49. Culture as a Competitive Advantage in Private Equity w/ Argosy Private Equity

In this episode of the Culture Architects podcast, David Friedman speaks with Lane Wiggers and Don Charlton from Argosy Private Equity about the critical role of company culture in private equity investments. They discuss how Argosy differentiates itself by prioritizing culture as a competitive advantage, the challenges of changing company culture, and the importance of assessing cultural fit during acquisitions. The conversation also covers measuring the impact of culture on business success, the significance of leadership in cultural transformation, and valuable lessons learned from their experiences in the industry.

In this episode of Culture Architects, David Friedman interviews Brian Cali, a molecular biologist turned entrepreneur and investor. Brian shares his journey from a young science enthusiast to co-founding Ironwood Pharmaceuticals, emphasizing the importance of relationships, culture, and collaboration in building successful companies. As Ironwood grew, Brian navigated the challenges of maintaining a healthy company culture and adapting to organizational complexity. After a successful career in biotech, he transitioned to climate advocacy, focusing on community building and empowering others to engage in climate action. Brian's story highlights the significance of intentionality in leadership and the ripple effect of decisions made within organizations.

Part Two opens with the case for representation—why teams that reflect the communities they serve make better decisions—and explores the outsized role of language in building trust, shared meaning, and belonging. Leo closes with practical guidance leaders can use to translate inclusive intent into everyday behaviors.

Leo Sanders demystifies DEI by defining it in plain terms, grounding it in civil-rights practice, and connecting it to performance: attract broader talent, retain it, and remove barriers so people can thrive. He addresses the common backlash by showing how critics often reduce DEI to one tactic, and he offers a pragmatic approach—universal design and phased improvements—to make progress without breaking budgets.

Part Two picks up with the leader’s job of clarity and a practical discussion of value types (core vs. permission-to-play, aspirational, accidental) and how language choices either create dissonance or drive behavior. Ann and David explore how to translate purpose and values into daily practice—so culture lives in what people actually experience, not just what’s printed on the wall.

Ann Melinger, CEO of bink, joins David to chart the shift from “engagement” to culture—and why experiences, not perks, reveal who you really are under pressure. Ann introduces bink’s culture compass (values, behaviors, beliefs/mission/vision, experiences) and makes the case for leadership alignment, manager enablement, and writing behaviors instead of aspirational “we” statements.

Part Two picks up with John Bollman’s answer about Pella’s six culture accelerators and the link between culture and performance. John shares how Pella’s intentional focus on leadership development, recruiting for fit, and integrating acquisitions has helped the company outperform its industry for years. He also reflects on lessons learned throughout his career — and why he believes the greatest gift a leader can give is a culture where people can thrive.

John Bollman, CHRO at Pella Corporation, joins David for a conversation about how leadership and culture shape a company’s long-term success. In Part One, John traces his career from law to HR, the early lessons he learned at Whirlpool, and how Pella set out to define a culture anchored in caring, learning, and results. The episode ends just as David asks about the connection between culture and results — a question John answers in Part Two.

Part Two opens with Nathan Hall’s answer to the question: what do people most often get wrong about DEI? From there, Nathan reframes diversity, equity, and inclusion as foundational to all culture work, not separate initiatives. He explains why friction can actually fuel creativity and progress, and he previews Culture Check’s new Work of Us framework — designed to help leaders lower the temperature and align their teams to move forward together.

In Part One, David speaks with Nathan Hall, founder and CEO of Culture Check, about his path from sociology student to business leader, and how his turnaround work at Simple Story shaped his approach to culture. Nathan reflects on vulnerability, belonging, and the personal roots of his leadership philosophy. The conversation closes with David asking Nathan to weigh in on the biggest misconceptions about DEI — a question Nathan answers when Part Two begins.