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Chief culture officer since March 2013, after BerylHealth, the health care communications company I founded, was sold to
Stericycle, a medical waste management company with 19,000 employees in 13 countries, including 10,000 in the United States.
What prepared him for the role
BerylHealth was known for its people-centric culture and won nine awards as a best place to work. I’ve also written three books on employee engagement, including the New York Times best-seller
Patients Come Second: Leading Change by Changing the Way You Lead (Inc., 2013), and hundreds of articles.
Impetus for creating the position
Stericycle has always had excellent financial performance. A new CEO arrived around the time I sold my company to Stericycle. He admitted that, while the company was successful financially and very customer-focused, it did not always look at employees as key stakeholders. He wanted culture to be his legacy and asked for my help.
How culture relates to the company’s external brand
Most companies offer products or services that could be looked at as commodities, or services that compete based on price. By focusing on employees first, we create a competitive differentiator. It’s less about what we do and more about who we are. In other words, we “sell” our culture. We also recognize that we can be a thought leader around the connection between employee engagement, customer loyalty and profitability, helping to build our employer brand as not just a profitable company, but as one that makes the world a better place through the work that we do in the communities where we do business.
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