Culture as a crisis strategy: What it means to lead when you can’t predict what’s next
This year’s Smart Culture honorees represent more than just great workplaces — they embody what it means to lead with intention, even in uncertainty. Since Smart Culture began, we’ve seen a powerful shift in how organizations across Northeast Ohio prioritize culture, and the companies recognized here are leading that charge. Their commitment to creating meaningful, resilient and values-driven workplaces is not only commendable — it’s critical.
President and CEO
TalentLaunch
If the past few years have taught us anything, it’s that predictability is no longer guaranteed. Markets shift. Technologies evolve. Workforce expectations change. In times like these, culture becomes more than a “nice to have” — it becomes a compass.
Strong cultures create clarity when everything else feels uncertain. They foster trust, which is the glue teams need when facing ambiguity. And they keep purpose at the center, even when plans must change.
The companies that thrive through disruption are the ones who don’t just talk about culture when things are going well; they invest in it when it matters most. That’s the true test of leadership. And it’s what sets this year’s honorees apart.
At TalentLaunch, our own culture is rooted in the symbolism of the redwood tree. These towering giants thrive only when connected by a shared support system. That’s how we view our network of staffing and recruitment firms: a strong, connected ecosystem where culture keeps us grounded and growing. From Alliance Industrial Solutions to Artemis, ASG Pharmacy, and Capstone Search Advisors, we’re proud to build workplaces where people realize their potential — even when the path ahead isn’t clear.
Here’s to the leaders creating cultures that last: through calm, through crisis, and everything in between. ●
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2025 Smart Culture Honorees
Ashley Lawson, Vice President
Achieve Incentives & Meetings, a company with over seven decades of experience, has built a workplace culture profoundly shaped by its core value of “Give the World.” This principle extends beyond its service offerings, deeply influencing its internal environment and the way it treats its employees. At Achieve, a people-first approach is paramount, fostering an atmosphere that prioritizes employee engagement, productivity and long-term retention. The company recognizes that investing in its people is essential for its continued success and has implemented various initiatives to support their well-being and growth. These initiatives include enhanced health care coverage, expanded paid time off, the introduction of work from home Fridays, and improved parental leave policies. Achieve also demonstrates its commitment to employee development through development allowances, team communication training, one-on-one development sessions, and leadership that leads by example.
Beyond its internal focus, Achieve extends its values to the broader community, encouraging employees to give back through paid volunteer hours and company-sponsored donations to various charitable organizations. Simultaneously, Achieve is committed to delivering exceptional client experiences, ensuring personalized service and meticulous planning in every interaction. This comprehensive dedication to its team, clients and community defines Achieve’s culture and underpins its success. ●
John Gallagher III, Chief Operating Officer
Arrow International, founded in Cleveland in 1967, has expanded into a global organization focused on manufacturing and distributing products that support charitable and social causes. The company’s culture is a cornerstone of its success, emphasizing hard work, a commitment to quality, and a drive to achieve positive outcomes. Arrow International fosters a sense of ownership among its employees through the idea that each individual is a “quality control agent,” encouraging accountability, mutual support and collaboration.
To cultivate a positive and supportive workplace, Arrow International has established several key initiatives. A significant example is their long-standing tradition of a profit-sharing bonus, a practice spanning 47 years that demonstrates their commitment to sharing financial success with employees. The company also prioritizes team member appreciation through various events and activities, such as holiday celebrations, company outings, and recognition of service anniversaries. These efforts are designed to show employees that they are valued and their contributions are recognized.
Furthermore, Arrow International is dedicated to creating a secure and inclusive work environment, attracting and developing talented individuals, and actively recruiting veterans, acknowledging the unique skills and perspectives they bring. During the pandemic, Arrow demonstrated its commitment to its employees by ensuring that manufacturing staff who were shut out received a percentage of their salary, highlighting the importance the company places on its people and culture. ●
David Carr, Chairman and CEO
Brennan Industries is dedicated to building a strong workplace culture by prioritizing its employees and emphasizing social responsibility. The company holds itself accountable to the highest standards of corporate behavior, ensuring benefits to its business, employees, strategic partners and customers.
The company recognizes its employees as its most important asset. To foster engagement, the company utilizes internal communication through newsletters and events, and leverages external social media to acknowledge employees’ personal milestones like marriages or births, and professional achievements such as promotions.
In response to the pandemic, Brennan Industries adopted a more flexible approach, shifting its focus to results rather than solely on the number of hours worked by employees. The leadership team has placed an emphasis on empathy and adaptability, regularly checking on employees’ well-being. Furthermore, the company has invested in new technologies to reduce travel for sales managers, improving their work-life balance. And executive management now meets monthly to maintain clear communication and ensure organizational goals are effectively conveyed throughout the company.
Brennan Industries is also committed to giving back to the community, supporting over 25 global organizations annually through various means, including monetary donations, team sponsorships and volunteer time. The executive management team is tasked with volunteering at least one day per quarter, encouraging their teams to participate in these team-building events that support causes they are passionate about. ●
Shane Bigelow, CEO and co-founder
To build a culture aligned with its mission, CHAMP Titles focuses on creating an environment where people are empowered to make a meaningful impact. The company emphasizes a growth mindset predicated on everyone understanding and connecting to the larger vision and mission. To that end, strategies include encouraging collaboration, providing autonomy to teams, and fostering a sense of ownership at every level.
Because CHAMP Titles sees its business as a service provider to the public, it believes its team should reflect the communities it serves. There is an emphasis from the top on recruiting from a wide range of sources and identifying talented people who have demonstrated success in non-traditional career paths.
The company fosters a culture where people want to work by creating a meaningful impact on the communities it serves by ensuring that its technology benefits society, the environment, and the economy in measurable ways. For instance, by reducing paper usage in the vehicle titling process, the company estimates it has helped save an average of over 5 million pieces of paper per state annually.
CHAMP believes its culture of impact, accountability and continuous improvement is directly tied to its success. Its culture fuels its ability to remain nimble, impactful, and a leader in government technology modernization. ●
Raji Sankar, Founder and co-CEO
Choolaah aims to cultivate a workplace culture where people want to work, centered on its mission to delight every guest, and foster genuine joy and connection for both guests and team members. The company’s vision is to transform the quality of life of everyone it touches, emphasizing core values such as joy, integrity, excellence, growth and candor, which guide their daily operations.
Choolaah focuses on talent acquisition by attracting, onboarding and retaining talent through a culture of appreciation and growth. The company has an employee appreciation program that includes peer recognition, celebration of milestones and spontaneous team celebrations. They prioritize internal promotions, leadership development and work-life balance, supporting this with initiatives such as extra PTO rewards for corporate employees and anniversary bonuses for long-term team members.
Choolaah believes that its culture is the foundation of its success, fostering motivated and empowered team members who deliver exceptional guest experiences. This approach has led to higher employee retention, stronger guest loyalty and operational excellence. The company embeds continuous improvement in its operations through an empowered feedback culture, data-driven team development, and adaptability.
The COVID-19 pandemic reinforced Choolaah’s commitment to its people, with a focus on employee well-being, mental health awareness and flexibility, ultimately deepening engagement, strengthening retention, and enhancing overall workplace culture. ●
K. Kelly Hancock, Executive Vice President and Chief Caregiver Officer
Cleveland Clinic is dedicated to cultivating a workplace culture where caregivers feel valued, supported and empowered, focusing on their personal and professional development. The organization strives to be the best place to work in health care, guided by its mission, vision, care priorities, values, guiding principle and purpose pillars.
Key initiatives include comprehensive development programs such as Employee Resource Groups, mentoring and coaching, tuition reimbursement, and specialized training, with 44,000 caregivers participating in learning and development programs in 2024.
Caregiver rewards and recognition are also prioritized through programs like Recognition & Legacy Coins and Caregiver Celebration Awards, with 287,000 awards sent in 2024.
The organization emphasizes a culture of purpose, highlighting caregiver stories in their “Power of Purpose” video. This focus on a strong corporate culture has contributed to a low vacancy rate of 6.2 percent in 2024, significantly below the national benchmark.
Cleveland Clinic also fosters continuous improvement through Objectives and Key Results, and encourages innovation through programs like the Bright Ideas initiative, which generated 1,400 ideas in the past year.
In response to the pandemic, there’s an increased emphasis on caregiver well-being, resilience and mental health, with access to resources like fitness centers, counseling services, and the introduction of Mental Health First Aid® and iCare programs. ●
Brian Zimmerman, CEO
Cleveland Metroparks has developed a workplace culture heavily influenced by employee feedback and robust communication strategies, which are integral to the organization’s success. The foundation of their culture lies in core values derived directly from staff input actively incorporated into hiring practices, performance evaluations and daily operational routines. Demonstrating a commitment to the ongoing relevance of these values, Cleveland Metroparks will conduct a core values training initiative for all employees in 2025.
The organization prioritizes multifaceted communication, utilizing regular leadership, department and cross-department meetings, a comprehensive employee portal with daily updates, and monthly video updates from leadership. A distinctive aspect of their culture is the accessibility of leadership, highlighted by CEO Brian Zimmerman’s “Brian Unplugged” sessions, fostering open dialogue with staff.
Furthermore, Cleveland Metroparks emphasizes its community impact by promoting a culture of giving back through initiatives like the Cleveland Metroparks Cares employee volunteer program, strengthening connections with the community.
In response to the pandemic, Cleveland Metroparks has adopted a hybrid work model, balancing in-person presence with a one-day-a-week work-from-home option for eligible staff.
The continued use of technology, such as WebEx and Microsoft Teams, supports communication and enhances efficiency across the organization. To foster reconnection, employee engagement opportunities, including all-staff outings, service awards and an annual staff picnic, have been prioritized. ●
Tom Harrison, President and CEO
Corrigan Krause prioritizes the development of a strong and appealing workplace culture, employing several strategies to achieve this goal. A key component is the strategic use of social media platforms to showcase its culture. The company shares employee achievements, celebrates milestones and highlights various company events, providing public recognition for its employees and cultivating a supportive internal environment. This approach also strengthens connections with a wider audience, attracting potential talent to the firm.
Internal communication is considered essential, with “SeeK,” the company’s intranet, serving as a central platform for information sharing and fostering employee engagement. SeeK is designed to be a dynamic and employee-driven tool, regularly updated based on employee feedback to ensure it remains relevant and useful. Microsoft Teams is also utilized to facilitate communication and collaboration among employees, whether they are working in the office or remotely. Furthermore, Corrigan Krause emphasizes the importance of work-life balance, demonstrated by its adoption of a hybrid work model, which offers employees greater flexibility. The company actively solicits and values employee feedback through surveys and interviews, using this input to continuously refine and improve its workplace culture. ●
Ron Leonhardt, Founder and CEO
CrossCountry Mortgage places a high value on its workplace culture, understanding its significant influence on overall success. It actively cultivates an environment characterized by trust, collaboration and continuous improvement, with the aim of empowering employees to excel and innovate, ultimately driving growth and success. Even amidst rapid expansion, CrossCountry Mortgage has successfully maintained a small business feel, fostered by a hands-on CEO who champions embracing change.
The company emphasizes several key areas to nurture its culture: communication, technology, employee feedback, wellness and collaboration. Initiatives such as a new onboarding platform, the LO One system for loan officers, CompenSafe for incentive management, and The Landing, an employee intranet, have been introduced. Annual employee surveys are crucial for gathering feedback, promoting transparency, and enabling data-driven decisions to improve the workplace.
Employee rewards, including the “Extra Mile” anniversary program and the “Perks at Work” discount program, play a vital role in boosting morale and recognizing employee contributions.
A strong focus on wellness is demonstrated through an on-site gym, nutritionist sessions, health screenings, and a virtual wellness platform. CrossCountry Mortgage also organizes various employee events to foster collaboration and reward its team, reinforcing a supportive and inclusive culture. ●
Kyle Braun, CEO
Dumpsters.com has strategically reshaped its workplace culture by redefining its central mission to prioritize customer-centricity within the waste industry. This transformation was driven by internal workshops, employee surveys and market analysis, resulting in a refined purpose that resonates throughout the organization. The new mission was effectively internalized via training and communication updates, igniting employee passion and infusing daily tasks with greater meaning.
Key initiatives such as the “White Glove” service and the “Make It Right” process empower employees to prioritize customer satisfaction, fostering a culture of trust and ownership. Recognizing the importance of employee development, Dumpsters.com has significantly increased investment in continuous learning. This includes providing access to industry associations and funding for specialized training, demonstrating a commitment to professional advancement.
These cultural improvements have yielded tangible results, including increased innovation, enhanced customer service and stronger employee engagement. Furthermore, a revamped Corporate Citizenship Program, focused on community impact, has deepened employees’ connection to their work.
Dumpsters.com embraces a hybrid workplace model and is dedicated to ongoing cultural refinement. This commitment is evidenced by the restructuring of the HR department and the implementation of data-driven assessments to proactively address employee needs and ensure a positive, engaging work environment. ●
George Sullivan, CEO
Equity Trust Company has established a workplace culture focused on ensuring employees feel valued, connected and inspired. The company effectively utilizes social media to promote its culture by celebrating employee achievements and showcasing team camaraderie, contributing to its recognition as one of Glassdoor’s Best Places to Work in 2025. In 2024, Equity Trust marked its 50th anniversary with a documentary-style video, highlighting its history and fostering a sense of pride among its employees.
Demonstrating a strong commitment to community impact, Equity Trust’s leadership and employees actively engage in philanthropic endeavors, supporting organizations like the American Heart Association and Junior Achievement. To further encourage community involvement, the company offers volunteer time off, enabling employees to dedicate time to local nonprofits.
Equity Trust’s culture is a driving force behind its success, fostering innovation, adaptability and a client-first mindset. This has been instrumental in the company’s significant growth, with assets under custody and administration increasing significantly over the course of a decade. The company has also embraced a hybrid work model, reflecting its dedication to employee well-being, work-life harmony and job satisfaction. ●
Todd Barnhart, President and CEO
Gardiner, a full-service HVAC, energy solutions and commercial building service company, prioritizes its workplace culture through several key initiatives. The company implemented a client experience coaching program to enhance communication and teamwork, centered on “The Gardiner Way,” a framework designed to guide positive interactions with both clients and colleagues. Weekly team huddles reinforce these principles, fostering open dialogue and alignment across the organization.
To recognize and reward employee contributions, Gardiner introduced the “High Five” program, which allows associates to acknowledge each other’s achievements with points redeemable for various rewards. Gardiner also invests heavily in employee development, employing a Learning & Development Manager and offering diverse training courses to enhance skills and knowledge.
These efforts have yielded notable outcomes. Gardiner’s Net Promoter Score improved by six points, and its Service Agreement Contracts increased by 11.26 percent.
The company values employee feedback, using it to drive continuous improvement and cultivate a culture that learns from failures. This focus on culture is demonstrated by a 10-year average employee tenure and an increase in their workplace approval rating from 74 percent in 2022 to 78 percent in 2024. ●
Matt Adams, President
GNCO Inc. has developed a workplace culture where employees feel valued, inspired and connected to a larger purpose. The company aligns its mission, vision and values with initiatives focused on engagement, achievement recognition and community impact. Core principles, including safety, integrity, self-development, positive attitude, teamwork and community service, are emphasized across all operating companies.
GNCO uses social media and its intranet to provide insights into its culture, sharing employee stories, and highlighting community service and professional development. This approach engages current employees and attracts new talent aligned with the company’s values. The company also supports employees through competitive pay, comprehensive benefits and various rewards programs. Employees are rewarded with bonuses for achieving key metrics and can use wellness credits for medical costs. The Values In Action program and monthly safety contests recognize employees who exemplify core values.
GNCO emphasizes community involvement, with employees dedicating two workdays annually to local food banks. This focus on culture contributes to the company’s success by motivating employees, increasing productivity and enhancing its reputation.
Since the pandemic, GNCO has adopted a flexible work environment that includes remote work, flexible start times and paid time off for volunteer work, further improving job satisfaction and talent acquisition. ●
Great Day Improvements cultivates a workplace culture where employee contributions are valued, fostering a high-performance environment. The company prioritizes personal and professional development through UFactor, its comprehensive learning management system. UFactor offers employees a wide array of online classes, enabling them to learn at their own pace, acquire new skills, and stay current with technological advancements. UFactor serves to enhance each brand’s unique identity while simultaneously providing resources for employee skill development and performance tracking.
Employee recognition is a key component of their culture, exemplified by the “Road Ahead Coin Initiative,” which acknowledges employees who define various business areas.
Great Day Improvements is dedicated to creating enduring customer relationships by focusing on exceptional customer experiences. The company empowers its workforce to adopt an entrepreneurial mindset, encouraging proactive decision-making and collaboration.
In response to the evolving work landscape, Great Day Improvements has embraced hybrid work models post-pandemic, leveraging tools like Teams to facilitate seamless communication and teamwork across different locations.
The company’s core values are reinforced by its “Team Commandments,” a set of principles that promote positive attitudes, initiative, mutual support and continuous improvement among team members. ●
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Rochelle Sibbio, President and CEO
Habitat for Humanity of Summit County Inc. has successfully established a workplace culture that not only attracts top talent but also empowers and inspires its team members. This achievement is rooted in a shared commitment to meaningful work, ensuring every employee feels valued, engaged and motivated to contribute to the organization’s mission. A cornerstone of their culture is the intentional involvement of staff in shaping the values that define their organization. Employees played a key role in crafting the culture statement that guides their daily work.
The organization empowers its employees to take ownership of how shared values are implemented. Core values such as hard work, dedication, respect and reliability serve as the foundation of their culture. To connect individual roles to the broader mission, the organization emphasizes the impact of its work in building homes, communities and hope.
The organization has implemented several initiatives to recognize and reward employees, including a revamped employee review system with quarterly evaluations, salary increases and bonuses. They also foster camaraderie through the Teamwork Ticket recognition system and staff appreciation events. These efforts have cultivated a strong sense of ownership, strengthened communication and collaboration across departments, and created a resilient and adaptable team. The organization is committed to continuous improvement by incorporating learnings from leadership studies to further enhance their workplace. ●
Rick Organ, President and CEO
Hynes Industries has developed a workplace culture over its 100-year history that emphasizes collaboration, professional growth, open communication and community engagement. The company demonstrates a strong commitment to providing employees with opportunities for long-term career growth. This is achieved through comprehensive training and apprenticeship programs, upskilling initiatives focused on future growth, and leadership development opportunities. Hynes is also dedicated to community engagement and social responsibility. The company actively partners with schools and workforce development programs, and promotes volunteerism and philanthropy.
Internally, Hynes fosters open communication through its “One Hynes” philosophy, ensuring alignment across its three facilities by utilizing multiple communication channels that include regular town halls, an internal communications mobile app, leadership updates, digital message boards and employee recognition programs. This focus on its people has resulted in high employee retention, recognition as a Top Workplace in Manufacturing in 2024, and strong partnerships with major OEMs, demonstrating industry leadership.
During the pandemic, Hynes reinforced its commitment to its employees by avoiding layoffs, with leadership taking pay cuts, maintaining operational agility and enhancing communication. The company’s culture post-pandemic is characterized by increased adaptability and a stronger focus on its people, with continued investments in employees, customers, and the community. ●
Matt Kraska, CEO
Lazorpoint has established a high-performance, values-centric culture that effectively attracts and retains top-tier talent by prioritizing growth, collaboration and a strong sense of ownership. The company takes pride in fostering an environment where team members find their work both challenging and deeply rewarding. This positive atmosphere is supported by a clearly defined mission and core values, a distinctive communication structure and a dedicated commitment to the professional development of every employee.
The company’s culture is anchored in its core values: commitment to mission, team and promises; a drive for continuous learning and improvement; a passion for providing exceptional service; and the encouragement of all team members to take full ownership of their work. To ensure alignment and clarity, Lazorpoint utilizes the Vision & Traction Organizer, a key component of the Entrepreneurial Operating System, which helps to clarify, simplify and achieve the company’s vision.
Effective communication is facilitated through several channels, including daily team huddles, structured L10 meetings, real-time chat platforms, and quarterly Tactical Updates & Metrics. These practices promote accountability, transparency and continuous improvement across the organization.
Further, Lazorpoint invests in its employees’ growth through quarterly conversations, skill and competency tracking, and the use of team-oriented KPIs. ●
Ethan Karp, President and CEO
MAGNET has cultivated a workplace culture that prioritizes innovation, inclusion and growth, ensuring its team feels supported, valued and empowered. The organization’s six core values are central to its operations and client relationships, with a recent emphasis on psychological safety to foster open communication and authentic contribution. MAGNET actively promotes dialogue, collaboration and empowerment among employees.
The company demonstrates its commitment to its team through initiatives like hybrid work flexibility, bi-weekly team lunches and cross-functional projects. These efforts aim to support work-life balance, facilitate connections and encourage diverse perspectives. MAGNET also invests in its employees’ development through leadership programs, industry conferences and wellness initiatives, recognizing the link between personal and professional fulfillment.
In response to the pandemic, MAGNET has intensified its focus on flexibility, well-being and community engagement. This is reflected in enhanced hybrid and remote work options, team engagement activities, stronger community ties and a dedication to employee well-being. The opening of MAGNET’s new Cleveland headquarters in October 2022 introduced hoteling workspaces designed to accommodate various work styles and needs, further supporting their focus on flexibility.
MAGNET values continuous improvement, actively soliciting employee feedback to ensure its culture remains dynamic and supportive of both its team and its mission to drive manufacturing growth in Northeast Ohio. ●
Jeff Tomaszewski, Founder and CEO
MaxStrength Fitness cultivates a workplace culture deeply rooted in its core values of efficiency, effectiveness and safety, which shapes every decision, from client training methodologies to team support structures. The company views its culture as the driving force propelling its success. It is committed to fostering a positive, growth-oriented environment that prioritizes clear communication channels, strong collaboration among team members, and robust professional development opportunities.
MaxStrength Fitness empowers its team members to take ownership of their roles, which is essential in creating a supportive and inspiring workplace. This emphasis on a positive internal culture directly translates to excellent client experiences and contributes to higher client retention rates. The company embraces innovation, ensuring it remains adaptable within a constantly evolving market through the implementation of new training methodologies and advanced technology. They maintain a team-centric approach, focused on ensuring every member is invested in the collective success of the business.
Central to MaxStrength Fitness’s philosophy is continuous improvement. The company actively seeks feedback from both team members and clients, utilizing these insights to refine operational processes and enhance service delivery. Regular training sessions, leadership development programs and cross-functional collaboration opportunities are provided to keep the team engaged and support ongoing growth. ●
Shawn Los, President and COO
National Interstate, including its subsidiary Vanliner, prioritizes the growth and development of its employees, fostering a culture where people want to work. The company empowers employees to own their careers by providing access to various tools and resources, including LinkedIn Learning and enhanced support for industry-specific designations. They also offer education reimbursement benefits.
The company’s commitment to learning is evident from its comprehensive onboarding process, which includes DiSC training, and its emphasis on self-directed learning through diverse mediums, such as instructor-led and online training. National Interstate also focuses on succession planning, with a high percentage of top executives being promoted from within.
Community involvement is another important aspect of their culture, as demonstrated by their support for the Akron-Canton Regional Foodbank, the Toys 4 Tots Giving Campaign, and sponsorship of the Akron Marathon Race Series.
The company’s culture strategy is built on talent acquisition, talent development and a focus on ensuring every employee’s voice is heard. This has resulted in high employee satisfaction. Culture is viewed as the backbone of their success, driving talent acquisition, performance and retention. The company has adapted its culture in response to the pandemic by embracing hybrid work, enhancing employee well-being programs, and adjusting communication and training methods. ●
Chris Adams, President and CEO
Park Place Technologies prioritizes a workplace culture where employee support and recognition are key, believing this environment maximizes individual contributions to their shared mission. The employee-led “Social Circle” plays a vital role, coordinating events that foster camaraderie, teamwork and a strong sense of belonging among colleagues. Initiatives like the annual Park Place Olympics are designed to promote collaboration across departments, breaking down silos and encouraging interaction, with active participation from senior leadership. These events emphasize essential workplace skills such as adaptability and problem-solving.
In addition to these social activities, Park Place Technologies invests in formal professional development. The company identifies high-potential employees and provides them with tailored development plans, ongoing feedback and opportunities to celebrate milestones in their career growth. Their leadership development program has proven to be a significant success, focusing on contemporary leadership principles. These combined efforts contribute to a strong employee retention rate; in 2024, the company boasted an 87 percent retention rate.
By effectively pairing inclusive social activities with robust professional development opportunities, Park Place Technologies strives to cultivate an environment where every individual can learn, develop and thrive, ultimately driving both individual career growth and the company’s overall success. ●
Mark Corr, President and CEO
Signet LLC has established a workplace culture firmly rooted in the value it places on its people, which is evident in its multi-faceted approach encompassing personal and professional development and engaging company culture initiatives. The company facilitates employee growth through mentorship programs, career advancement opportunities and continuous learning initiatives designed to strengthen both individual capabilities and overall organizational effectiveness.
Signet cultivates a positive and connected environment through unique initiatives such as its end-of-year video series. These videos, featuring the executive team in playful adaptations of well-known stories, have evolved into a much-anticipated tradition that blends fun with employee recognition.
Signet empowers its employees through democratic initiatives like the office Election Day, which ensures that workplace improvements are directly aligned with and reflective of employee values and needs. Furthermore, Signet prioritizes making a positive impact on its surrounding communities through an annual portfolio-wide day of service, and by sponsoring families in need during the holiday season.
In the post-pandemic era, Signet has reinforced its culture of respect, flexibility and human connection, adopting a balanced hybrid work approach. This approach allows for both flexibility and the crucial in-person collaboration necessary for fostering camaraderie and supporting mental well-being. ●
Steve Peplin, CEO
Talan Products Inc. has established a strong workplace culture, with its mission, vision and core values of safety, collaboration, respect, tenacity, determination, training and development serving as the bedrock. This emphasis cultivates innovation, engagement and sustained growth, recognizing employees as the company’s lifeblood. Talan’s commitment to its culture directly influences its performance, evidenced by a 34.9 percent human capital growth rate over the past year.
The company has transitioned from primarily temporary staffing to a direct-hire model, significantly boosting employee commitment and engagement. This strategic shift has been so effective that Talan now has a waiting list of individuals seeking employment. Talan’s focus on retention and development is further reflected in an average employee tenure of 5.2 years and a low turnover rate of 2.6 percent.
Talan actively shapes its culture through initiatives that include employee development programs with career pathways and mentorship, talent acquisition and retention strategies centered on the direct-hire model, and open communication facilitated by internal and external tools. The company also prioritizes employee rewards and recognition, a collaborative office environment, and strong community involvement.
In the post-pandemic era, Talan has reinforced its culture by emphasizing employee well-being, deepening community partnerships and achieving accelerated team growth. ●
Matt Dolan, CEO
Team NEO has established a workplace with a foundation of strong core values, a focus on efficient performance tracking, stimulating office environment and a commitment to giving back to the region. The company’s culture is deeply rooted in clearly defined core values that serve to guide its operations and decision-making processes, ensuring that employees feel both inspired and empowered in their roles.
Team NEO is committed to excellence, striving for operational excellence and equitable outcomes by developing a high-performing and inclusive team dedicated to the economic growth of Northeast Ohio. The organization values the individual, fostering diverse perspectives, and promoting collaboration and teamwork.
In a move to enhance the workplace environment, Team NEO completed a significant office renovation in 2023, creating an inspiring and productive space with ample natural light, ergonomic designs and open communal areas.
Team NEO prioritizes community engagement, organizing volunteer days and charity drives to contribute to the regional community. The organization also positions itself as a thought leader by sharing data-driven insights and fostering strategic partnerships to enhance the region’s competitiveness.
Post-pandemic, Team NEO has adapted by implementing a hybrid work model, placing a greater emphasis on employee well-being, and reassessing its core values to ensure alignment with its mission and strategic objectives. ●
J. David Heller, President and CEO
The NRP Group distinguishes itself as an employee-centric organization. The company’s culture is a cornerstone of its success, fostering a welcoming and empowering environment where individuals feel valued and supported. This emphasis on people has enabled NRP to attract, retain and develop high-performing teams committed to the company’s core values. The company has been recognized as a Top Workplace in Northeast Ohio and San Antonio, Texas, for consecutive years, underscoring the strength of its culture.
NRP demonstrates its commitment to its employees through comprehensive benefits designed to support work-life balance. These benefits include paid time off, parental leave, an employee assistance program, and robust health and retirement plans. The company also prioritizes employee growth and recognition, celebrating career milestones and fostering a workplace of respect where every voice is heard.
Adapting to the evolving landscape, NRP has enhanced its communication and connectivity, particularly in response to the pandemic. The introduction of biweekly company-wide calls, “NRP News Live,” and the strategic use of the intranet platform, NRP Connect, ensure transparent dissemination of information and foster a unified understanding of the company’s vision and strategic direction. Through these initiatives, NRP cultivates a culture that not only values its employees but also promotes a strong sense of community and shared purpose. ●
Thomas (TJ) Monachino, CEO
United Business Supply has distinguished itself by fostering an exceptional workplace culture, transforming what might initially appear as an “unassuming place” into a dynamic and flourishing environment where employees are genuinely valued, often above immediate profits. The company’s core philosophy is deeply rooted in the principles of unity, mutual trust and the active empowerment of its workforce.
The company demonstrates a strong commitment to its employees’ growth and well-being through consistent investment in training and development initiatives, and competitive compensation packages. A cornerstone of their culture is the establishment of a hierarchy-free, open-door communication model that actively promotes and celebrates innovation at every organizational level. Employees are encouraged to take ownership of their roles and processes, fostering a profound sense of dedication and investment in the company’s success.
Furthermore, United Business Supply cultivates a healthy perspective on failure, framing it as an indispensable opportunity for learning and growth, rather than a cause for assigning blame. This progressive mindset empowers employees to explore innovative solutions and think outside traditional constraints. This people-centric approach has been instrumental in the company’s impressive growth, including more than doubling in size within a mere three years and significantly expanding its operational footprint. ●
Jill Dietrich Mellon, Executive Director and CEO
The VA Northeast Ohio Healthcare System is dedicated to serving veterans, their families, caregivers and survivors, guided by its mission and the VA Core Values of integrity, commitment, advocacy, respect and excellence, known as “I CARE.” With over 6,000 employees, VA Northeast Ohio Healthcare System is committed to being a High Reliability Organization (HRO) through continuous improvement and a focus on safety.
Key initiatives include safety huddles to increase situational awareness, leader rounding to enhance communication, and patient safety forums to share best practices. The organization also utilizes Visual Management Systems and the HRO Ambassador program to foster improved internal and external communication.
The organization prioritizes employee whole health, supporting staff through robust recognition programs, enhanced new employee orientation, and a revitalized employee engagement committee, which has seen a 64 percent increase in offerings and a 29 percent increase in attendance.
Furthermore, VA Northeast Ohio Healthcare System emphasizes whistleblower protection, cultivating a transparent environment where employees and veterans feel secure in raising concerns. Leadership ensures timely review and follow-up on these concerns, providing updates at quarterly town hall meetings. These efforts, driven by a strong connection to their mission, aim to empower staff to deliver exceptional health care to veterans. ●
Eric Kahle, President
Since 1962, Visual Marking Systems has been a leader in the customized digital, screen and wide-format printing industry. The company’s mission is to manufacture high-quality products with an innovative, aggressive and ethical approach, while promoting a positive, fun and satisfying experience for all team members. VMS cultivates its workplace culture by motivating and empowering employees through self-motivation and continuous education, and the company celebrates its successes.
VMS effectively uses social media platforms to amplify its culture, highlighting employee achievements such as promotions and anniversaries, and showcasing company events. The company also creates engaging video content featuring employees.
Employee rewards are a key component, including annual bonuses, holiday celebrations, branded apparel and acknowledging employee contributions and ideas.
Beyond internal initiatives, VMS extends its positive impact to the community through participation in events such as food drives and support for the Twinsburg City School District.
Post-pandemic, VMS has adopted a hybrid office model, offering flexibility and cross-training opportunities to enhance versatility. The company also focuses on strengthening employee relationships through various social and philanthropic initiatives.
VMS’s culture emphasizes teamwork, trust and continuous improvement, fostering a collaborative environment where employees feel valued and engaged. ●
Faris Ghawi, CEO
Vytalize Health has made significant strides in cultivating a positive workplace culture, primarily demonstrated through its strategic actions following the acquisition of MedPilot in February 2021. The integration of over 35 MedPilot employees into Vytalize Health’s workforce underscores the company’s commitment to valuing human capital and ensuring a smooth transition for new team members. Furthermore, Vytalize’s decision to continue investing in Cleveland, MedPilot’s original base of operations, highlights a dedication to supporting local talent and fostering a strong connection with the regional health care ecosystem.
The integration of MedPilot’s founders into Vytalize’s senior executive leadership team exemplifies Vytalize’s focus on leveraging diverse leadership and promoting career growth opportunities within the organization. This strategic inclusion not only recognizes the value of MedPilot’s expertise but also enriches Vytalize’s leadership with varied perspectives.
Vytalize Health’s impressive growth trajectory, marked by a substantial increase in employee count from approximately 60 to over 300, and a remarkable 7,000 percent surge in revenue, reflects a dynamic and energetic work environment.
The company’s success in securing significant funding, including a $100 million round in February 2023, has enabled it to invest in critical areas such as technology, capabilities and resources, ultimately benefiting both its employees and the primary care partner practices it supports. ●
William Smith, Owner and CEO
W.A. Smith Financial Group has established a workplace emphasizing achieving high performance, maintaining accountability and fostering the continuous development of its employees.
The organization is dedicated to the professional and personal growth of its staff, which is demonstrated through the implementation of quarterly performance reviews that are centered on the “Hungry, Humble and Smart” principles, tuition reimbursement for those seeking further education or professional designations, and enrollment in Darren Hardy’s Heroes Journey program. The company also offers ongoing professional development opportunities, mentorship programs and leadership training.
Recognizing and celebrating employee achievements is a fundamental aspect of the culture, with wins acknowledged through employee awards, performance incentives and team appreciation events. When quarterly goals are met, the entire team is rewarded with engaging outings, further strengthening team bonds and morale.
In response to the challenges and changes presented by the pandemic, W.A. Smith Financial Group has adopted a hybrid work model. This adaptation allows for greater flexibility while maintaining the company’s strong focus on accountability and productivity. Furthermore, the organization has increased its emphasis on employee well-being by introducing an Employee Assistance Program designed to support the physical and mental health of employees, underscoring the company’s commitment to creating a supportive and thriving work environment. ●
Frank Bevilacqua II, President and CEO
W3 Financial Group has established a people-centered culture that significantly boosts organizational performance, employee engagement and community impact. A cornerstone of their approach is structuring positions around individual employee strengths, utilizing the culture index assessment semi-annually to optimize role alignment with evolving skills and career aspirations. This ensures employees feel valued and supported, fostering job satisfaction, productivity and professional development, while also contributing to a collaborative and innovative workplace.
The company prioritizes internal growth through continuous learning, mentorship and leadership development programs, demonstrating a commitment to promoting from within. Their Financial Pathway Internship Program offers practical experience and serves as an effective talent pipeline. Community engagement is another key element, exemplified by the W3 CARES initiative, where employees dedicate time to volunteering and supporting local organizations.
Employee contributions are recognized through the “It’s the Little Things That Count” program, alongside various events designed to build camaraderie and celebrate achievements.
W3 Financial Group also prioritizes employee well-being by offering comprehensive benefits, including substantial health care cost coverage, gift matching and an emphasis on work-life balance. These combined initiatives cultivate a positive culture that drives employee satisfaction, retention, productivity, stronger community relationships and overall organizational growth. The company is dedicated to continuous improvement through feedback and professional development. ●