An Interview With Chad Silverstein
The best cultures thrive on a balance of speed, quality, and passion, ensuring that people feel both motivated and aligned with the company’s mission. A company’s mission may start with leadership, but its values must come from its people. When employees are given the opportunity to shape those values, the culture becomes real, lived, and embedded in the way work gets done.
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 Steve Cox, Chief Executive Officer, Employ.
Steve Cox is a distinguished executive with an exemplary history in guiding business growth and technological innovation. Cox has more than 25 years of experience transforming companies into robust, customer-centric organizations, and deep expertise in SaaS environments, go-to-market strategies, and M&A transactions. His accomplishments in these areas have been recognized with the highest ratings in operational excellence, commercial orientation, and team building.
Most recently, Cox served as COO of Community Brands, a leading provider of B2B cloud-based software and payment solutions. Prior to that, he served in several executive level roles at Vertafore, Chess and TSG.
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?
I actually started out as a pure techie, working my way up through the ranks. Early on, I was deeply focused on solving complex problems with technology. But when I took my first management role, I’ll be honest — I didn’t love it at first. Telling people what to do didn’t come naturally to me.
What I quickly realized was that success wasn’t just about individual expertise; it was about getting people mobilized, driving efficiency, and ensuring the team was operating in a way that allowed us to achieve our goals faster and more effectively. As I moved my way up, I saw firsthand that leadership required different tactics the further you got from individual contribution.
Over time, what started as a challenge became something I truly enjoyed — figuring out how to align a team, create momentum, and execute a mission with precision. That intersection of people and technology became my passion, and I developed a strong skill in bringing the two together to drive real impact.
The opportunity to combine a passion for developing people with technology, not only to lead Employ and benefit our internal people, but also the opportunity to provide those services and use platforms to bring great people to build companies themselves.
Can you share the most interesting story that happened to you since you began working in leadership, culture building, or purpose-driven organizations?
One of the most valuable lessons I’ve learned in leadership came during my time in the U.K., working for a company striving to be the Sunday Times’ #1 place to work. The CEO was deeply focused on culture, with intricate feedback loops between employees and leadership.
At the time, we measured everything — rating speakers on energy, attitude, and delivery. But what truly matters is how you show up for people. As leaders, we move fast, but a simple interaction — an email, a comment — can mean far more to an employee than we realize. Leadership isn’t just about big decisions; it’s about being present in the small moments that shape culture every day.
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?
One of the most important traits that has shaped my success is transparency — creating an environment where employees feel informed, engaged, and empowered. From day one, I’ve believed in open communication, holding all-company meetings where we share both the good and the bad. Transparency isn’t just about delivering updates; it’s about creating space for open questions and honest discussions and ensuring employees feel like true stakeholders in the company’s journey.
Another key trait is thoughtful yet fast decision-making, especially when it comes to change management. People are naturally incrementalists, hesitant to embrace big shifts, so when leading organizational changes, I’ve learned that success comes from clearly laying out the why, what, and how behind every decision. One example was when we introduced a major structural shift — rather than rolling it out abruptly, we took the time to communicate the vision, ensuring everyone understood the strategy, the roadmap, and their role in making it a success.
I believe in building a high-performance culture — one that isn’t just about feel-good values but about setting clear expectations and driving results. Culture isn’t dictated from the top down, but leadership must establish that performance matters. People want to be part of a team that’s striving to win together, and that means recognizing and rewarding excellence while also addressing underperformance. A strong culture isn’t just about inclusion — it’s about ensuring that high performers are surrounded by other high performers, creating an environment where talent thrives, people are held accountable, and success is a shared goal.
I recently came across a note on LinkedIn about diversity and the power of the words we use — it really struck me how much influence leaders have, especially on those early in their careers. When someone is just starting out, they don’t always know what’s possible, and the way we guide, challenge, and support them can shape their entire trajectory.
For me, leadership is about empowerment. But with empowerment comes accountability. I believe in investing in people — finding those with ambition and creating opportunities for them to grow. Whether it’s through structured programs like boot camps, career pathing, mentorship, or coaching, it’s about helping people adapt, take ownership, and develop into leaders themselves. The more we empower our teams, the more responsibility they take for their own success — and that’s where real impact happens.
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?
To me, it means creating an environment where our people, investors, and customers are all aligned behind a shared vision — one that balances returns for all our key stakeholders.
Importantly, culture isn’t something leadership dictates. People drive culture. As leaders, our role is to create the space, set the vision, and ensure there’s alignment so that our teams can shape and live it every day. It’s about setting clear standards and making sure that purpose isn’t just a statement — it’s embedded in how we operate, make decisions, and engage with each other.
When done well, a purpose-driven culture attracts and retains top talent because people want to work where they feel connected to something bigger than just a job. They want to know that their work has an impact, that their company stands for something meaningful, and that leadership is committed to both business success and individual growth. That’s the kind of culture that fuels innovation, drives performance, and ultimately creates long-term success for everyone involved.
How did you identify and define the mission or purpose of your organization? Was it inspired by a particular event, challenge, or insight?
When I joined, Employ was made up of three distinct businesses, each with its own culture, processes, leadership teams, and ways of working. We couldn’t simply put a new name over these companies and expect cohesion. Instead, we had to do the real work — aligning systems, processes, people, customers, and most importantly, hearts and minds.
That’s why defining our mission wasn’t just about crafting a statement — it was about creating something our entire organization could rally around. We needed a shared purpose that united these three entities under a common cause. Through this process, we uncovered the story of Employ and what it truly stood for: a commitment to building a performance-driven culture that fuels success and positions us as the leading provider in our category.
Our mission became the foundation for everything — from how we integrate teams to how we set goals, drive performance, and engage with customers. It wasn’t just a functional task of bringing together systems and policies; it was about creating a shared vision that inspires our people and drives our collective success.
What are the key steps leaders can take to embed purpose into the day-to-day operations and decision-making of their companies?
First, set clear, understandable goals that roll throughout the organization — people don’t want to remember a long list. Instead, we anchor everything around a rallying cry — a defining statement of what we are collectively trying to achieve. Under that, we establish five key objectives that ensure everyone is aligned.
Every decision and action should tie back to that rally cry — is the work I’m doing moving us toward our mission? Once priorities are clear, success comes down to hiring the right people, empowering them, and holding them accountable — not on effort, but on outcomes. When purpose is embedded at every level, it becomes the driving force behind execution and results.
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 is the foundation of a purpose-driven culture. While everyone plays a role in driving it, leadership sets the vision and ensures alignment. Purpose isn’t just a statement — it’s how we operate, empower teams, and hold ourselves accountable.
For example, we have identified a Senior Leadership Team (SLT) that reinforces this with a united passion to drive real change. It’s not about face time; it’s about tracking progress, aligning priorities, and embedding purpose across every function — product, marketing, support, and beyond.
A strong culture thrives when leadership models it in action, not just words. By setting the vision, empowering teams, and ensuring accountability, we make purpose part of how we work every day.
How do you handle skepticism or resistance from team members or stakeholders who may not immediately understand the value of focusing on purpose?
Handling skepticism around purpose starts with accountability. If team members or stakeholders don’t immediately see the value, it’s on leadership to clearly articulate it. That means not just stating our purpose but connecting it to real impact — helping individuals understand how their work drives our mission forward.
When there’s resistance, we engage in conversation. We work with individuals to explore the deeper value of our purpose and show how their contributions make a difference. Often, clarity and alignment come from understanding the bigger picture.
However, we also recognize that not every company is the right fit for every person. If, after multiple conversations, someone still doesn’t align with our mission, it may be a sign of misalignment. In those cases, we focus on supporting them in finding an organization where their values and goals are a better match — because when purpose and passion align, both individuals and businesses thrive.
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.
Building a purpose-driven culture isn’t just about words — it’s about creating an environment where people feel valued, supported, and inspired. If you want to attract and retain top talent, here are five key steps I would recommend.
- Leverage Referrals & Reputation: The best hires often come through referrals. When your employees believe in the culture and purpose of your company, they naturally become ambassadors, bringing in like-minded talent
- Treat People Well-Even on the Way Out: How you treat employees when they leave says just as much about your company as how you treat them while they’re there.
- Build Purpose Through Customers & Partners: Your culture isn’t just internal — customers and partners see how you operate. When they experience the way you treat people, they’re more likely to provide referrals and recommendations.
- Invest in Growth Opportunities: Top talent wants more than a job — they want a career path. Programs like jumpstart hiring initiatives and skills development opportunities create clear pathways for employees to grow, ensuring they stay engaged and motivated.
- Prioritize Internal Mobility: A truly purpose-driven company helps employees build long-term careers, not just fill roles. Show candidates and employees that growth is part of your DNA by highlighting real examples of team members who have made lateral and vertical moves within the company.
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?
Creating an environment where people feel empowered and aligned with the mission and vision will help them become your strongest advocates. For example, when you hire exceptional talent, provide clear direction on purpose and goals, and give them the freedom to execute, this not only drives results but also attracts additional diverse talent through authentic referrals, helping you exceed your goals.
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?
For leaders of smaller companies or startups looking to build a purpose-driven culture, the first step is clarity — understanding why you built the company in the first place and what you’re trying to achieve. Purpose isn’t just a tagline; it’s the foundation of everything you do. Start by engaging your people. Ask them why they’re here. What motivates them? What connects them to the mission? Culture isn’t built in isolation — it’s a collective effort. Create a working group to align your business goals with the culture you need to empower people and drive impact.
Transparency is key. Regular check-ins, open conversations, and sharing both wins and failures ensure that people feel like they’re part of something bigger, not just employees but contributors to the company’s journey. Daily or weekly standups are a great way to keep people informed and connected to what’s happening inside the business.
Too often, leaders focus only on financial goals. But real success comes when people understand the highs and lows, the challenges and victories, and most importantly, the role they play in turning vision into reality. When people see how their work directly impacts business performance, they become more engaged, more invested, and more purpose-driven. Start small, stay intentional, and make purpose the driving force behind everything you do.
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 leaders make when trying to create a purpose-driven culture is assuming they already know what it should be before engaging with their people. Culture isn’t something that can be dictated from the top down; it must be built from the bottom up. Leadership’s role is to set the direction, define goals, and empower people — then create the space for them to operate and succeed. Simply putting five words on a wall doesn’t create culture; it’s about how people work, interact, and make decisions every day.
The best cultures thrive on a balance of speed, quality, and passion, ensuring that people feel both motivated and aligned with the company’s mission. A company’s mission may start with leadership, but its values must come from its people. When employees are given the opportunity to shape those values, the culture becomes real, lived, and embedded in the way work gets done.
How do you ensure that your organization’s purpose evolves and remains relevant as your company grows and the world changes?
Ensuring our purpose evolves with growth and change requires reflection and alignment. Just as we revisit our budget and forecasts annually, we also assess whether our mission remains relevant to today’s landscape. Every planning cycle is an opportunity to ask: Are we still aligned with our core purpose? Regular check-ins — through leadership discussions, employee surveys, and company-wide meetings — help us take the pulse of our teams. These insights allow us to refine our direction and ensure that our purpose isn’t just a statement. Continuously listening and evolving helps keep our mission both meaningful and impactful.
What trends or shifts are you seeing in the workplace regarding purpose, and how do you think these will shape the future of business?
Purpose is more important than ever, but how businesses communicate it is evolving. Customers and candidates today do extensive research before engaging with a company, meaning businesses have less opportunity to pitch their value directly. To stay relevant, organizations need a strong external presence that aligns with internal messaging — sharing case studies, stories, and a clear vision so people immediately understand what they stand for.
For example, we recently rebranded with a people-first focus — serving HR professionals with the goal of helping companies find great talent. Our mission is simple: match great talent with great companies to build great careers. Making that message clear externally is critical, especially given evolving buying cycles.
Another key shift is Return to Office (RTO) strategies and their impact on workplace purpose. Purpose-driven organizations connect people to the why — whether in-office, remote, or hybrid. Without that clarity, culture weakens. RTO can enhance collaboration and speed for certain tasks, while remote work offers flexibility and attracts top talent. The key is aligning workplace decisions with mission-driven objectives, ensuring teams stay connected to the company’s purpose, no matter where they work. As businesses evolve, staying clear, consistent, and adaptable in communicating purpose will be essential for long-term success.
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 doesn’t just inspire employees — it creates a ripple effect that reaches customers, clients, and the broader community. The best cultures balance speed, quality, and passion, ensuring people feel motivated and aligned with the company’s mission. While leadership sets the vision, real culture comes from our people. When employees shape our values, they become part of how we work every day.
The way our employees speak on behalf of the organization and the energy they bring to their work is a direct reflection of our culture. When people believe in what they do, it translates into stronger relationships, better service, and a more meaningful connection with the community around us. That’s the power of a purpose-driven culture; it doesn’t just define who we are; it shapes how we show up for everyone we interact with.
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?
If I could start a movement that would bring the good to the most people by building purpose-driven workplaces, it would be centered on redefining hiring and career growth — shifting away from outdated credentials and toward skills, potential, and purpose. For too long, we’ve prioritized formal education as a gatekeeper to opportunity, but the reality is that aptitude, ability, and alignment with purpose matter far more. Hiring should be about fair access, ensuring that everyone — regardless of background — has a chance to contribute meaningfully. A college degree should never be a disqualifier for great talent.
At Employ, we believe in opening doors, not closing them. That’s why we are committed to building programs that focus on potential rather than pedigree. We are also dedicated to creating pathways for growth within organizations — where people can start at entry level and develop into leadership roles, ensuring that companies aren’t just hiring talent but building it from within.
For example, our Jumpstart program is a business development representative development program designed to equip new Enterprise and Midmarket Business Development Representatives with the skills and knowledge needed to drive our market efforts effectively. Whether hybrid onsite/remote cohort-based model benefits early talent by providing structured onboarding and consistent training, fostering peer support, and streamlining recruitment. This approach enhances engagement and retention and offers valuable feedback for continuous improvement.
Purpose-driven workplaces thrive when they attract individuals who believe in what they do and are supported in growing their careers. If we truly want to create good, we must build workplaces that hire fairly, nurture talent, and give everyone a chance to succeed.
How can our readers further follow you online?
LinkedIn: https://www.linkedin.com/in/steve-cox-588a2024/
This was great. Thank you so much for the time you spent sharing with 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.
Steve Cox of Employ 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.