Iconic tech companies aren’t successful simply because of their products—their people and the workplace cultures they create can be just as vital in securing that success. Google embodies the “Googler” mindset with its own lingo and processes. Facebook promotes the “move fast and break things” philosophy with a need to constantly innovate. These cultures are instantly recognizable, and those who aspire to work there know the environment they’re stepping into.

As a founder, you might think culture is something that evolves over time or becomes important at a certain growth stage. In reality, culture begins on day one. Every decision you make as a founder shapes it. The earlier you are intentional about your culture, the stronger the foundation will be for long-term growth and success.

So, What is Culture?

Culture is far more than having a fun office environment with ping-pong tables or the ability to bring dogs to work. It’s the collective values, attitudes, and behaviors that dictate how your company operates and how employees interact. It includes both the formal values written on your company website and the unwritten rules that guide daily interactions.

Culture manifests in how meetings are run, knowledge is documented, and employees manage time and communicate. It is the rhythm of work life—the expectations for collaboration, communication, and accountability.

Founders set the company’s culture (whether intentionally or by example). Your early hires will reinforce and manifest the values you communicate, even if informally. Culture will evolve, but whether it becomes strong or weak depends on how you act on day one.

Integrating Culture Into Every Step

The Interview Process

Culture starts with the first interview. Be transparent about your company’s values, ensuring alignment from day one. If culture is not embedded in each interview, consider having a specific “culture add” interview.  Amazon’s “bar-raiser” approach is a great example: one interviewer focuses on evaluating a candidate based on a specific cultural value like transparency, trust, or collaboration. Define what behaviors are unacceptable and what would disrupt your team dynamic early on. Asking questions that assess these values will help determine whether the candidate is a good cultural match.

Go further by detailing specific expectations, like starting work at 8 AM, having cameras on for meetings, or working across functions to support other teams. When I worked at a Series B company, we were upfront about our fast-moving, quick-sprint culture in recruiter screens, and it helped weed out candidates who weren’t excited by that.

Onboarding: Setting the Stage Early

Onboarding is a critical moment to solidify your company culture with new hires. The quicker new employees understand the norms, the faster they can contribute effectively. This could involve written guides, buddy systems, or HR-led onboarding sessions.

Onboarding isn’t just about job responsibilities—it’s about integrating new hires into how your company operates. For example:

  • Are meetings always on time or casually late?
  • Where can employees find important information?
  • What’s the communication hierarchy—should they CC their boss on emails?
  • What are the expectations for helping other teams? How is that time carved out?

By answering these questions early, you set new hires up for success and ensure smooth integration into your company culture. At Skylo, a Next47 portfolio company, they believe in heavy cross-team collaboration. Every hire is seen as an asset to the whole company. Thus, each team is involved and carries responsibility for fully ramping up new hires to ensure their success.

Investing in Early Employees

When you invest in your early hires, you’re doing more than filling roles—you’re building future leaders. The first people you bring on will define how your company grows. It’s essential to select individuals who align with your cultural values and are capable of evolving with the company.

Lead by Example

Culture starts from the top. As a founder or executive, you need to live the values you want your team to embody. If you don’t model the culture, no one else will. Sometimes, this means making difficult decisions, such as parting ways with an effective but toxic leader. Though painful at the moment, bad leaders can have lasting negative impacts on company culture.

Identifying a Bad or Toxic Culture & its Impact

Signs of a bad culture are easy to recognize: high turnover, negative Glassdoor reviews, and open conflict among teams. Employees who go rogue, challenge direction without collaboration, or engage in toxic behavior can signal deeper cultural issues.

Weak cultures are harder to spot but are just as dangerous. New hires may take longer to integrate, executives may work in silos, and employees may feel disconnected from the company’s direction. Although the product may succeed, inefficiencies arise, and improvement takes longer than it should.

As a leader, it’s crucial to stay aware of the employee experience and how teams are functioning to identify when your culture may be going off-track. A strong culture ensures that everyone is moving in the same direction with shared values, contributing to the overall growth and mission.

Is it too Late to Change Your Culture?

If your culture isn’t working, it’s never too late to reassess who you are and what values you want to uphold. Ask yourself important questions about:

  • Collaboration: Do you work cross-functionally, asynchronously, or prioritize in-person meetings?
  • Communication: Is information shared through written documentation, company-wide meetings, or via Slack and email?
  • Team Dynamics: What are your expectations for meeting etiquette, trust, and transparency?
  • Growth Mindset: Do you encourage pitching big ideas? Are customer and social values prioritized?

Once you define these key elements, consistency is critical. If meetings are a core value, ensure they’re productive and valuable. If documentation is important, make sure it’s detailed and helpful. If you expect big ideas, give space to see them get tested. Without a solid cultural foundation, you’ll likely hire people who don’t align, leading to collaboration issues, inefficiencies, and fractured team dynamics.

Conclusion

Building a strong culture from the interview process through onboarding and daily operations is key to creating a resilient and cohesive company. By being intentional with your culture from day one, you’re not only building a company—you’re investing in future leaders who will carry your vision forward. The early investment you make in shaping and maintaining your culture will pay dividends in your company’s long-term success.