performance reviews, designed to create more frequent, flexible, and authentic conversations between employees and managersFlexible Floating Holidays: All 11 federal holidays are front-loaded each quarter as flexible days employees can use when they actually need them, rather than being tied to specific calendar datesClient-Site Flex Time & Overtime: Employees working on government client sites can receive flex time or straight-time overtime pay for hours worked beyond 40, including exempt employeesLeadership Development Program: An annual program designed to prepare employees for future leadership and program management roles, with nearly 50 graduates across its first iterationsMentorship Program: Matches employees based on shared specialties or desired experience to encourage development and exposure across the organizationOptional Growth & Innovation Programs: Employees can opt into innovation sessions, giving-back initiatives, and other development opportunities based on their individual interests and career goalsTo learn more about Crimson Phoenix: Careers Page (They're hiring!) LinkedIn Page Chris's LinkedIn

In this episode of Culture Uncovered, Jena Dunay sits down with Rick Winter, Chief People Officer of RWA Wealth Partners, to explore what it's like to build culture at one of the largest women-led independent wealth management firms in the US, formed through the 2023 merger of two long-established companies. Rick shares how he joined RWA shortly after CEO Michelle Knight took the helm, and what it took to blend two organizations with distinct histories — Aspiriant Investments and Ropes Wealth Advisors — into one unified identity. The conversation dives into practical, listening-first approaches to post-merger culture building, including a sports-inspired "teamwork" theme borrowed from his own sailing background, and the creation of "Fuse," a rotating cohort program designed to connect new hires across departments. The episode also covers the evolution of RWA's employee-led People Culture Council, the "Collaboration Carousel" connection program born from it, and Rick's go-to interview question for assessing authenticity and personality fit — "where do you sit in a box?" What You'll Learn How RWA Wealth Partners formed through the 2023 merger of two firms with roots dating back to 1865 and 1994What practical steps a people leader can take to build one shared culture after a mergerHow the "Fuse" program helps new hires build cross-functional relationships in their first yearHow RWA restructured its People Culture Council to be employee-led rather than leadership-ledWhat the "Collaboration Carousel" program does to rebuild connection in a hybrid work environmentRick's unconventional interview question for assessing authentic personality fitCompany Highlights Industry: Independent wealth management (registered investment advisor)Customer Base: High-net-worth individuals and families seeking generational wealth planning, trusts, estates, and investment strategyCompany Stage: Formed via 2023 merger, ~190 employees across 14–16 states, managing ~$21.5 billion in assets, headquartered in BostonCulture: Integration-focused, authentic, and built around shared language and cross-team connectionFocus Areas: Post-merger culture integration, leadership development, client-centered advising, and selective organic and M&A growthUnique Perks & Programs Fuse Program: A rotating, six-week cohort experience connecting new hires across departments during their first yearCollaboration Carousel: A six-week, voluntary program randomly pairing employees for one-on-one connection conversationsPeople Culture Council: An application-based, employee-led committee driving wellness, education, and charitable initiatives company-wideInternal Expert-Led Learning Sessions: Firm-wide educational talks led by in-house specialists (e.g., tax, 401(k) topics) drawing 80–90 attendeesNew Mentorship Program: Intentional pairing of senior and junior employees launched this yearFlexible Department-Led Meetings: A shift from two company-wide annual meetings to department-specific gatherings, each required to include a training componentTo learn more about RWA: Careers Page (They're hiring!) LinkedIn Page Rick's LinkedIn

In this episode of Culture Uncovered, Jena Dunay sits down with Maeghan Sulham, COO of DataSpring powered by CAQH, to explore what it's like to build culture at a healthcare data company operating behind the scenes of nearly every provider search and insurance claim in the country. Maeghan shares the unusual origin story behind DataSpring — a 25-year-old nonprofit collaboration among health plans now transforming into a shareholder-owned company — and how she was recruited right at that pivot point to help build the culture and talent strategy for what would become this new organization. The conversation dives into how her role has expanded from CHRO to COO, taking on facilities, project management, and marketing along the way, and how DataSpring's remote-first structure is paired with deeply intentional in-person gatherings. The episode also covers DataSpring's standout 401(k) match, its three-pillar approach to company-wide professional development, and an honest reflection on the tension between a legacy organization's earned trust and the urgency required to keep pace as it scales. What You'll Learn How DataSpring's data powers everyday healthcare experiences, from provider directories to claims processingWhy DataSpring transitioned from a 25-year-old nonprofit into a shareholder-owned companyHow a Chief People Officer role evolved into a broader COO role encompassing facilities, marketing, and project managementWhat makes DataSpring's annual company-wide retreat function as a genuine engagement strategy, not just a perkHow the company built a three-pillar professional development approach, including SBI feedback training for all people leadersWhy candidates should focus on demonstrating impact and thinking, not just reciting past experienceCompany Highlights Industry: Healthcare data and technology (provider/member data management)Customer Base: Health plans and healthcare providers relying on accurate credentialing, directory, and roster dataCompany Stage: Rooted in a 25-year-old organization (CAQH), now transforming into DataSpring; ~150 employees, fully remote with hubs in Washington, DC and Louisville, KYCulture: Mission-driven, highly collaborative, and increasingly ambitious as it scalesFocus Areas: Data quality and product innovation, cross-functional collaboration, and intentional in-person connectionUnique Perks & Programs Generous 401(k) Match: A 3% safe harbor contribution plus up to a 6% match — up to 9% total, fully vested immediatelyAnnual Company-Wide Retreat: A multi-day, all-employee offsite (most recently in New Orleans) featuring cross-functional collaboration, a product expo, and a professionally hired comedian emceeTuition Reimbursement: Up to $5,000 toward degree or certification programs after six months of tenureFlexible Development Allowance: A cash stipend employees can use toward professional development of their choosing, with People and Culture support in identifying the right fitCompany-Wide DISC and SBI Training: Shared assessments and feedback frameworks rolled out to improve communication and performance managementTwo Physical Hub Offices: Intentional spaces in DC and Louisville supporting in-person collaboration within a remote-first modelTo learn more about DataSpring: Careers Page (They're hiring!) LinkedIn Page Maeghan's LinkedIn Additional Links: New Orleans Event Planners New Orleans Event Comedian Emcee

In this episode of Culture Uncovered, Jena Dunay sits down with John Bishoff, Chief People Officer of Canopy Mortgage, to explore what it's like to build culture at a mortgage company that gives its loan officers real autonomy to run their own branches. John shares how a 17-year friendship led him to join Canopy during the COVID refinance boom, tasked with building an HR function nearly from scratch. The conversation dives into the distinction between leading with "stewardship" versus "ownership," how that philosophy shapes Canopy's core values like "be kind" and "act like an owner," and how the company's proprietary loan origination software, Nano, allows the team to "do more with less" without grinding employees down. The episode also covers Canopy's genuine flexibility around personal life and emergencies (backed by strong engagement survey data), its heavy reliance on internal mobility for leadership growth, and an honest look at where formal professional development still needs to catch up. What You'll Learn How Canopy Mortgage's branch model gives loan officers ownership over their own P&L and businessThe difference between leading with "stewardship" versus "ownership," and how it shows up day to dayWhat Canopy's core values — "be kind," "do more with less," and "act like an owner" — actually mean in practiceHow the company scored a 4.8/5 on manager support during personal emergencies in its engagement surveyWhy most of Canopy's leadership has grown up internally through the organizationWhat kind of person can break into the mortgage industry through Canopy, even without prior experienceCompany Highlights Industry: Mortgage lending and loan origination technologyCustomer Base: Homebuyers and homeowners refinancing, served through direct-to-consumer and branch-based loan officer modelsCompany Stage: ~775 employees, headquartered in Lindon, Utah, with cyclical growth tied to the mortgage marketCulture: Stewardship-driven, autonomy-focused, and built around trusting employees as adultsFocus Areas: Loan officer autonomy, proprietary technology (Nano), internal mobility, and formalizing leadership developmentUnique Perks & Programs Corporate Ski Passes: Subsidized access to a nearby ski resort, with flexibility to work around powder daysHigh Trust Around Personal Time: Strong engagement survey scores reflecting genuine manager support during personal emergenciesLoan Officer Business Autonomy: Branch managers run their own P&L and business model with minimal corporate oversightNano Software Efficiency: Proprietary loan origination technology enabling leaner corporate operations without sacrificing serviceStrong Internal Mobility Track: A pattern of employees advancing from entry-level specialist roles up through managementAI-Driven Efficiency Projects: Active efforts to apply AI tools across operational functions, tied directly to the "do more with less" valueTo learn more about Canopy Mortgage: Careers Page (They're hiring!) LinkedIn Page Canopy Instagram John's LinkedIn

In this episode of Culture Uncovered, Jena Dunay sits down with Patti Mancini, SVP of People Ops at Zest AI, to explore what it's like to build culture at a company using AI to make lending more inclusive and accessible. Patti shares how she found her way to Zest AI by keeping her professional network warm, and what convinced her to join after meeting a leadership team she describes as leading with genuine "joy." The conversation dives into how the company builds connection across a hybrid team split between its Burbank headquarters and a geographically spread-out workforce, from creative virtual events to a buddy system for new hires. The episode also covers Zest AI's flexible professional development stipend, its track record of translating employee-driven hackathon ideas into real product features, and a candid look at engagement scores that remain consistently high — alongside the company's ongoing focus on communication as it continues to scale. What You'll Learn How Zest AI uses machine learning to help lenders make fairer, more inclusive credit decisionsWhy keeping your professional network active can lead directly to future job opportunitiesHow Zest AI builds connection across a distributed team, from birthday celebration clubs to regional employee meetupsWhat Zest AI's onboarding "Zest friend" program looks like for new hiresHow employee-driven hackathons have led to real, shipped product featuresWhat kind of person thrives in Zest AI's fast-paced, high-autonomy environmentCompany Highlights Industry: AI-powered lending technology for financial institutionsCustomer Base: Banks, credit unions, and other lenders looking to modernize underwriting and fraud detectionCompany Stage: Founded in 2009, ~175 employees, hybrid with a Burbank, CA headquarters and ~40% of staff local to LACulture: People-first, mission-driven, collaborative, and fast-pacedFocus Areas: Financial inclusion, employee wellbeing, professional development, and continued growth in engineering and client-facing rolesUnique Perks & Programs On-Site Manicures and Pedicures: A standout in-office perk for local employees$1,000 Annual Professional Development Stipend: Flexible funding employees can direct toward learning interests of their choiceCompany Hackathons: Cross-functional innovation events that have led to real, implemented product solutions"Zest Friend" Onboarding Buddy: A peer guide assigned to every new hire to help them acclimateCell Phone & Home Internet Stipends: Ongoing support for remote and hybrid work setupsRegional Employee Meetups: In-person gatherings for geographically clustered remote employees, paired with recurring virtual connection eventsTo learn more about ZestAI Careers Page (They're hiring!) LinkedIn Page Patti's LinkedIn

In this episode of Culture Uncovered, Jena Dunay sits down with Robert Buckley, Chief People Architect at Enveda Biosciences, to explore what it's like to build culture at an AI-native "tech bio" company reimagining drug discovery from plants. Robert shares how a recruiter who first reached out years earlier eventually brought him to Enveda, and what convinced him this was the right fit — a deep, whiteboard-session conversation with the executive team that ran hours over schedule. The conversation dives into his philosophy of principle-based leadership over policy, why he treats his own resume as a story rather than a historical document, and how that same philosophy shapes how Enveda builds culture across scientists in the lab and remote employees around the world. The episode also covers Enveda's five core values — including the standout "Journey," a commitment to loving the process over just the outcome — and Robert's conviction that people leaders, not perks, are the true fulcrum of organizational culture, backed by a mandatory 20-week internal leadership training program. What You'll Learn How Enveda's "tech bio" approach uses AI to discover drugs from plantsWhy Robert treats his resume as a story, not a historical list of dutiesHow Enveda's "if you make something a big deal, it becomes a big deal" principle shapes their in-office/remote policyWhat Enveda's five core values actually mean in practice, including "Journey" and "Charity"Why Robert believes people leaders, not perks, are the true driver of retentionHow Enveda's mandatory, 20-week people leader training program is structured and enforcedCompany Highlights Industry: Tech bio / AI-native drug discovery (biotechnology)Customer Base: Patients and the broader pharmaceutical ecosystem, via novel drugs discovered from plant-based moleculesCompany Stage: Founded in 2019, ~360 employees globally, split between a Boulder, CO headquarters/lab and a Hyderabad, India labCulture: Principle-based, curiosity-driven, and tolerant of failure as part of the processFocus Areas: Drug discovery innovation, people leader development, and culture built on lived (not posted) valuesUnique Perks & Programs Mandatory People Leader Curriculum: A 20-week, biweekly internal leadership training program with ~90% attendance over four yearsCompany Anniversary Ice Cream Tradition: A yearly celebration where global and remote employees alike get ice cream to mark the company's foundingIn-House Equipment Shop: A small internal team that builds custom lab equipment from scratch"Kind Honesty" Culture: A stated communication norm balancing directness with genuine careCulture-Based Interviewing: Structured "work sample" and culture-fit interviews built on decades of social science hiring researchHigh Psychological Safety Around Failure: A culture that treats mistakes as learning moments rather than something to hide or punishTo learn more about Enveda Careers Page (They're hiring!) LinkedIn Page Robert's LinkedIn

In this episode of Culture Uncovered, Jena Dunay sits down with Billie Wright, Chief People Officer of The Recycling Partnership, to explore what it's like to build culture at a fully remote nonprofit tackling one of the country's least glamorous but most essential infrastructure challenges. Billie shares her own pivot into the recycling space after nearly 30 years in state and local government HR, and offers candid encouragement for anyone hesitant to switch industries. The conversation dives into the organization's recent core values refresh — narrowing nine values down to five and building a dedicated values-based interview process around them — along with onboarding buddies and monthly cultural programming that keeps a small, fully remote team genuinely connected. The episode also covers The Recycling Partnership's standout time-off policies, including a every-other-Friday off schedule and a five-year paid "refresh" sabbatical, as well as an honest reflection on where the organization's change management could better center the people living through it. What You'll Learn What The Recycling Partnership actually does: legislation, community infrastructure, and recycling researchHow to think about pivoting industries without fear, even without direct experienceHow a "core values interview" works and why the organization recently narrowed nine values to fiveWhy the company closes every other Friday, and how to pilot a similar policy at your own organizationWhat the five-year "refresh" sabbatical and mandatory paid weeks off actually look like in practiceWhy doing change "with" people, not "to" them, is critical for genuine organizational buy-inCompany Highlights Industry: Environmental nonprofit (recycling infrastructure, legislation, and research)Customer Base: States, municipalities, and communities working to improve recycling access and policyCompany Stage: Founded in 2014, ~80 employees across 28 states, fully remoteCulture: Mission-driven, values-based, high-retention, and intentional about employee wellnessFocus Areas: Recycling legislation and infrastructure, employee wellbeing, and organizational change managementUnique Perks & Programs Every-Other-Friday Off: A recurring day-off policy in place since COVID, adjusted around holidaysFive-Year "Refresh" Sabbatical: Six full weeks of paid leave awarded after five years of tenureFour Mandatory Paid Weeks Off Annually: Company-wide closures around July 4th, Thanksgiving, and the final two weeks of the yearFlexible Vacation & Parental Leave: Non-accrual flexible time off, plus paid parental leave for both mothers and fathers$500 Annual Professional Development Stipend: Newly formalized funding for courses, books, or coachingOnboarding Buddy Program: New hires paired with a peer for their first 30 days to support cultural integrationTo learn more about The Recycling Partnership: Careers Page (They're hiring!) LinkedIn Page Billie's LinkedIn

In this episode of Culture Uncovered, Jena Dunay sits down with Jason Nadaskay, Chief People Officer at Valor, to explore what it's like to build culture at a fast-growing oil and gas land and accounting firm based in Fort Worth, Texas. Jason shares his unconventional path into HR — from teaching and coaching to marriage and family therapy, to a chance breakfast with a college roommate that led to this role — and how he leaned into certification and community to close the gap on traditional HR experience. The conversation dives into Valor's deliberate three-step, peer-inclusive hiring process built to filter for "low drama" employees, and how the company extends its culture to a fully remote offshore team in the Philippines without forcing its own office culture onto them. The episode also covers Valor's paid, rotational internship program, an honest account of an AI rollout that moved faster than the team could absorb, and practical advice on standing out in a hiring process — including literally showing up in person. What You'll Learn How mineral rights ownership works in the US and why it created an entire accounting nicheWhat a "landman" actually does day to day, versus the TV portrayalHow Valor's three-step, peer-involved hiring process protects against workplace dramaHow the company built genuine culture and flexibility for its remote team in the PhilippinesAn honest account of what went wrong when Valor moved too fast rolling out AI agentsWhy showing up in person or sending a thoughtful, persistent message can still set a candidate apartCompany Highlights Industry: Oil and gas land and accounting services (mineral rights management)Customer Base: Private mineral rights owners, concentrated heavily in Texas and the Permian BasinCompany Stage: 8-year-old company, ~45 employees (35 in the US, 10 in the Philippines), a three-time Inc. 5000 fastest-growing companyCulture: Low-drama, innovation-driven, and intentionally autonomousFocus Areas: Hiring quality and fit, offshore team integration, internship development, and responsible AI adoptionUnique Perks & Programs Paid Rotational Internship Program: Interns meet weekly with a different executive and complete a small-group book study alongside real project workPeer-Involved Hiring Process: Candidates must get buy-in from future teammates, not just leadership, before receiving an offerThoughtful Offshore Scheduling: Filipino team members share a defined overlap window with US hours, then control the rest of their schedule themselvesIn-Person Offshore Team Gatherings: Leadership traveled to Manila for a two-day conference to build genuine connection with remote employeesQuarterly Town Halls & Outings: Regular "state of the union" updates paired with team outingsHigh Autonomy Culture: A deliberately flat structure with minimal micromanagement, paired with open conversations when workload becomes unsustainableTo learn more about Valor: Careers Page (They're hiring!) LinkedIn Page Jason's LinkedIn Book Recommendations: Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect The Science of Scaling: Grow Your Business Bigger and Faster Than You Think Possible

In this episode of Culture Uncovered, Jena Dunay sits down with Jane Viventi, Head of People and Operations at Brand Builders Group, to explore what it's like to build culture at a Nashville-based personal branding firm founded on the belief that everyone is uniquely positioned to serve the person they once were. Jane shares the origin story of Brand Builders Group — born out of a career setback for co-founders AJ and Rory Vaden, and accelerated by a single, trust-driven podcast mention from a friend. The conversation dives into what it means to build a genuinely "chosen family" culture without falling into the pitfalls that phrase can carry, how the company approaches recognition through a taco-based system and personal bucket-list rewards, and why growth at BBG is framed as a "jungle gym" rather than a ladder. The episode also covers the company's remote-first structure balanced with intentional in-person gatherings, its new Growth Fund for employee learning, and an honest look at the internal communication challenges that come with rapid, ambitious growth. What You'll Learn How Brand Builders Group was founded after a career setback and a single trusted podcast recommendationWhat it means to be "most uniquely positioned to serve the person you once were"How BBG builds a "chosen family" culture while still respecting people who just want to clock in and outHow the HeyTaco recognition platform and new "Pins of Impact" program work in practiceWhy BBG frames career growth as a "jungle gym" instead of a traditional ladderWhat internal communication challenges look like at a fast-growing, mission-driven companyCompany Highlights Industry: Personal brand strategy and coachingCustomer Base: Authors, speakers, coaches, and entrepreneurs looking to clarify and monetize their personal brandCompany Stage: 8-year-old company (founded 2018), ~40 full-time employees, remote-first with a Nashville home baseCulture: Purpose-driven, human-first, and intentionally described as a "chosen family"Focus Areas: Personal brand development, client community, service, and intentional (not rapid) company growthUnique Perks & Programs HeyTaco Recognition System: Daily peer-to-peer recognition redeemable for real value through an internal "taco shop"Pins of Impact: A new program where earned pins unlock company-funded contributions toward an employee's personal bucket listCompany-Wide Milestone Trips: Full-company (plus spouses and kids) trips awarded at every $5 million revenue milestone$500 Annual Growth Fund: Flexible individual learning stipend replacing a one-size-fits-all course subscriptionQuarterly Book Club: Company-wide reading to build shared language and accountabilityCharitable Donation Matching: Up to $1,000 matched per employee, alongside quarterly community service eventsTo learn more about Brand Builders: Careers Page (They're hiring!) LinkedIn Page Jane's LinkedIn

In this episode of Culture Uncovered, Jena Dunay sits down with Brady Pyle, CHRO of Space Center Houston, to explore what it's like to build culture at the official visitor center of NASA's Johnson Space Center. Brady shares his 20-plus year journey inside NASA — from a graduate co-op assignment to leading HR across all ten NASA field centers — and what brought him to Space Center Houston after choosing early retirement from NASA. The conversation offers a rare behind-the-scenes look at how NASA's field centers are structured, how Space Center Houston fits into that ecosystem as a nonprofit educational foundation, and what day-to-day roles actually look like at a space-focused museum and learning center. The episode also covers Brady's own book, Building Culture, the NASA Way, his approach to running upward feedback for leaders separate from performance review cycles, and Space Center Houston's deliberate push toward internal promotion from its large part-time and seasonal workforce. What You'll Learn How NASA's ten field centers are structured and what makes each one uniqueHow Space Center Houston operates as a nonprofit connected to, but distinct from, Johnson Space CenterWhat roles actually exist at a space-focused museum, beyond the expected engineers and scientistsWhy Space Center Houston runs upward leadership feedback separately from performance evaluationsHow the organization built a talent strategy prioritizing internal promotion from its part-time staffWhat values and traits define success in Space Center Houston's cultureCompany Highlights Industry: Nonprofit education and visitor experience (official NASA Johnson Space Center visitor complex)Customer Base: ~1.2 million annual guests, roughly split between local, national, and international visitorsCompany Stage: Founded in 1992, ~200 full-time staff plus ~300 part-time and seasonal employeesCulture: Values-driven around being space enthusiasts, champions of curiosity, and people-drivenFocus Areas: STEM education, guest experience, internal talent development, and culture measurementUnique Perks & Programs Breakfast with an Astronaut: A weekly guest event offering direct, in-person conversations with astronautsAstronaut Crew Debriefings: Internal access to mission debriefs after astronauts return from spaceEnhanced 403(b) Match: A 3% automatic employer contribution plus an additional 2% match for employee contributionsBundled, Expanded PTO: Combined vacation and sick leave restructured to include dedicated mental health and wellness days, based on employee feedbackInternal Promotion Strategy: A formal goal of filling half of new full-time roles from the internal part-time/seasonal talent poolMidpoint Upward Feedback Cycles: Structured leadership feedback collected separately from formal performance reviews to encourage more honest inputTo learn more about Space Center Houston: Careers Page (They're hiring!) LinkedIn Page Brady's LinkedIn Brady's Book: Building Culture the NASA Way: Mission-Critical Principles For Creating Any Organization's Culture