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Culture Uncovered

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Ever wonder how the best companies in the world actually build their culture? Maybe you’re a People leader looking for ideas that work in practice, not just on paper. Or maybe you’re weighing your next career move and want to know what it’s really like inside. 

Well, you've come to the right place.

Each week we meet with talent leaders at companies you’ve heard of - and many organizations you haven’t. Giving you a behind-the-scenes look at the culture that fuels the best companies in the world.

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  • 20 episodes
  • a few times a week
  • Avg 33 min
  • English

Episodes 20

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  • S1 · E86
    Yesterday · 23 min

    A National Parks Pass, Because Obviously | Working at Hike2

    In this episode of Culture Uncovered, Jena Dunay sits down with Rebecca Kerr, former Director of People & Talent at Hike2, to explore what it's like to build culture at a fast-growing technology consulting firm named after its founders' love of the outdoors. Rebecca shares how she was personally recruited by co-founder Amanda Wodzenski through a direct LinkedIn message when the company was just 20 people — an early signal of how intentional Hike2's leadership was about building people infrastructure well before most companies would think to. The conversation dives into what pulled her away from a stable role at a large global company into an unfamiliar industry, and how Hike2 built a curious, collaborative culture suited to consultants navigating client environments that aren't always their own. The episode also covers Hike2's standout National Parks pass perk, its "Trail Talks" lunch-and-learn program, and candid reflections on the communication growing pains that come with scaling quickly — plus why teachers, surprisingly, tend to make excellent consultants. What You'll Learn How Hike2's founders prioritized building people infrastructure at just 20 employees, earlier than most companies do Why running toward a new challenge, not just away from a stable job, made the move to Hike2 the right call How Hike2 supports consultants who move between client cultures and their own internal one Why the company screens for comfort with ambiguity and real-time problem-solving over rehearsed interview answers What makes teachers surprisingly well-suited for consulting careers How Hike2 has had to relearn and improve internal communication as the company scales quickly Company Highlights Industry: Technology and AI consulting Customer Base: Enterprise clients across multiple industries, served both remotely and on-site depending on client preference Company Stage: ~80 employees, grown from a 20-person team over four and a half years, remote-first Culture: High-performing, collaborative, and built around curiosity and comfort with ambiguity Focus Areas: AI and data capability building, leadership development, and scaling communication practices Unique Perks & Programs National Parks Pass: A company-provided perk reflecting the team's outdoorsy culture and the company's own name Flexible PTO: Remote-first flexibility intended to help consultants recharge between demanding client engagements Accessible Leadership: An open-door culture where any employee can speak directly with leadership, even as the company has scaled to 80 people Trail Talks: Employee-led lunch-and-learns covering everything from technical skills to personal passions Exposure to Cutting-Edge Client Work: Broad, resume-building experience across industries and emerging AI technology Growing Leadership Development Investment: Increased focus on training and supporting people managers as the team has grown To learn more about Hike2: Careers Page LinkedIn Page Rebecca's LinkedIn

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  • S1 · E85
    Tuesday · 37 min

    Creating a Culture Where Working Parents Thrive | Working at Formation Bio

    In this episode of Culture Uncovered, Jena Dunay sits down with Dale Klasko, SVP of People at Formation Bio, to explore what it's like to build culture at an AI-native pharma company reimagining the drug development life cycle from clinical trials through FDA approval. Dale shares how she joined the company (then called Trial Spark) in March 2020 as part of its first fully remote cohort, and the early, tangible moment that cemented her belief in the mission: running a COVID-19 clinical trial within her first few months. The conversation dives into how she found the role through an often-overlooked strategy — building relationships with VC talent partners to get warm introductions into companies aligned with her interests — and how Formation Bio's four core values, including the standout "be a scientist," have stayed consistent through years of significant company growth and change. The episode also covers Formation Bio's deliberate, hands-on approach to AI upskilling — including a company-wide "Citizen Builder Boot Camp" where employees shipped real internal tools in under three days — alongside its strong working-parent benefits and a candid reflection on the challenge of keeping expectations clear as AI capabilities evolve so quickly. What You'll Learn How Formation Bio's mission to speed up drug development led it to acquire and own its own clinical-stage drug assets How to use VC talent partner networks as a job-search strategy to get warm introductions to startups What Formation Bio's four core values are, including the distinctive "be a scientist" approach to problem-solving How the company's Citizen Builder Boot Camp got non-technical employees building real AI-powered tools in days, not months What real examples of employee-built AI tools look like, from a custom skills-training app to an interactive onboarding assistant Why being explicit about fast-changing AI expectations is critical as the technology accelerates Company Highlights Industry: AI-native pharmaceutical and drug development Customer Base: Patients awaiting new treatments, served through an end-to-end, AI-powered drug development pipeline Company Stage: 10-year-old company (formerly Trial Spark), Series D-funded (led by a16z in 2024), ~150 employees, headquartered in NYC with a new Boston office opening Culture: Mission-driven, first-principles thinking, and intentionally lean in structure Focus Areas: AI upskilling and tooling, R&D team-building under new leadership, and working-parent support Unique Perks & Programs Generous Parental Leave: 18–20 weeks for birthing parents and 12 weeks for non-birthing parents, with strong cultural support for actually taking full leave Parents Employee Resource Group: A community built by employees (including Dale) offering events, a take-your-kid-to-work day, and ongoing connection for working parents Unlimited PTO: Flexible time off, particularly valued by parents managing unpredictable schedules Citizen Builder Boot Camp: A 2.5-day, company-wide AI building intensive where every participant shipped a working tool tied to their job Ask Enterprise AI Slack Channel: An always-on peer support channel where non-technical employees get real-time help solving technical AI problems Enterprise AI Tool Access: Company-wide subscriptions to tools like ChatGPT and Claude, paired with structured training and engineer "buddy" support To learn more about Formation Bio: Careers Page LinkedIn Page Dale's LinkedIn

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  • S1 · E84
    October 29 · 44 min

    More PTO May Be the Key to Better Productivity | Working at Coverdash

    In this episode of Culture Uncovered, Jena Dunay sits down with Matthew Brunwasser, Head of People Ops at Coverdash, to explore what it's like to build culture at a fast-growing, tech-forward commercial insurance company serving small businesses and contractors. Matthew shares his unconventional path into people ops — from 13+ years running restaurants and poke bars in New York City, to agency recruiting post-COVID, to head-of-people roles at Bbot (acquired by DoorDash) and Sauce — and how a direct LinkedIn message from Coverdash's CEO led him to an industry he wasn't initially passionate about, but a team he immediately connected with. The conversation dives into how Coverdash maintains an "evolving collaboration" culture across a truly distributed workforce spanning the US, Serbia, and soon Latin America, including a core overlap window for real-time communication and heavy use of Loom videos to bridge time zones asynchronously. The episode also covers Coverdash's benefits philosophy — built directly from employee engagement survey requests rather than guesswork — its responsible PTO policy that rewards results over face time, and an honest reflection on the challenge of building genuine personal connection across a workforce that tripled in just over a year. What You'll Learn How Coverdash uses technology to modernize commercial insurance for small businesses and contractors How a distributed team across the US, Serbia, and soon Latin America stays collaborative despite major time zone gaps Why Coverdash relies heavily on Loom videos instead of long Slack threads or waiting for same-time availability How the company's "responsible PTO" policy ties flexibility to performance rather than time logged Why Coverdash builds new benefits directly from engagement survey requests instead of guessing what employees want An honest look at the challenge of fostering real personal connection across a workforce that tripled in just over a year Company Highlights Industry: Tech-driven commercial insurance (insurtech) for small businesses, contractors, and consultants Customer Base: Small businesses and independent contractors historically underserved by traditional insurance carriers Company Stage: 4-year-old, Series A-funded company; ~95 employees (doubled in under a year), nearing profitability Culture: Evolving, collaborative, and intentionally built around flexibility and trust over rigid structure Focus Areas: Sales and operations growth, internal tech upskilling, leadership development, and cross-timezone connection Unique Perks & Programs Responsible/Flexible PTO: Performance-based time off with no cap, exemplified by a top performer who took six weeks off in a year Survey-Driven Benefits Rollout: New benefits (like a recently added 401(k) and match) launched directly in response to employee survey requests Manager Book Club: A quarterly leadership development program (recent reads include Radical Candor and Who) paired with accountability check-ins Internal Tech Demo Days: Regular sessions teaching non-technical employees to build and use internal tools without relying on engineering Strong Internal Promotion Track: Nearly all current leaders, including the lead software engineer and sales/ops team leads, were promoted from within Expensed Team Bonding Trips: Spontaneous, leader-initiated outings (like a golf trip for the Rochester team) without requiring prior budget approval To learn more about Coverdash: Careers Page (they're hiring!) LinkedIn Page Matthew's LinkedIn Small Businesses looking to confirm they have the best rates and policies possible

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  • S1 · E83
    October 27 · 33 min

    The VP of HR's Hot Take on Working Remotely | Working at Vivrelle

    In this episode of Culture Uncovered, Jena Dunay sits down with Kaitlyn Borea, VP of HR and Talent at Vivrelle, to explore what it's like to build culture at a members-only luxury handbag and jewelry rental club founded by a husband-and-wife team. Kaitlyn shares how a confidential executive search led her to Vivrelle, and what sealed the decision: leadership's genuine understanding of parenthood and work-life boundaries. The conversation dives into the unique challenge of leading HR for two very different employee populations under one roof — a traditional 9:30-to-6 logistics and operations team that hand-packs every luxury item, and a more flexible, Slack-driven corporate team — and how that shaped Vivrelle's deliberate return to an in-office culture. The episode also covers Vivrelle's standout "bucket of remote days" perk, which gives corporate employees full autonomy over when to use flexible work time, along with candid advice for job seekers on identifying their non-negotiables by season of life, and why Kaitlyn believes small, scrappy startups offer unmatched growth exposure early in a career. What You'll Learn How Vivrelle's founders got the idea for a luxury handbag rental service during their own wedding planning Why Vivrelle intentionally returned to a five-day, in-office culture rather than staying remote How the company's "bucket of remote days" gives corporate employees full autonomy over flexible work time Why leading HR for two distinct employee populations (logistics/ops vs. corporate) requires different approaches to benefits and culture How to evaluate a job opportunity by identifying your non-negotiables for your current "season of life" Why Kaitlyn believes small startups offer faster, higher-exposure growth than larger established companies Company Highlights Industry: Luxury fashion rental / membership subscription service (handbags and jewelry) Customer Base: Members ranging from space-conscious city dwellers to frequent event-goers seeking variety without ownership Company Stage: Founded in September 2018, Series C-funded, ~70 employees, in-office five days a week in Manhattan Culture: High-trust, high-autonomy, casual, and intentionally low-stress despite operating in the luxury space Focus Areas: Logistics and operations excellence, growth marketing (newly built out), and sustainable (not aggressive) hiring Unique Perks & Programs Bucket of Remote Days: 30 flexible remote days per year for corporate employees to use however and whenever suits their life Employee Membership Discount: Significant discount on Vivrelle's own luxury handbag and jewelry membership Extra PTO for In-Office Roles: Additional paid time off specifically for employees whose roles require daily in-office presence Opt-In Lifestyle Perks: Peloton, Citi Bike, and Kind Body memberships available based on individual interest Paid Birthday Off: A company-wide day off for every employee's birthday Access to Brand Events: Employee participation in pop-ups and partnership events (e.g., a Hamptons pop-up and a Kith collaboration celebration) To learn more about Vivrelle: Careers Page (they're hiring!) LinkedIn Page Kaitlyn's LinkedIn

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  • S1 · E82
    October 22 · 31 min

    Culture Inspired By Core Values | Careers at McGuire Sponsel

    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 businesses How Kiley's five years as an external sales coach led to her becoming Chief People Officer Why the Leadership Academy expanded from one year to two, shifting from training to coaching-based application How the GREAT core values (growth mindset, relationships, excellence, awareness, tenacity) are built into hiring and performance reviews Why McGuire Sponsel intentionally hires new grads without tax experience and trains them from scratch How employee-driven AI automation projects are reshaping efficiency across the firm Company 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 states Company Stage: Founded in 2007, ~125 employees, headquartered in Indianapolis with offices in Detroit, Atlanta, Dallas, and Phoenix Culture: Relationship-driven, growth-oriented, and primarily in-office to support internal connection Focus Areas: Leadership development, structured onboarding/training for new grads, operational efficiency, and AI-driven process improvement Unique Perks & Programs Summer Fridays: A post-tax-season flexibility perk allowing remote, as-needed availability on Fridays through the summer Two-Track Leadership Academy: A two-year, nomination-based program split into Emerging Leaders and Advanced Leader tracks Fully Paid Core Benefits: Health, dental, vision, life insurance, and short/long-term disability fully covered by the firm Generous PTO Scaling: Four weeks of PTO for all employees, increasing to five weeks after five years of tenure Pet Wellness Coverage: Supplemental insurance offerings beyond standard health benefits Annual Mentorship Program: A refreshed, year-round mentorship initiative for new hires To learn more about McGuire Sponsel: Careers Page (they're hiring!) LinkedIn Page Kiley's LinkedIn

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  • S1 · E81
    October 20 · 34 min

    Benefits are Localized to Employee's Global Location | Jobs at Pebl

    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+ countries Why Kim treats interviewing like matchmaking, looking for authenticity and real two-way connection How Pebl's "fail fast" culture shapes how the team approaches new ideas, especially around AI How global hiring naturally builds more thoughtful, human-centered benefits and policies How Pebl's AI hackathons have led to real cross-functional career moves within the company Why job seekers shouldn't disqualify themselves from applying to a role that's a close fit Company Highlights Industry: Global employer of record (EOR) and HR technology Customer Base: Companies hiring international talent without in-house expertise in global labor law and compliance Company Stage: Founded in 2012 as Velocity Global, recently rebranded to Pebl; 500+ employees, remote-first with hubs in Palo Alto and Toronto Culture: Ambitious, transparent, collaborative, and comfortable with rapid pivots Focus Areas: Global hiring complexity, AI-driven product evolution, internal mobility, and authentic candidate experience Unique Perks & Programs AI Hackathons: Company-wide events where employees build and showcase tools, often sparking new cross-functional career paths Global 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 contributions Flexible, Remote-First Structure: Primarily remote work with hybrid hub options and in-person leadership and team gatherings Localized Benefits by Country: Benefits and support tailored to each employee's local labor laws, culture, and life circumstances Strong 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

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  • S1 · E80
    October 15 · 35 min

    Three Pillars of Building a Sales Team with Doug Freeman from Crunchr

    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 truth What Crunchr's three company behaviors — think big, ship small, win together — mean in practice How Doug's three-pillar framework (discipline, distinctiveness, desire) shapes his approach to building a sales team Why Doug believes salespeople should be coached within their own personality, not molded into a single mold How to use "proof points" and concrete stories to stand out in an interview Practical advice for keeping a professional network alive over years, not just when you need something Company Highlights Industry: People analytics / HR technology Customer Base: HR and business leaders at organizations ranging from 1,000 to 75,000+ employees, including multinational companies managing data across dozens of countries Company Stage: Founded in 2014 in Amsterdam, ~60 employees, with a second office in Boston Culture: Curious, accountable, and collaborative across a hybrid, multinational team Focus Areas: People analytics maturity, data trust and security, turnover diagnostics, and HR's growing strategic role Key Practices & Frameworks Think Big, Ship Small, Win Together: Crunchr's company-wide behavioral framework for balancing ambition with iterative execution Discipline, 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 team Proof-Point Interviewing: Coaching candidates to bring concrete stories and results rather than vague claims of skill Build vs. Buy Guidance: Perspective on why maintaining sensitive people-data infrastructure internally is often harder than the initial build Long-Term Network Maintenance: A practice of making regular low-stakes introductions and personal check-ins to keep professional relationships genuinely alive over time To learn more about Crunchr: Careers Page (they're hiring!) LinkedIn Page Doug's LinkedIn

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  • S1 · E79
    October 13 · 34 min

    Vacation Stays Are A Core Part of the Job | Working at AvantStay

    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 rentals Why the company deliberately avoids different leveling criteria for offshore versus onshore employees How AvantStay builds genuine connection with a globally distributed team through regular in-person gatherings Why the company cut formal culture programs in favor of real manager relationships and shared work How AvantStay's new "Market Enablement Team" was created to solve lagging regional issues with fresh eyes Why Reuben openly says AvantStay isn't the right fit for everyone, and how that's addressed from the first interview Company 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 hotels Company Stage: 8-year-old company, ~400-450 employees (down from a peak of 800), fully remote with ~200 field-based roles Culture: Performance-driven, transparent, fast-moving, and intentionally not for everyone Focus Areas: AI upskilling, global talent equity, acquisition integration, and operational agility Unique Perks & Programs Vacation-Style Stay Credits: Employees can stay at AvantStay properties in other markets to build firsthand understanding of the business No Offshore/Onshore Ceiling: Equal advancement opportunity regardless of location, including senior leadership roles held by fully remote team members Flexible, Outcome-Based Schedules: Employees can structure their work around their life and location as long as outcomes are met Quarterly In-Person Gatherings: Regular team meetups plus natural gatherings around market and hotel launches High-Trust, Low-Micromanagement Culture: Trust is earned but extended broadly once established, including around scheduling and location Mandatory AI Upskilling: A company-wide expectation that employees actively learn and apply AI tools to remain competitive To learn more about AvantStay: Careers Page (they're hiring!) LinkedIn Page Reuben's LinkedIn

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  • S1 · E78
    October 8 · 36 min

    A Closet Full of New Gym Fits on Day One | Working at MUNICIPAL

    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 partners What "builder mentality" and being a "mini founder" actually looks like day to day How Municipal approaches employee benefits by digging into underused existing offerings, not just adding new ones What generous product stipends and employee discounts look like for new hires and their families How Municipal structures quarterly workshops around financial planning, career discovery, and leadership Why the company is currently re-evaluating its non-traditional org chart as it scales past early-stage chaos Company 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 category Company 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 Hollywood Culture: Builder-minded, mission-connected, growth-oriented, and intentionally non-traditional in structure Focus Areas: Brand storytelling, community events, employee wellness, and scaling from startup to a more structured organization Unique Perks & Programs Generous Onboarding Product Stipend: New hires are kitted out in the brand from day one, with ongoing perks extended to family members Employee & Friends-and-Family Discounts: Substantial ongoing discounts plus seasonal stipends for retail team members Free Professional Coaching: One-on-one coaching access for all employees, led by Jessica, a certified coach herself Quarterly Growth Workshops: Rotating topics like financial planning, career discovery, and leadership communication Municipal Gyms Partnership: A new luxury gym concept launching with EOS, opening first in Las Vegas Community Events Program: Frequent in-office and community gatherings, including a weekly entrepreneur meetup To learn more about Municipal Apparel: Careers Page LinkedIn Page Jessica's LinkedIn

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  • S1 · E77
    October 6 · 31 min

    Every Holiday Is A Floating One | Careers at Crimson Phoenix

    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 acquisitions How Chris leveraged 20 years of Marine Corps leadership experience to build a career in HR without a traditional HR background Why manager-level leadership is central to maintaining culture when 90% of employees work directly on client sites How Crimson Phoenix replaced traditional performance reviews with customizable quarterly check-ins How the company balances a strong national security mission with flexibility for employees who want different levels of engagement and career growth Why networking, adaptability, and transferable skills can be especially valuable for veterans and nontraditional job seekers Company Highlights Industry: Government contracting and tech-enabled solutions Customer Base: U.S. government, primarily the intelligence community and Special Operations Command Company Stage: 500+ employees across approximately 30 states; private-equity backed by Godspeed Capital and actively growing through acquisitions Workforce: Approximately 90% of employees work directly on government client sites, with many holding Top Secret or higher clearances Culture: 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 development Unique Perks & Programs Quarterly Check-Ins: A replacement for traditional annual performance reviews, designed to create more frequent, flexible, and authentic conversations between employees and managers Flexible 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 dates Client-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 employees Leadership Development Program: An annual program designed to prepare employees for future leadership and program management roles, with nearly 50 graduates across its first iterations Mentorship Program: Matches employees based on shared specialties or desired experience to encourage development and exposure across the organization Optional Growth & Innovation Programs: Employees can opt into innovation sessions, giving-back initiatives, and other development opportunities based on their individual interests and career goals To learn more about Crimson Phoenix: Careers Page (They're hiring!) LinkedIn Page Chris's LinkedIn

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  • S1 · E76
    October 1 · 35 min

    Employees Are Driving Culture Here | Working at RWA Wealth Partners

    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 1994 What practical steps a people leader can take to build one shared culture after a merger How the "Fuse" program helps new hires build cross-functional relationships in their first year How RWA restructured its People Culture Council to be employee-led rather than leadership-led What the "Collaboration Carousel" program does to rebuild connection in a hybrid work environment Rick's unconventional interview question for assessing authentic personality fit Company Highlights Industry: Independent wealth management (registered investment advisor) Customer Base: High-net-worth individuals and families seeking generational wealth planning, trusts, estates, and investment strategy Company Stage: Formed via 2023 merger, ~190 employees across 14–16 states, managing ~$21.5 billion in assets, headquartered in Boston Culture: Integration-focused, authentic, and built around shared language and cross-team connection Focus Areas: Post-merger culture integration, leadership development, client-centered advising, and selective organic and M&A growth Unique Perks & Programs Fuse Program: A rotating, six-week cohort experience connecting new hires across departments during their first year Collaboration Carousel: A six-week, voluntary program randomly pairing employees for one-on-one connection conversations People Culture Council: An application-based, employee-led committee driving wellness, education, and charitable initiatives company-wide Internal Expert-Led Learning Sessions: Firm-wide educational talks led by in-house specialists (e.g., tax, 401(k) topics) drawing 80–90 attendees New Mentorship Program: Intentional pairing of senior and junior employees launched this year Flexible Department-Led Meetings: A shift from two company-wide annual meetings to department-specific gatherings, each required to include a training component To learn more about RWA: Careers Page (They're hiring!) LinkedIn Page Rick's LinkedIn

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  • S1 · E75
    September 29 · 34 min

    Collaboration Isn't Just a Buzzword, It's the Culture | Working at DataSpring

    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 processing Why DataSpring transitioned from a 25-year-old nonprofit into a shareholder-owned company How a Chief People Officer role evolved into a broader COO role encompassing facilities, marketing, and project management What makes DataSpring's annual company-wide retreat function as a genuine engagement strategy, not just a perk How the company built a three-pillar professional development approach, including SBI feedback training for all people leaders Why candidates should focus on demonstrating impact and thinking, not just reciting past experience Company Highlights Industry: Healthcare data and technology (provider/member data management) Customer Base: Health plans and healthcare providers relying on accurate credentialing, directory, and roster data Company Stage: Rooted in a 25-year-old organization (CAQH), now transforming into DataSpring; ~150 employees, fully remote with hubs in Washington, DC and Louisville, KY Culture: Mission-driven, highly collaborative, and increasingly ambitious as it scales Focus Areas: Data quality and product innovation, cross-functional collaboration, and intentional in-person connection Unique Perks & Programs Generous 401(k) Match: A 3% safe harbor contribution plus up to a 6% match — up to 9% total, fully vested immediately Annual 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 emcee Tuition Reimbursement: Up to $5,000 toward degree or certification programs after six months of tenure Flexible Development Allowance: A cash stipend employees can use toward professional development of their choosing, with People and Culture support in identifying the right fit Company-Wide DISC and SBI Training: Shared assessments and feedback frameworks rolled out to improve communication and performance management Two Physical Hub Offices: Intentional spaces in DC and Louisville supporting in-person collaboration within a remote-first model To 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

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  • S1 · E74
    September 24 · 31 min

    Love to Snow Ski? This May Be the Place for You | Careers at Canopy Mortgage

    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 business The difference between leading with "stewardship" versus "ownership," and how it shows up day to day What Canopy's core values — "be kind," "do more with less," and "act like an owner" — actually mean in practice How the company scored a 4.8/5 on manager support during personal emergencies in its engagement survey Why most of Canopy's leadership has grown up internally through the organization What kind of person can break into the mortgage industry through Canopy, even without prior experience Company Highlights Industry: Mortgage lending and loan origination technology Customer Base: Homebuyers and homeowners refinancing, served through direct-to-consumer and branch-based loan officer models Company Stage: ~775 employees, headquartered in Lindon, Utah, with cyclical growth tied to the mortgage market Culture: Stewardship-driven, autonomy-focused, and built around trusting employees as adults Focus Areas: Loan officer autonomy, proprietary technology (Nano), internal mobility, and formalizing leadership development Unique Perks & Programs Corporate Ski Passes: Subsidized access to a nearby ski resort, with flexibility to work around powder days High Trust Around Personal Time: Strong engagement survey scores reflecting genuine manager support during personal emergencies Loan Officer Business Autonomy: Branch managers run their own P&L and business model with minimal corporate oversight Nano Software Efficiency: Proprietary loan origination technology enabling leaner corporate operations without sacrificing service Strong Internal Mobility Track: A pattern of employees advancing from entry-level specialist roles up through management AI-Driven Efficiency Projects: Active efforts to apply AI tools across operational functions, tied directly to the "do more with less" value To learn more about Canopy Mortgage: Careers Page (They're hiring!) LinkedIn Page Canopy Instagram John's LinkedIn

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  • S1 · E73
    September 22 · 27 min

    Creating Real Connection Across a Dispersed Team | Working at Zest AI

    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 decisions Why keeping your professional network active can lead directly to future job opportunities How Zest AI builds connection across a distributed team, from birthday celebration clubs to regional employee meetups What Zest AI's onboarding "Zest friend" program looks like for new hires How employee-driven hackathons have led to real, shipped product features What kind of person thrives in Zest AI's fast-paced, high-autonomy environment Company Highlights Industry: AI-powered lending technology for financial institutions Customer Base: Banks, credit unions, and other lenders looking to modernize underwriting and fraud detection Company Stage: Founded in 2009, ~175 employees, hybrid with a Burbank, CA headquarters and ~40% of staff local to LA Culture: People-first, mission-driven, collaborative, and fast-paced Focus Areas: Financial inclusion, employee wellbeing, professional development, and continued growth in engineering and client-facing roles Unique 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 choice Company 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 acclimate Cell Phone & Home Internet Stipends: Ongoing support for remote and hybrid work setups Regional Employee Meetups: In-person gatherings for geographically clustered remote employees, paired with recurring virtual connection events To learn more about ZestAI Careers Page (They're hiring!) LinkedIn Page Patti's LinkedIn

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  • S1 · E72
    September 17 · 39 min

    Building Their Own Unique "Willy Wonka" Tech In-House | Careers at Enveda

    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 plants Why Robert treats his resume as a story, not a historical list of duties How Enveda's "if you make something a big deal, it becomes a big deal" principle shapes their in-office/remote policy What 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 retention How Enveda's mandatory, 20-week people leader training program is structured and enforced Company Highlights Industry: Tech bio / AI-native drug discovery (biotechnology) Customer Base: Patients and the broader pharmaceutical ecosystem, via novel drugs discovered from plant-based molecules Company Stage: Founded in 2019, ~360 employees globally, split between a Boulder, CO headquarters/lab and a Hyderabad, India lab Culture: Principle-based, curiosity-driven, and tolerant of failure as part of the process Focus Areas: Drug discovery innovation, people leader development, and culture built on lived (not posted) values Unique Perks & Programs Mandatory People Leader Curriculum: A 20-week, biweekly internal leadership training program with ~90% attendance over four years Company Anniversary Ice Cream Tradition: A yearly celebration where global and remote employees alike get ice cream to mark the company's founding In-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 care Culture-Based Interviewing: Structured "work sample" and culture-fit interviews built on decades of social science hiring research High Psychological Safety Around Failure: A culture that treats mistakes as learning moments rather than something to hide or punish To learn more about Enveda Careers Page (They're hiring!) LinkedIn Page Robert's LinkedIn

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  • S1 · E71
    September 15 · 33 min

    You Automatically Get Every Other Friday Off | Working at The Recycling Partnership

    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 research How to think about pivoting industries without fear, even without direct experience How a "core values interview" works and why the organization recently narrowed nine values to five Why the company closes every other Friday, and how to pilot a similar policy at your own organization What the five-year "refresh" sabbatical and mandatory paid weeks off actually look like in practice Why doing change "with" people, not "to" them, is critical for genuine organizational buy-in Company Highlights Industry: Environmental nonprofit (recycling infrastructure, legislation, and research) Customer Base: States, municipalities, and communities working to improve recycling access and policy Company Stage: Founded in 2014, ~80 employees across 28 states, fully remote Culture: Mission-driven, values-based, high-retention, and intentional about employee wellness Focus Areas: Recycling legislation and infrastructure, employee wellbeing, and organizational change management Unique Perks & Programs Every-Other-Friday Off: A recurring day-off policy in place since COVID, adjusted around holidays Five-Year "Refresh" Sabbatical: Six full weeks of paid leave awarded after five years of tenure Four Mandatory Paid Weeks Off Annually: Company-wide closures around July 4th, Thanksgiving, and the final two weeks of the year Flexible 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 coaching Onboarding Buddy Program: New hires paired with a peer for their first 30 days to support cultural integration To learn more about The Recycling Partnership: Careers Page (They're hiring!) LinkedIn Page Billie's LinkedIn

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  • S1 · E70
    September 10 · 37 min

    You Get A Say in the Hiring Process | Working at Valor

    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 niche What a "landman" actually does day to day, versus the TV portrayal How Valor's three-step, peer-involved hiring process protects against workplace drama How the company built genuine culture and flexibility for its remote team in the Philippines An honest account of what went wrong when Valor moved too fast rolling out AI agents Why showing up in person or sending a thoughtful, persistent message can still set a candidate apart Company 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 Basin Company Stage: 8-year-old company, ~45 employees (35 in the US, 10 in the Philippines), a three-time Inc. 5000 fastest-growing company Culture: Low-drama, innovation-driven, and intentionally autonomous Focus Areas: Hiring quality and fit, offshore team integration, internship development, and responsible AI adoption Unique Perks & Programs Paid Rotational Internship Program: Interns meet weekly with a different executive and complete a small-group book study alongside real project work Peer-Involved Hiring Process: Candidates must get buy-in from future teammates, not just leadership, before receiving an offer Thoughtful Offshore Scheduling: Filipino team members share a defined overlap window with US hours, then control the rest of their schedule themselves In-Person Offshore Team Gatherings: Leadership traveled to Manila for a two-day conference to build genuine connection with remote employees Quarterly Town Halls & Outings: Regular "state of the union" updates paired with team outings High Autonomy Culture: A deliberately flat structure with minimal micromanagement, paired with open conversations when workload becomes unsustainable To 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

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  • S1 · E69
    September 3 · 35 min

    Your Personal Bucket List Dreams Become Reality Here | Careers at Brand Builders Group

    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 recommendation What 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 out How the HeyTaco recognition platform and new "Pins of Impact" program work in practice Why BBG frames career growth as a "jungle gym" instead of a traditional ladder What internal communication challenges look like at a fast-growing, mission-driven company Company Highlights Industry: Personal brand strategy and coaching Customer Base: Authors, speakers, coaches, and entrepreneurs looking to clarify and monetize their personal brand Company Stage: 8-year-old company (founded 2018), ~40 full-time employees, remote-first with a Nashville home base Culture: Purpose-driven, human-first, and intentionally described as a "chosen family" Focus Areas: Personal brand development, client community, service, and intentional (not rapid) company growth Unique 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 list Company-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 subscription Quarterly Book Club: Company-wide reading to build shared language and accountability Charitable Donation Matching: Up to $1,000 matched per employee, alongside quarterly community service events To learn more about Brand Builders: Careers Page (They're hiring!) LinkedIn Page Jane's LinkedIn

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  • S1 · E68
    September 1 · 31 min

    Weekly Breakfast With An Astronaut | Working at Space Center Houston

    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 unique How Space Center Houston operates as a nonprofit connected to, but distinct from, Johnson Space Center What roles actually exist at a space-focused museum, beyond the expected engineers and scientists Why Space Center Houston runs upward leadership feedback separately from performance evaluations How the organization built a talent strategy prioritizing internal promotion from its part-time staff What values and traits define success in Space Center Houston's culture Company 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 visitors Company Stage: Founded in 1992, ~200 full-time staff plus ~300 part-time and seasonal employees Culture: Values-driven around being space enthusiasts, champions of curiosity, and people-driven Focus Areas: STEM education, guest experience, internal talent development, and culture measurement Unique Perks & Programs Breakfast with an Astronaut: A weekly guest event offering direct, in-person conversations with astronauts Astronaut Crew Debriefings: Internal access to mission debriefs after astronauts return from space Enhanced 403(b) Match: A 3% automatic employer contribution plus an additional 2% match for employee contributions Bundled, Expanded PTO: Combined vacation and sick leave restructured to include dedicated mental health and wellness days, based on employee feedback Internal Promotion Strategy: A formal goal of filling half of new full-time roles from the internal part-time/seasonal talent pool Midpoint Upward Feedback Cycles: Structured leadership feedback collected separately from formal performance reviews to encourage more honest input To 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

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  • S1 · E67
    August 27 · 25 min

    They'll Make Room for the Right Person | Careers at Outset

    In this episode of Culture Uncovered, Jena Dunay sits down with Lauren Bryant, Head of Talent at Outset, to explore what it's like to build culture at a fast-scaling AI-moderated research startup based in San Francisco. Lauren shares how Outset uses AI moderation to compress traditional qualitative research from weeks down to hours, and how she found her own way to the company through a staffing recruiter — a reminder of why staying connected to recruiters, even after they change companies, can pay off down the line. The conversation dives into what it's like joining a company that's more than tripled in size in under a year, what genuine internal mobility looks like in practice, and how Outset thinks about protecting culture while hiring quickly. The episode also covers Outset's approach to "opportunistic hiring" for standout candidates, what kind of person thrives in a high-ambiguity, fast-moving environment, and practical advice for job seekers on how to actually stand out in a flooded applicant pool. What You'll Learn How Outset's AI-moderated research platform compresses traditional focus groups into hours Why staying connected with recruiters — even after they change jobs — can open future opportunities What genuine internal mobility looks like, including real examples of fast promotions How Outset protects its culture while hiring rapidly during a period of major growth What "opportunistic hiring" means and how it works at an early-stage startup What kind of outreach actually helps a candidate stand out in a crowded applicant pool Company Highlights Industry: AI-powered qualitative research technology Customer Base: Brands and companies conducting product and consumer research, from physical goods to digital products Company Stage: Founded in 2022, ~77 employees and growing rapidly (more than tripled in six to seven months) Culture: Transparent, low-ego, collaborative, and comfortable with ambiguity Focus Areas: Rapid scaling, internal mobility, culture preservation, and hands-on hiring Unique Perks & Programs 401(k) with 6% Match: A notably high employer match for a company at this stage Genuine Flexible Time Off: Actively used by employees, not just a policy on paper Hybrid Flexibility: On-site four days a week, with one flexible remote day employees can shift week to week Internal Mobility in Practice: Real examples of employees moving from individual contributor to management roles within months Opportunistic Hiring: A practice of creating roles for exceptional candidates even without an immediate headcount need Founder Visibility on LinkedIn: Active founder presence used intentionally as a culture and recruiting tool To learn more about Outset: Careers Page (They're hiring!) LinkedIn Page Lauren's LinkedIn

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