A culture is defined by why you are doing what you are doing, not what you are doing. Anyone can run a company and say what they do, but to define why they do it is another story. When it comes to Tundra's culture, our President, Wayne LaJoie, sums it up pretty well:
"I've spent a lot of time with very large companies. The best times I ever had at those companies was when I had the latitude to make decisions, be responsible, be accountable, but be able to make an impact personally on something. Once you get too big, you lose that to the point you basically feel like you’re not adding any more value. The big draw for me coming to Tundra was the fact that it wasn't a big corporate situation. The brand was very exciting, because it felt like a family, like everyone had a very important role working together, and it felt very entrepreneurial, which I love and miss completely. I wanted to get that back. Tundra is very customer focused, very customer centric, very entrepreneurial, very out of the box, and ready to try new ideas all of the time – and I love the challenge of that."
"It's not me walking in, punching the clock, and being a number. That's where I came from. Everyone there just does their thing, but doesn't realize how it actually impacts the customer every day, because it got too big. We have an opportunity to impact the customer as we grow, but we don't have to be that big company that is so complex. It's telling someone that the work they come in and do every day has a direct impact on how we treat our customers."
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