Culture is very important to this organization; we talk about what it means to us, and we plan for ways to cultivate it. When we interview new team members, we discuss it with them.   Why?   Is there a strategic advantage to having a “good” culture?  Perhaps, but if that’s why you value culture, you will most likely struggle to maintain it.  When backed into a corner… you’ll neglect it.

Culture is in your bones.  For Ray Currier, our founder, it was based on the “Golden Rule” or the maxim of reciprocity; treat others as you would want to be treated.  It’s an ethical principle that many people share.  Our culture is based on finding those people and creating a work environment that is structured to foster those admirable instincts.   

Currier has been called a “family company”.  That is true by most definitions, based on ownership, but that misses the point.  It’s not the ownership structure that is important, it’s about empowering leaders to act in the best interests of the team.  This includes recognizing and promoting the value of customers and community.  Without them, we cease to exist.  

Just as a business is a going concern, culture is a work in progress.  Our multiple “Best Place to Work” awards indicate that we have had some success, but our culture, just like many families, evolves and changes, and we must continue to work at it.  In doing so, we must challenge ourselves to recognize our failures, learn from each other, and pursue excellence.

John F. Currier