An Interview With Chad Silverstein
If you want a purpose-driven culture, you have to hire for it. At Bospar, we don’t just look at resumes — we look at values. Does this person care about doing the right thing? Do they believe in something beyond the job description? When you hire people who believe in your mission, they become your best ambassadors.
Purpose has become the new currency of success in today’s workplace, and leaders who prioritize mission-driven cultures are standing out in the war for talent. To explore this important topic, we are interviewing Curtis Sparrer.
Curtis Sparrer is a principal and co-founder of Bospar, where he has led award-winning PR campaigns for brands like PayPal, Snowflake, Tetris and the SETI Institute. Recognized twice by Business Insider as one of the 50 Best PR People in Tech, Curtis has also been named to PRovoke’s Innovator 25-Americas list, alongside leaders from Ben & Jerry’s, Goldman Sachs and Peloton. The Los Angeles Times has called him a “crisis management expert,” and PRWeek has profiled numerous programs he led as examples of innovative and effective PR. Before getting into PR, Curtis was an Emmy-winning executive producer at KRON-TV, the nation’s largest independent TV station. He brings his media expertise to Bospar, ensuring clients excel in the spotlight. His insights on PR and branding have appeared in Adweek, Entrepreneur, Fast Company, Forbes and other leading media outlet. In addition to leading the charge at Bospar, Curtis serves as president of the San Francisco Press Club and holds leadership roles in PRSA Silicon Valley and the Society of Professional Journalists. He is also a member of the Arthur W. Page Society and a lifetime member of NLGJA: The Association of LGBTQ+ Journalists. His favorite mantra? “The difference between involvement and commitment is like ham and eggs. The chicken was involved. The pig was committed.”
Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
After graduating from UT-Austin, I worked as a production assistant for B-movie producer Roger Corman on “Black Scorpion.”
I switched to news, first at Toledo’s WTOL, then at KHOU in Houston. There, my news director threatened to fire me twice: once for attending a gay rights protest, the second time for holding a live interview with Mitchell Katine — moments after he won the Supreme Court case that struck down the nation’s sodomy laws.
When I was offered a job at San Francisco’s KRON-TV, the same news director demanded I stay, only to back down when I revealed I had retained Katine as counsel.
I won a regional Emmy in San Francisco and was promoted to executive producer. After five years at KRON, I faced a choice: stay in news (but leave San Francisco) or switch to PR.
I chose to stay in San Francisco and pursue PR.
But PR wasn’t pursuing back.
Chris Boehlke of Connecting Point Communications was the only person who would hire me. Together, we convinced Google to change its Doodle to the building blocks of Tetris, launched PayPal Galactic and promoted the alien hunters of SETI.
We started Bospar in 2015 as one of the first work-from-home agencies with a national footprint, a move the press deemed “prescient” in 2020.
Can you share the most interesting story that happened to you since you began working in leadership, culture building, or purpose-driven organizations?
When San Francisco Pride, which hosts the largest gathering of the LGBTQIA+ community, faced a funding crisis because of the local economic downturn, I reasoned Dee Snider of the band Twisted Sister could ignite merchandise sales with the 1980s anthem, “We’re not gonna take it.”
Snider liked the idea of taking the anthem back from conservatives and agreed to create merchandise to generate new revenues for SF Pride.
His song was the on-message call to action we needed, and he seemed like the perfect partner. After all, Snider, who is straight, was famous for wearing women’s makeup and clothes during the glam rock era.
But 72 hours before we were to reveal the news to the media, Snider had a transphobic Twitter conversation with KISS’s Paul Stanley about the appropriateness of gender expression in young children.
Pride had to drop Snider.
There went our funding.
I recommended a bold gamble: play chicken — publicly daring to cancel Pride unless the city and business community stepped up.
The morning the San Francisco Business Times was holding its “Business of Pride” gala, I called publisher Mary Huss. She agreed to let SF Pride Executive Director Suzanne Ford make an urgent appeal to the city and the business leaders attending.
The plan worked! Pride secured an immediate new line of credit and cash infusions.
Media reports were unanimous. This Pride showed the best of the San Francisco Bay Area.
You are a successful leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
Being politely pushy. PR isn’t for the passive. You can’t just wait for things to happen — you have to make them happen. But there’s an art to persistence. At Bospar, we call it being politely pushy. It’s about knowing when to push hard and when to finesse. What happened with San Francisco Pride is a perfect example. It was on the verge of financial disaster. No sponsors, no funding, no future. I saw a path forward, but it required making some noise. I urged the organizers to be bold. Very bold. We staged a public call to action, forcing city leaders and businesses to decide: Were they really allies or just wearing rainbow logos once a year?
The gamble worked. We secured emergency funding, salvaged the event and proved that sometimes a little polite pushiness is exactly what’s needed to get results.
Staying unapologetically curious
I started my career in news, which means I was trained to ask “why?” about 500 times a day. That curiosity has never left me.
When I’m learning about a new client or prospect’s technology, I am never satisfied with a simple scan of their website or published news. I spend time doing research, combing through whatever I can find to learn everything I can about the company and their technology — as well as industry trends. This approach extends throughout the agency.
Here are just two of many examples illustrating how this has paid off.
Infobip, a Croatian SMS startup, came to us looking for help as it entered the U.S. market. The trouble was, no one had heard of them — even though its cloud comms platform worked in 190 countries and connected directly to over 700 telecom networks.
Getting the attention of U.S. media is always a challenge, especially for an unknown European company. But we discovered through our research that the 30th anniversary of the first text message was right around the corner from our launch date. No other agency saw the potential of celebrating this special moment.
The upshot: we tied our media pitch to the 30th anniversary and got the creator of the first text message, Neil Papworth, involved in our campaign. Together with a provocative survey we created and implemented, we generated media interest.
Coverage included The Today Show, which aired a segment about Infobip on Dec. 2nd — the day before the 30th anniversary of texting.
We apply this same studied approach to Bospar innovations.
When we launched Push*E, our AI-driven PR tool, I didn’t just want to create another chatbot. I wanted to understand how AI could actually help PR pros — without replacing them. That meant interrogating engineers, testing capabilities and making sure our AI tool wasn’t just an expensive digital parrot.
The result? A tool that gives strategic PR advice instead of just regurgitating buzzwords.
Always betting on people
If there’s one thing I’ve learned, it’s that people will surprise you — if you let them.
When we started Bospar, no one believed a fully remote agency could thrive. People said, “You need an office. You need water cooler talk.”
Instead, I bet on the talent, building a team of the smartest, most ambitious people I could find — regardless of where they lived.
The industry was skeptical.
Then the pandemic hit. Suddenly, we weren’t the outliers; we were the blueprint.
The lesson? When you invest in people — giving them the tools and resources they need to succeed and building a culture to support them — they will surpass your expectations. Our team is the reason we’ve won over 200 industry awards and accolades. I am constantly in awe of the Bospar team’s creativity, innovation and commitment to excellence and our clients.
Let’s now jump into the focus of our interview. What does a “purpose-driven culture” mean to you personally, and why do you think it’s critical for attracting top talent?
When we started Bospar, we didn’t set out to be just another PR agency. We wanted to work with “disruptors” — companies that were actually changing the world. But we also knew that attracting and retaining the best people, required us to stand for something bigger than billable hours. That’s why we built a culture where employees know they can make an impact — for clients and for causes that matter.
A purpose-driven culture attracts top talent because the best people want to work somewhere that aligns with their beliefs. They want to know their work has meaning. When employees believe in what they’re doing, they’re more creative, more committed and more relentless in getting results. That’s what turns a good agency into a great one.
For example, our relocation plan following the Texas abortion ban left a lasting impression on our staff. One account manager wrote: “Wow. I have never worked for a company that doesn’t just talk the talk.”
How did you identify and define the mission or purpose for your organization? Was it inspired by a particular event, challenge, or insight?
Back in 2015, my co-founder, Chris Boehlke, and I saw a gap in the market: tech companies needed smart PR, but they didn’t want to deal with slow, bureaucratic traditional agencies that were stuck in outdated office culture.
So, we asked ourselves: What if we did things differently?
We made a bold call: we’d be fully remote. No offices. No cubicles. No wasted time commuting.
Instead, we’d build a team of the best people, wherever they were.
But our purpose wasn’t just about being ahead of the curve on the work-from-home front. It was about standing up for what matters.
For example, when brands started running scared from LGBTQIA+ causes due to political pressure, we saw an opportunity to take a stand. We created Club Courage at Cannes to celebrate corporate allies.
We invited industry leaders and media to attend and created a data-backed report on corporate allyship. We didn’t wait for someone else to step up — we led the movement ourselves. We made it clear to our team — and the entire industry — that Bospar is here to lead by example.
Our mission is simple: Do the right thing. Do it well. And do it loudly enough that people notice.
What are the key steps leaders can take to embed purpose into the day-to-day operations and decision-making of their companies?
If you want purpose-driven employees, you need to hire for alignment with your company’s mission and values.
Skills can be taught. Values can’t. When we interview candidates at Bospar, we’re not just looking for PR chops — we’re looking for people who believe in what we stand for. People who want to do work that matters. That’s how you build a team that lives your mission instead of just reciting it.
It’s not enough to set a mission and hope it trickles down. Leaders must embody the purpose every day. That means making the tough calls, being transparent when things don’t go as planned and listening.
When employees see leadership making purpose-driven decisions in real time, they don’t just buy into the mission — they become champions of it.
What role does leadership play in championing and modeling a purpose-driven culture? Can you share an example of how you or another leader helped reinforce your organization’s purpose?
Leadership sets the tone. If you want a purpose-driven culture, you can’t just talk about it — you have to show, consistently, that purpose drives your decisions. And sometimes, that means making uncomfortable choices.
When Texas passed its restrictive abortion law, most companies stayed silent. We didn’t. We announced that Bospar would cover out-of-state travel costs for employees needing medical care their state banned. Then we went a step further: we offered our Texas employees a $10,000 relocation stipend if they wanted to move to a state that better aligned with their rights.
This wasn’t a safe decision. It wasn’t guaranteed to win us any new business. But it was the right thing to do. And when other major companies — Salesforce, Citi and others — followed our lead, it proved that bold leadership can create real change.
Leadership isn’t about playing it safe. It’s about taking a stand, even when it’s risky. If you want a purpose-driven culture, you have to model it, reinforce it and be willing to back it up with action.
How do you handle skepticism or resistance from team members or stakeholders who may not immediately understand the value of focusing on purpose?
Skepticism is inevitable. Any time you challenge the status quo, you’re going to get pushback — whether it’s from employees wondering if purpose is just a PR stunt or from clients who worry some mission-driven decisions may be bad for business.
When people resist purpose-driven decisions, they’re usually asking one of two questions:
(1) “How will this help us?” (“Show me the business case.”)
(2) “Are we actually going to follow through?” (“Is this real or just for show?”)
The best way to answer? Deliver. Show that purpose isn’t just about feeling good — it’s about doing good and driving impact. Most importantly, never treat purpose as a one-time campaign. If people see that purpose is baked into everything you do, skepticism starts to fade.
Even the biggest skeptics can’t argue with success.
Ok, let’s talk strategy. Based on your experience, can you share “5 Steps to Build a Purpose-Driven Culture That Attracts Top Talent”? If possible, please include examples or stories for each.
Define your purpose — then actually commit to it
At Bospar, we committed to being politely pushy — not just for our clients, but for social justice and our industry. Our job isn’t just to land headlines, it’s to challenge the status quo and push for meaningful change.
We’re not afraid to call out corporate hypocrisy. On Earth Day, we publicly challenged major companies like Nike and Disney for pushing sustainability messaging while forcing employees back into offices — policies that increased carbon footprints. The result? Coverage in Fast Company and over 60 media outlets, forcing a broader conversation about the real impact of return-to-office mandates.
But we don’t just challenge corporations to do the right thing — we challenge our own industry, too. I believe it’s more important than ever to honor excellence in journalism and show journalists some love. Where would American democracy be without our fourth estate — or, for that matter, PR?
That’s why I joined the San Francisco Press Club, serving as president and using my PR expertise to re-engage the media and restore the club’s prominence. As president, I’ve organized events that are of high interest to the local area, including one on San Francisco’s so-called “doom loop” featuring CNBC’s Deirdre Bosa interviewing Mary Daly, CEO of the Federal Reserve Bank of San Francisco.
Bospar team members are also actively involved in the club. Sadly, we’re the only PR agency that shows up.
Hire people who care about more than just a paycheck
If you want a purpose-driven culture, you have to hire for it. At Bospar, we don’t just look at resumes — we look at values. Does this person care about doing the right thing? Do they believe in something beyond the job description? When you hire people who believe in your mission, they become your best ambassadors.
Align business decisions with purpose, even if it makes you the outlier
The real test of a company’s values isn’t what they say — it’s what they do. Our purpose-driven initiatives are not always the popular path. Often, we are on our own calling out an injustice or spearheading a call to action. No other agency has yet to commit to working with the San Francisco Press Club — even though we are in a symbiotic relationship with journalists. It took some prodding for other agencies to call out the harmful effects of the Texas abortion ban. However, if you want top talent, people need to see that your purpose isn’t just a marketing strategy, it’s ingrained in your business.
Give employees a voice (and actually listen to them)
Purpose-driven cultures aren’t built from the top down, they’re co-created with your team. If employees don’t feel heard, they won’t buy into your mission. That’s Bospar has a flat organizational structure that fosters open communication, cross-functional teamwork and transparency. We don’t believe in rigid hierarchies where only senior leaders make decisions. Instead, we actively solicit ideas from all levels of the organization, whether it’s in team meetings or one-on-one check-ins. No scripted agendas, no corporate fluff, just real conversations about what’s working, what’s not and what to do next.
Recognize purpose-driven initiatives
People want to feel like they’re part of something bigger than themselves. That means recognizing when your team does purpose-driven work that matters. When our team does something that moves the needle, we make sure it gets the spotlight it deserves.
Internally, we celebrate wins at All-Hands meetings, in our newsletter and through our dedicated “Bospar Shoutouts” Slack channel, so that every team member knows their contributions matter.
We ensure the world sees our team’s impact, too. That means submitting our client campaigns for industry awards — did I mention we won over 200? — crafting press releases and publishing thought leadership articles that showcase our contributions.
Can you share a specific example of how embracing a purpose-driven culture helped your company attract exceptional talent or achieve a significant business goal?
Recently, Bospar’s stance on remote work led us to an incredible new hire.
This past January, Business Insider published an article about a PR professional with cerebral palsy who was struggling to find a job that accommodated his needs. He was navigating a landscape where return-to-office policies made it harder for people with disabilities to secure roles that fit their expertise. We saw the article. And instead of just sharing it or offering words of support, we did something radically simple: we reached out.
Bospar has been fully remote since 2015 — not as a pandemic pivot, but as a fundamental belief that talent isn’t limited by geography or ability. We knew this person had the skills, the drive and the experience to thrive in PR. The only thing missing was a company willing to meet him where he was.
So, we hired him.
Not because it was a PR move. Not because it checked a diversity box. But because he was filled with passion and good at what he did.
The takeaway? A purpose-driven culture doesn’t just help you attract great talent — it helps you recognize it. And sometimes, all it takes to find the right person is paying attention, reaching out and saying, “We see you. We want you on our team.”
What advice would you give to leaders of smaller companies or startups who want to build a purpose-driven culture but don’t know where to start?
Pick a purpose that’s authentic to who you are, not something that is “trendy.”
Too many companies chase whatever social issue is making headlines that week. Instead, ask yourself: What do we actually believe in? What’s personal to us?
At Bospar, we didn’t invent our values to impress anyone — we built them around what we cared about.
If you’re struggling to find your purpose, consider your own story. What problem are you solving? What change do you want to see in your industry? The best company missions come from something real.
What are some common mistakes leaders make when trying to create a purpose-driven culture, and how can they avoid them?
A lot of leaders want a purpose-driven culture — until they realize it requires actual commitment. They like the idea of purpose but don’t want to deal with the realities of living it. Here are the biggest mistakes I see (and how to avoid them):
- If your “purpose” only exists in press releases and LinkedIn posts, people will see right through it. Make sure purpose drives real decisions. If you say you care about work-life balance, don’t just talk about it, design policies that protect it. If you claim to support diversity, don’t just post a statement, hire diverse leadership and build pathways for underrepresented talent.
- Many companies love the idea of purpose until it gets uncomfortable. They want to support causes that are easy, neutral and risk-free. However, the issues that actually matter usually come with some level of risk. Decide early what your company stands for and commit, even when it’s not the popular choice.
- Too many leaders think launching one campaign or initiative is enough. It’s not. Culture isn’t a single action — it’s a continuous process. If you treat purpose like a one-off project, employees and customers will see it as performative. Purpose needs to be woven into everyday operations. It should inform hiring, business decisions, client work and company policies. If it’s not showing up in the small decisions, it’s not really part of your culture.
How do you ensure that your organization’s purpose evolves and remains relevant as your company grows and the world changes?
A purpose that stays static in a changing world isn’t a purpose — it’s a relic. If your mission doesn’t evolve, it stops being meaningful.
If you want your purpose to stay relevant, you have to pay attention to what’s happening beyond your industry. Too many companies get trapped in their own bubble, missing the bigger picture. The world is always shifting.
A company’s purpose isn’t defined by leadership alone — it’s shaped by the people who make the business run. Employees at every level bring insights we might otherwise miss, whether it’s about client needs, workplace culture or emerging issues we should take a stand on. If you want your purpose to evolve, don’t assume you have all the answers.
Ask. Listen. Adjust.
A lot of companies start with good intentions but grow cautious as they scale. They get bigger, more risk-averse, more afraid of alienating potential clients. The result? Their purpose gets diluted. We refuse to let that happen. As we’ve grown, we’ve become more outspoken — not less. We’ve taken stronger stances, supported more causes and used our platform to challenge industry norms. If your purpose is weakening as you grow, you’re doing it wrong.
What trends or shifts are you seeing in the workplace regarding purpose, and how do you think these will shape the future of business?
The workplace is undergoing a fundamental shift, one where purpose isn’t optional anymore. Employees, clients and consumers are all expecting companies to stand for something. And the companies that don’t? They’ll lose talent, business and relevance.
For years, brands got away with being neutral on controversial topics. That era is over. Employees and consumers expect companies to take a stand on issues that matter — whether it’s human rights, climate change or social justice. Companies that avoid tough conversations to “protect their brand” will lose trust. Those that take bold, authentic stances will build stronger, more loyal communities.
In your opinion, how does having a purpose-driven culture impact not just employees, but customers, clients, and the broader community?
A purpose-driven culture isn’t just about making employees happy — it creates a ripple effect that touches every part of a business. When a company truly commits to its values, it shows up in how it treats its people, serves its clients and contributes to society.
Consumers today make decisions based on more than just price and product. They want to know what a company stands for. Brands that integrate purpose into their DNA don’t just attract buyers, they create movements. We’ve seen this across industries. Companies that take a stand, whether on sustainability, social justice or ethical business practices, build deeper connections with their customers.
Clients want a partner that doesn’t just follow trends and leads with integrity. A strong purpose builds long-term loyalty.
Businesses have power. The question is: Are they using it responsibly? When businesses take action, they can move the needle on real-world issues. Purpose-driven companies do more than make money — they make a difference.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people by building purpose-driven workplaces, what would that be? You never know what your idea can trigger. 🙂
I’d start a movement called “Bring Your Whole Self to Work.”
For too long, workplaces have expected employees to check parts of their identity at the door. Whether it’s hiding personal beliefs or toning down cultural expression, too many companies still operate under an unspoken rule: Fit in first. Be yourself later.
That’s backwards.
A truly purpose-driven workplace doesn’t just allow authenticity — it expects it. Because when people feel free to be who they are, they do their best work.
Employees shouldn’t feel like they need to adopt a different personality at work just to be taken seriously. That means creating an environment where diversity of thought, identity and background is valued. At Bospar, we actively seek out different perspectives because we know that the best ideas don’t come from echo chambers.
If companies want innovation, loyalty and passion, they need to stop forcing employees to conform to outdated corporate norms. The future of work belongs to organizations that embrace authenticity, encourage individuality and stand behind their people — not just their profits.
How can our readers further follow you online?
I overshare on LinkedIn! My profile can be found here: https://www.linkedin.com/in/curtissparrer/
About the Interviewer: Chad Silverstein is a seasoned entrepreneur with 25+ years of experience as a Founder and CEO. While attending Ohio State University, he launched his first company, Choice Recovery, Inc., a nationally recognized healthcare collection agency — twice ranked the #1 workplace in Ohio. In 2013, he founded [re]start, helping thousands of people find meaningful career opportunities. After selling both companies, Chad shifted his focus to his true passion — leadership. Today, he coaches founders and CEOs at Built to Lead, advises Authority Magazine’s Thought Leader Incubator.
Curtis Sparrer of Bospar On How to Build a Purpose-Driven Culture That Attracts Top Talent was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.