Culture Architects™

In this episode of Culture Architects, David J. Friedman sits down with Chris Turner, president of Piedmont Service Group, a multi-location HVAC and mechanical services company serving Virginia and the Carolinas. Chris shares his journey from joining Piedmont as a sales engineer in 2003 to eventually stepping into the president’s role more than two decades later

David and Chris explore what it takes to preserve a strong culture as a company grows across locations, makes acquisitions, and transitions from longtime leaders to a new generation. Chris explains how Piedmont moved from having a culture people could feel but struggled to define to intentionally creating the “Piedmont Way,” a set of 31 behaviors designed to create greater consistency across every branch.

They also discuss what happened when Piedmont introduced the Fundamentals to hundreds of field employees, why the investment paid off, and how the culture has influenced accountability, recruiting, retention, and even customer relationships.

Ultimately, Chris reflects on one of the biggest lessons of his leadership journey: the people side of the business matters more than he ever expected. As he puts it, sales may drive the business, but culture drives the sales.

What does it really mean to think and act like an owner?

In this episode of Culture Architects, David J. Friedman sits down with Kerry Siggins, CEO of StoneAge, a 100% employee-owned manufacturing company in Durango, Colorado. Kerry shares how her own leadership journey, including rebuilding her life after addiction, shaped the way she thinks about ownership, trust, accountability, and culture.

David and Kerry explore how StoneAge grew from a 30-person company into an organization of roughly 250 employees while working to preserve and intentionally codify the culture that made it special. Kerry explains how the company’s “Own It Mindset” grew out of a real need to define not only how people perform their jobs, but how they show up as teammates.

They also discuss why trust is the foundation of a healthy culture, how leaders can create environments where people are willing to speak up and take ownership, and why difficult conversations are most productive when the goal is to be accurate, not simply to be right.
Together, David and Kerry offer a candid conversation about ownership, trust, feedback, and what it takes to build a culture where people are empowered to lead.

What if business could be both people-first and performance-driven?
In this episode of Culture Architects, David J. Friedman sits down with Chris Yard, co-owner of Mercury Wire Products, a family-owned custom cable manufacturer based in Spencer, Massachusetts. Chris shares how his early experiences outside the family business helped shape his belief that many organizations unintentionally build systems that drain energy from good people.

David and Chris explore Mercury Wire’s “True North Fundamentals,” the behaviors that guide the company’s daily operations and help create a more intentional, team-based culture. Chris explains how Mercury challenges traditional assumptions about hierarchy, money, decision-making, and what it really means to put people first.

Together, David and Chris discuss how culture can be engineered with purpose, how teams can be designed around people’s strengths, and why Mercury’s larger mission is “saving humanity from business as usual.”

Most guests on Culture Architects come to culture from the top of an organization. Logan Nance came to it first from the inside of one of the most intentional cultures there is: the military.

In this episode, guest host Dustin Campbell sits down with Logan Nance, a member of the CultureWise sales team whose journey with the company began long before he ever worked there. Logan shares how his path from a small town in Kentucky to serving in Afghanistan shaped the way he thinks about leadership, trust, shared standards, and the invisible forces that shape how people show up for one another.

Dustin and Logan explore what military service taught him about team dynamics, how culture forms naturally in every group, and why leaders have to be intentional about the behaviors they allow, reinforce, and reward. Logan also reflects on the unlikely friendship that began when David Friedman sent him care packages through Soldiers’ Angels, and how that relationship eventually led him to CultureWise.

Together, Dustin and Logan offer a thoughtful conversation about service, mentorship, leadership, and what it means to carry forward culture work that is simple, practical, and deeply human.

In a business built around claims, revenue, and operational precision, Chris Powell believes culture still has to start with people.

In this episode of Culture Architects, David J. Friedman speaks with Chris Powell, CEO of Prosperity Behavioral Health, a revenue cycle management company serving behavioral health clinics. Chris shares how his career in healthcare technology and leadership shaped his belief that even in highly numbers-driven environments, culture cannot be treated as an afterthought.

David and Chris discuss the culture behind the numbers: the trust, clarity, follow-through, transparency, and humility that help teams perform at a higher level. Chris also explains why Prosperity is working to see beyond the claim itself and focus on the patient journey, connecting back-office work to the larger purpose of helping behavioral health providers expand care.

Together, David and Chris explore what it means to build culture as a system, one that helps people grow personally, professionally, and financially while creating stronger results for the organization.

What happens when a leader decides to give employees their brains back?

In this episode of Culture Architects, David J. Friedman reconnects with entrepreneur, author, and fellow culture builder Ron Lovett. Ron is the founder of Source Security, the author of *Outrageous Empowerment* and *Scaling Culture*, and the founder of VIDA Living, a community-oriented affordable housing company based in Canada.

David and Ron explore Ron’s unconventional approach to building decentralized organizations with fewer layers, more ownership, and greater trust in frontline decision-making. Ron shares how removing middle management in his security company helped unlock engagement, innovation, and accountability, and how those same ideas now shape VIDA Living’s model of empowering building ambassadors within affordable housing communities.

The conversation covers the difference between low-risk and high-risk decisions, why rules often weaken adult responsibility, and how leaders can create frameworks that help people think rather than simply comply. Ron also shares how VIDA is integrating AI at the grassroots level while continuing to invest deeply in communication, emotional intelligence, and relationship-building.

Together, David and Ron offer a lively, practical conversation about empowerment, decentralization, culture, leadership, and what it really takes to build organizations where people are trusted to act like adults.

What happens when talented people and great ideas are trapped inside a culture that does not allow them to thrive?

In this episode of Culture Architects, David J. Friedman speaks with Gustavo Razzetti, CEO of Fearless Culture and author of Forward Talk: The Bold New Method for Getting Teams Unstuck. Gustavo shares how his career in advertising, innovation, and organizational leadership led him to recognize that many companies do not suffer from a lack of talent or ideas. They lack the cultural conditions needed to put those strengths to work.

David and Gustavo explore how leaders can intentionally shape culture without ignoring the unwritten norms already influencing their organizations. Gustavo explains his Culture Design Canvas, a framework built around alignment, belonging, and collaboration, and discusses why culture must be understood as a living system rather than a set of aspirational values.

The conversation also examines what Gustavo calls “conversation debt,” the accumulating cost of problems, tensions, and disagreements that teams avoid addressing. He shares why even psychologically safe workplaces can struggle with silence, how leaders can approach difficult conversations with greater curiosity and vulnerability, and why speaking honestly only matters when people feel heard.

Together, David and Gustavo offer a practical and candid look at the conversations, behaviors, and systems that help teams move forward.

In this episode of Culture Architects, David interviews Tyler Casertano, the head of Haverford School, about cultivating culture and values in education. Tyler shares his journey from teaching in Guatemala to leading a top boys' school, focusing on operationalizing 24 core virtues. They discuss the challenges of day schools, the importance of family partnerships, and fostering diversity. Tyler emphasizes the role of virtues like courage and respect in shaping character and the significance of relationships in education. This conversation highlights the universal importance of values-driven leadership in both educational and corporate settings.

In this episode, David sits down with Lloyd Ficket from the "The Collaborative Way", a framework for enhancing workplace relationships. In this conversation, Lloyd shares insights on how changing the way we relate can lead to better teamwork and innovation. He outlines five practices that help embed values into daily interactions and shares stories of organizations that have benefited from these approaches. This conversation is ideal for anyone interested in fostering a more collaborative and engaging work environment.

In this episode of the Culture Architects podcast, we explore the science and practicalities of trust-building with researchers and authors Drs. Dennis and Michelle Reina. Learn about the three dimensions of trust—character, communication, and capability—and how simple, deliberate behaviors can enhance teamwork and reduce friction. This episode offers practical strategies for rebuilding trust and highlights its importance in both professional and personal settings.

In this episode of Culture Architects, David Friedman interviews Larry O'Toole, founder of Gentle Giant Moving Company. They discuss Larry's journey from engineer to entrepreneur, the unique culture he has built within his company, and the importance of hiring the right people. Larry shares insights on creating a positive customer experience, establishing core values, and the challenges of the moving industry. He emphasizes the significance of empathy in customer service and the need for intentionality in leadership and training. The conversation concludes with Larry's thoughts on sustaining a positive work environment and the future of Gentle Giant.

In this episode of the Culture Architects podcast, David Friedman interviews Andy Wiener, CEO of RockStep Capital, who shares his journey from running a family retail business to establishing a successful real estate investment company. Central to RockStep Capital's operations is a strong emphasis on company culture, encapsulated in the 'RockStep Way,' a set of 26 behaviors that guide employee actions and decision-making. Andy discusses the evolution of his vision for the company, the importance of building a high-performance team, and the challenges of maintaining a strong culture as the company grows. He emphasizes the significance of intentionality in defining behaviors and the role of leadership in fostering a positive work environment. The conversation also touches on the integration of Rocksteps with business operations and the lessons learned along the way, highlighting the importance of passion and commitment in driving company culture.

In this episode of the Culture Architects podcast, David Friedman speaks with Lane Wiggers and Don Charlton from Argosy Private Equity about the critical role of company culture in private equity investments. They discuss how Argosy differentiates itself by prioritizing culture as a competitive advantage, the challenges of changing company culture, and the importance of assessing cultural fit during acquisitions. The conversation also covers measuring the impact of culture on business success, the significance of leadership in cultural transformation, and valuable lessons learned from their experiences in the industry.

In this episode of Culture Architects, David Friedman interviews Brian Cali, a molecular biologist turned entrepreneur and investor. Brian shares his journey from a young science enthusiast to co-founding Ironwood Pharmaceuticals, emphasizing the importance of relationships, culture, and collaboration in building successful companies. As Ironwood grew, Brian navigated the challenges of maintaining a healthy company culture and adapting to organizational complexity. After a successful career in biotech, he transitioned to climate advocacy, focusing on community building and empowering others to engage in climate action. Brian's story highlights the significance of intentionality in leadership and the ripple effect of decisions made within organizations.

Part Two opens with the case for representation—why teams that reflect the communities they serve make better decisions—and explores the outsized role of language in building trust, shared meaning, and belonging. Leo closes with practical guidance leaders can use to translate inclusive intent into everyday behaviors.

Leo Sanders demystifies DEI by defining it in plain terms, grounding it in civil-rights practice, and connecting it to performance: attract broader talent, retain it, and remove barriers so people can thrive. He addresses the common backlash by showing how critics often reduce DEI to one tactic, and he offers a pragmatic approach—universal design and phased improvements—to make progress without breaking budgets.

Part Two picks up with the leader’s job of clarity and a practical discussion of value types (core vs. permission-to-play, aspirational, accidental) and how language choices either create dissonance or drive behavior. Ann and David explore how to translate purpose and values into daily practice—so culture lives in what people actually experience, not just what’s printed on the wall.

Ann Melinger, CEO of bink, joins David to chart the shift from “engagement” to culture—and why experiences, not perks, reveal who you really are under pressure. Ann introduces bink’s culture compass (values, behaviors, beliefs/mission/vision, experiences) and makes the case for leadership alignment, manager enablement, and writing behaviors instead of aspirational “we” statements.

Part Two picks up with John Bollman’s answer about Pella’s six culture accelerators and the link between culture and performance. John shares how Pella’s intentional focus on leadership development, recruiting for fit, and integrating acquisitions has helped the company outperform its industry for years. He also reflects on lessons learned throughout his career — and why he believes the greatest gift a leader can give is a culture where people can thrive.

John Bollman, CHRO at Pella Corporation, joins David for a conversation about how leadership and culture shape a company’s long-term success. In Part One, John traces his career from law to HR, the early lessons he learned at Whirlpool, and how Pella set out to define a culture anchored in caring, learning, and results. The episode ends just as David asks about the connection between culture and results — a question John answers in Part Two.