![]() We’ve taken a serious topic and infused fun by having a blooper reel at the end. As with anything else, you have to remain authentic. Everyone knows what is happening, and staffers are eager to show how they’ve contributed to our success. “Every month, we present a ten-minute video, including a PowerPoint presentation that walks everyone through our financial standings the clients’ contributions to our revenues a review of our billings and how we are tracking for the year,” Meade continues. “We laid the groundwork in 2018,” Meade says, “with a year of webinars and other training for our employees so they could understand financial reports and other documents. In good times and bad, the company pulls no punches. ![]() If anyone moves, they can still work for us.” Mark Meadeīut one of Goodway’s most distinguishing characteristics is its level of financial transparency. “We’ve also been a 100 percent remote work company since 2010, and that lets us tap into significant talent, no matter where they’re located. Their active stance drives more business through the door.” And they tend to treat the clients’ advertising budgets as their own, making sure funds are spent wisely. “Our staff strives to solve business problems for clients, not simply take their orders. “It’s a sort of infinity loop,” Meade explains. If anyone moves, they can still work for us.”Įvery employee is treated like a meaningful stakeholder in the company, and that sense of belonging translates to better business. “And that lets us tap into significant talent, no matter where they’re located. “We’ve also been a 100 percent remote work company since 2010,” Meade continues. “We concentrated on bringing our strengths to additional clients across other growing industries, such as retail, healthcare, B2B, and more. “When I came to Goodway, about 90 percent of our business was in the automotive industry in 2009, that automotive market wasn’t doing so well,” he says. And that’s been driven by two major engines. Employment has exploded from just 35 people then to nearly 550 today. Meade has seen other changes since joining the company in 2008. We’re exclusively digital now,” says Mark Meade, Goodway’s chief financial officer. “We experimented in it with our existing client base, and it worked so well that Goodway’s last printing job came off the presses in 2011. Things changed in 2006, when a Goodway client who was interested in digital marketing, something still in its infancy at the time, joined the company. Things are different at Goodway Group, a global digital media and marketing services firm with an emphasis on financial transparency that has contributed mightily to its employee loyalty, award-winning culture, and bottom line.įounded in 1929, Goodway started as a printing company that expanded its marketing services over time into channels such as direct mail, newspaper inserts, and the like. There might be generalized claims of doing well (or poorly) but not a lot of detail. Jessup when it comes to sharing financial information with employees.
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