Lindsay Ornstein and Stephen Powers of OPEN Impact Real Estate On How to Build a Purpose-Driven Culture That Attracts Top Talent
An Interview With Chad Silverstein
Better outcomes come from aligning real estate strategy with mission, diverse viewpoints and long-term client success.
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 Lindsay Ornstein and Stephen Powers.
As a part of this series, we had the pleasure of interviewing Lindsay Ornstein and Stephen Powers.
Lindsay Ornstein and Stephen Powers are the co-founders of OPEN Impact Real Estate, a certified Women Business Enterprise (WBE) and mission-driven commercial real estate advisory firm serving nonprofits, schools, foundations, cultural institutions and corporations. Together, they built OPEN around the belief that better outcomes come from aligning real estate strategy with mission, diverse viewpoints and long-term client success. Ornstein is known for her focus on culture and positive outcomes, while Powers brings more than 20 years of nonprofit-focused real estate experience.
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?
We came to this work from different but highly complementary paths. Over time, we both came to the same conclusion: the industry needed a top-flight firm that could deliver exceptional real estate services while also bringing more diverse viewpoints to the table. Building OPEN as a WBE was a natural extension of that thinking — creating a platform that reflects broader representation while delivering best-in-class results.
Can you share the most interesting story that happened to you since you began working in leadership, culture building, or purpose-driven organizations?
We’ve seen how quickly people from very different backgrounds can align when the mission is clear. One moment that stands out was offering an internship on the spot to a nonprofit honoree who expressed interest in real estate. It wasn’t planned, but it felt like the right thing to do in that moment.
What stayed with us wasn’t just the gesture — it was the reaction in the room and within our team afterward. It reinforced that when your culture is grounded in purpose, decisions become more instinctive and values-driven. It also showed how small, tangible actions can have a much bigger ripple effect, both for the individual and for how your team experiences leadership.
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?
Overcommunication, integrity and a focus on outcomes have been foundational for us.
Overcommunication is about removing uncertainty. In our business, when clients or team members feel in the dark, trust erodes quickly. We’ve found that even when there isn’t a final answer, proactively sharing updates keeps everyone aligned and confident in the process.
Integrity is about consistency — doing the right thing even when it’s not the easiest or most profitable decision in the moment. There have been times when that meant advising a client against a deal or taking a more difficult path, but those decisions are what provide the most value to our clients, shifts the focus towards building long-term relationships and credibility in the broader community.
A focus on outcomes ensures that effort is directed where it matters most. We often talk about “return on effort” — making sure the work we’re doing is actually driving meaningful results for clients. That mindset helps prioritize decisions and keeps the team focused on impact rather than activity.
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?
A purpose-driven culture aligns the team around a shared goal and connects the work to real-world impact. It creates a sense that what you’re doing matters beyond the transaction or the day-to-day responsibilities.
As a WBE, that purpose is also reflected in how we build our team and create opportunity — something that resonates strongly with top talent seeking both excellence and meaning. Increasingly, people want to be part of organizations where their work aligns with their values. When that alignment exists, you tend to see higher engagement, stronger collaboration and a deeper level of commitment across the team.
How did you identify and define the mission or purpose for your organization? Was it inspired by a particular event, challenge, or insight?
We saw a clear gap in the market for a firm that could deliver at the highest level while also bringing more diverse perspectives into the work. That insight became even more pronounced during the pandemic, when many industries — including real estate — were being challenged to rethink how they operate and who they represent.
Establishing OPEN as a WBE reinforced that mission and gave it structure. It wasn’t just about representation — it was about performance. We firmly believe that diversity of perspective leads to better decision-making, more creative solutions and ultimately stronger outcomes for clients. That belief became a core part of how we defined our purpose.
What are the key steps leaders can take to embed purpose into the day-to-day operations and decision-making of their companies?
Leaders need to make purpose tangible. It starts with connecting the work to real-world impact so employees can see how what they do contributes to something larger. From there, it’s about creating opportunities for people to experience that purpose — whether through client engagement, volunteer efforts or internal initiatives.
Equally important is embedding purpose into the operating model. That includes how you structure compensation, how you incentivize collaboration and how you train and develop your team. When purpose is reflected in systems and processes — not just messaging — it becomes part of how the organization actually functions.
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 plays a critical role because culture is ultimately set by behavior, not statements. Teams look to leadership for cues on what matters, especially in moments of uncertainty or pressure.
For us, that includes reinforcing our WBE identity not just as a designation, but as a commitment to building a more inclusive and high-performing industry. That shows up in how we hire, how we collaborate and how we engage with clients and the broader community. It also means being consistent — making decisions that align with our values even when it requires more effort or a longer-term view. We also have a core value that everyone should teach something and learn something every day from the team. This creates a culture where leadership is separate from hierarchy and reinforcers of the culture of constant improvement and that the best idea wins, 100 percent of the time.
How do you handle skepticism or resistance from team members or stakeholders who may not immediately understand the value of focusing on purpose?
We welcome it because it often leads to better dialogue and more thoughtful decision-making. Skepticism can lead to important questions and help refine how purpose is communicated and implemented.
At the same time, there has to be a shared foundation. At OPEN, we believe that real estate can be a vehicle for positive impact, and that belief is central to who we are. If someone doesn’t connect with that at a fundamental level, it may not be the right fit. But within that framework, differing perspectives are encouraged — because that’s often where the best ideas come from.
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.
1. Hire for mission alignment
The foundation of any purpose-driven culture starts with who you bring into the organization. Skills can be taught, but alignment with mission is much harder to instill after the fact. At OPEN, we look for people who genuinely believe that real estate can be a vehicle for positive impact — whether that’s supporting nonprofits, improving communities or creating more equitable access to opportunity. When people share that baseline belief, collaboration happens more naturally and decisions tend to be more consistent across the team.
2. Build collaborative systems
Culture is not just what you say — it’s what your systems reward. One of the most important decisions we made was adopting a salary-plus-bonus compensation model, which removes the zero-sum dynamic of traditional brokerage. Instead of competing internally, our team is incentivized to collaborate, share information and support each other. That structure has been critical in attracting talent from more diverse backgrounds, including people who may not have been able to take on the risk of a commission-only model.
3. Train intentionally
You can’t assume culture will develop organically — it needs to be taught and reinforced. We built a formal training platform to onboard new hires and ensure consistency in how we approach client service, collaboration and decision-making. Just as importantly, we pair junior team members with senior professionals across different disciplines so they’re exposed to a range of perspectives. That cross-pollination not only builds skills faster, but also reinforces the idea that there isn’t just one “right” way to succeed.
4. Make values visible
If your purpose only lives in a mission statement, it won’t resonate. It has to show up in how you communicate, how you brand the company and how you make decisions. For us, that means consistently reinforcing our identity as a WBE and a mission-driven firm — not as a talking point, but as something that shapes how we operate and who we partner with. Clients, employees and industry peers should be able to see your values reflected in your actions without you having to explain them.
5. Create shared experiences
Culture is strengthened through shared moments, not just shared goals. We create opportunities for the team to engage with each other and with the communities we serve — whether that’s volunteering with clients, participating in charitable initiatives or even wellness and team-building activities. Those experiences deepen relationships and give people a more tangible connection to the firm’s purpose. Over time, that builds a sense of belonging that is incredibly powerful in attracting and retaining top talent.
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?
Our compensation model and WBE structure have been instrumental in shaping both our team and our growth trajectory. By moving away from a commission-only model, we were able to attract talented professionals who might not otherwise have entered brokerage — people from nonprofit backgrounds, consulting, social work, law, and other adjacent industries who bring a different lens to the work.
At the same time, being a WBE has reinforced our commitment to building a more inclusive and representative team, which in turn has strengthened how we serve clients. That diversity of perspective leads to better strategy, more creative problem-solving and ultimately better outcomes. It has also helped us differentiate in the market — clients increasingly want partners whose values align with their own, and our purpose-driven approach has translated directly into new business opportunities and long-term relationships.
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?
Start by being very clear about what you stand for — and just as importantly, what you don’t. Purpose becomes meaningful when it’s specific and actionable, not broad or generic. Once you define those values, the next step is to embed them into how the business actually operates, whether that’s how you hire, how you compensate people, how you evaluate success or how you engage with clients.
You don’t need to build a large platform or launch major initiatives on day one. In fact, smaller, consistent actions tend to be more effective. That could be giving employees time to volunteer, supporting causes that matter to your team, or simply making sure your internal culture reflects the values you talk about externally. The key is consistency — people will believe what you do far more than what you say.
What are some common mistakes leaders make when trying to create a purpose-driven culture, and how can they avoid them?
One of the biggest mistakes is overpromising without follow-through. It’s easy to talk about purpose, but if employees don’t see it reflected in day-to-day decisions, it quickly loses credibility. Leaders need to be disciplined about aligning actions with messaging, even when it’s inconvenient or requires trade-offs.
Another common mistake is treating culture as something that can be “set” once and then left alone. Culture is dynamic — it evolves as the company grows, as the team changes and as the external environment shifts. The most effective leaders treat it as something that needs ongoing attention, feedback and refinement, rather than a one-time initiative.
How do you ensure that your organization’s purpose evolves and remains relevant as your company grows and the world changes?
We try to build regular moments of reflection into how we operate — whether that’s through team feedback, leadership discussions or simply taking the time to evaluate what’s working and what isn’t. As the company grows, the needs of the team and our clients evolve, and the culture has to evolve with them.
At the same time, we stay anchored in a few core principles — integrity, collaboration and impact — that don’t change. The way those principles show up in practice may shift over time, but the underlying values remain consistent. That balance between consistency and adaptability is what allows purpose to stay relevant rather than becoming static.
What trends or shifts are you seeing in the workplace regarding purpose, and how do you think these will shape the future of business?
We’re seeing a clear shift toward employees wanting more than just compensation — they want alignment, meaning and a sense that their work contributes to something larger. That expectation is especially strong among younger professionals, but it’s increasingly true across all levels of the workforce. The next generations also want clear pathways towards advancement in terms of responsibility and impact, beyond traditional hierarchical title changes.
At the same time, companies are starting to recognize that purpose is not separate from performance — it’s a driver of it. Organizations that can connect their mission to measurable outcomes, whether that’s employee retention, client satisfaction or business growth, are going to have a real competitive advantage. We think the future belongs to firms that can integrate purpose into their operating model in a way that enhances, rather than competes with, business performance.
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 creates alignment across all stakeholders. For employees, it provides motivation and a sense of belonging. For clients, it builds trust — they know what you stand for and what kind of partner you will be. That clarity can be a differentiator, especially in industries where relationships and reputation matter.
For the broader community, the impact can be even more meaningful. In our case, many of our clients are mission-driven organizations, so the work we do directly affects how they serve their communities. When purpose is embedded into the business model, it creates a multiplier effect — success is not just measured by financial outcomes, but by the positive impact those outcomes enable.
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. 🙂
We would focus on redefining how success is measured in business. Too often, performance is viewed narrowly through financial metrics, when in reality the most successful organizations are those that create value across multiple dimensions — employees, clients and communities.
A broader movement would encourage companies to rethink incentive structures, hiring practices and leadership models in a way that expands access and promotes collaboration. Our experience as a WBE has reinforced that when you create more pathways into an industry and bring together people with different perspectives, you get better outcomes across the board. If more organizations embraced that approach, the impact could be significant — not just for individual companies, but for the industries and communities they serve.
How can our readers follow you online?
LinkedIn (personal): https://www.linkedin.com/in/lindsayornstein/
LinkedIn (personal): https://www.linkedin.com/in/stephen-powers1/
LinkedIn (Corporate): https://www.linkedin.com/company/open-impact-real-estate/
Instagram (Corporate): https://www.instagram.com/openimpactre/
This was very inspiring. Thank you so much for joining us!
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.
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