Ron Kinkade
Every few years, we step away from our day-to-day work so we can reset as a company and focus on what guides us. Our trip to Chattanooga carried even more weight because it also marked our 20-year anniversary. We are twenty years into the goal of building a 100 year company, and this moment gave us the space to reflect on what has carried us this far and what will carry us forward. The time away helped us look closely at who we are, where we are headed, and what truly connects our work to our impact.
We partnered with Haley Rushing from The Purpose Institute, and she did an exceptional job guiding us. Haley talked with our leaders, studied employee feedback, and read hundreds of customer reviews. She came into the workshop with a deep understanding of how our customers experience us, how our employees describe our culture, and what themes show up across every perspective. She helped us see what was already there and pushed us to articulate the purpose that sits beneath everything we do. Her work was thoughtful, thorough, and exactly what we needed.
The pivotal moment came during a constellation exercise. Haley placed three purpose statements around the room and asked us to stand near the one that felt closest to the truth. The debate started the second we began choosing our spots. People questioned wording, challenged nuance, and pushed on meaning while physically moving across the room. It was a sign of how much the team cared. As the discussion continued, the clusters shifted. People moved again, then again, and eventually the room started to drift toward a single version. It was not perfect alignment, but the pull was unmistakable. It felt like we were uncovering something real rather than negotiating a compromise.
After returning home, we refined the wording for two weeks. When we revealed the final statement, I saw people break into smiles. Some saw their contributions reflected in the words. Others felt a connection right away. Several shared that it captured something deeper than their day-to-day work.
Our new purpose is simple and clear: To deliver the messages that matter.
The deeper meaning behind our purpose
These six words "To deliver the messages that matter" carry meaning across several layers of our company. Each layer reveals something different about who we are and what we’re aiming to build.
The literal layer, our product and service
- To deliver speaks to reliability, care, and responsibility. We make sure important information reaches people when they need it.
- The messages are the urgent, time-sensitive communications our customers send to their communities, employees, patients, and job seekers.
- That matter reflects the fact that people rely on these messages to act, stay safe, show up, or move forward in their lives.
The culture and employee layer, how we show up for each other
- To deliver means showing up fully, supporting each other, and acting in ways that strengthen trust. Every action is a form of delivery.
- The messages are the signals we send through our behavior, decisions, and values. They show people who we are and what we stand for.
- That matter highlights the real impact we have on each other and on our families. The experience employees have here changes lives, not just workdays.
The business as a force for good layer, the example we set
- To deliver means having the courage to bring something meaningful into the world and model a better way of doing business.
- The messages are the values and principles we demonstrate through how we treat people, how we run the business, and how we make decisions.
- That matter points to the influence we have on our broader community. Community includes our customers, vendors, partners, and everyone we interact with. The way we operate sets a standard we hope others choose to follow.
The stewardship and employee ownership layer, the future
- To deliver means carrying something precious with care and protecting it for those who come next.
- The messages are the commitments we signal through long-term thinking, shared ownership, and decisions that preserve what makes this place special.
- That matter recognizes the responsibility we have to build a company that future generations of employees can be proud of and benefit from.
This purpose fills a gap we had. We have a strong culture, but we needed a connector that tied our Formula, Manifesto, and Values together. This statement gives us that connection. It gives us clarity. It gives us a north star that helps us focus on what matters most.
The energy in Chattanooga made it clear that the team was ready for this. The conversations were open and thoughtful. People tied their personal motivations to the purpose in different ways. Some connected to the service we provide. Some connected to the culture. Some connected to the long-term responsibility behind employee ownership. That range is what gives the statement strength.
My hope is that this purpose inspires the people who read it. I hope it shows that a company can operate with intention and still grow. I hope it encourages other leaders to question the assumptions they hold about workplaces. And I hope it helps us continue building a company that delivers the messages that matter in every sense of the phrase.