nate

Fortune partnered with Great Place to Work to analyze survey feedback representing nearly 100,000 U.S. employees.

GPTW New York 2023-nate_7026401-1

Employees say: 
 
"The culture at Nate makes everyone feel welcome, seen, and heard. Leadership makes a point to give everyone in the room an opportunity to speak and add value. Alongside that, they truly believe in their employees, and offer opportunities within the organization to grow and learn in new projects or positions."

65 Best Small and Medium Workplaces in New York

These are the best workplaces in the U.S. that employ between 10 and 99 people.

GPTW Small Companies 2022-nate

Employees say: 
 
“One of our core principles is "selfcare isn't selfish" -- everyone works hard but prioritizes personal wellbeing across the company! One example of this is what we call "Personal Growth Fridays", in which every Friday is dedicated to personal growth. The company encourages employees to take courses, learn about other areas of the business, and dedicate time to grow as an employee. The culture at Nate makes everyone feel welcome, seen, and heard. Leadership makes a point to give even the smaller voices in the room an opportunity to speak and add value. Alongside that, they truly believe in employees and offer opportunities within the organization to grow and learn in new projects or positions.”

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This week, Allie interviews Taylor Otwell, Founder and CEO of Laravel. Together they discuss Laravel's rise as an Arkansas-based tech company, Taylor's early decisions as a founder, and the passionate Laravel community. Also in this episode: Figma's succesful IPO, OpenAI's latest funding round and the deal of week: Joby Aviation.

OpenAI Raises More Capital, Joby Aviation’s Air Taxi Play & The Power of Community in Tech

Tech

Dan Sheridan’s career journey at Brooks Running has been both a marathon and a sprint. In his years as COO, he led the organization through the pandemic and seismic shifts in the athletic apparel market. Now, as CEO, the race is on as he navigates increased competition, a new and turbulent geopolitical landscape for trade, and the evolving expectations of today’s workforce. Sheridan will share tales from his journey from COO to CEO, and his unique playbook for what is required to propel Brooks to the level of growth that he envisions, while protecting the brand that passionate runners worldwide have come to expect. 

SUCCESSION SPOTLIGHT: HOW TO PROPEL A FAN-FAVORITE BRAND INTO THE FUTURE 

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So who here is a runner? How about a walker? There we go. You're in our addressable market. Well, we're gonna get, we're gonna get into that in a second. So Dan, thank you for joining us, uh, and giving me your time as both an interviewer and as a customer. You know I have a lot of points of view to share, um, but let's start with, uh, state of your business. Um, you had a very good 2024. There's also a big running boom going on. Can you just summarize really quickly for the audience where you want to take Brooks, which. is primarily known as a brand of running shoes for serious runners, and you've got some ambitions to expand the aperture. So just share that with us. Sure. Well, first off, thanks for having me and happy to be here. So if you don't know Brooks, we're a 110 year old company, the oldest American sporting goods company here in the US, and And we've been on a journey as a company over the probably the last 30 years to focus specifically on the sport of run and even more specifically performance run. So we focus on kind of the upper echelon in our category, higher price points and the like, and what we, what we've seen over that 30 year journey is it's all, all of our Our success is rooted first and foremost in the participation of health and wellness around the world, and you're probably seeing it in your communities. It is absolutely booming right now. I've been in the industry 27 years and never seen a running boom like we're seeing right now. Brooks sits right in the middle of that. We're the number one brand here in the US in performance run. And we are expanding globally and it really comes from an intense strategy that we kind of tag as sharp focus creates mass appeal. And so this pinnacle performance positioning has really opened us up. To anyone that moves, and that's why I say if you run, you walk, or you go to the gym, you're our customer. And so we've had incredible success. We've had about 15% compounded annual growth rate over a 24 year period. Um, rooted in that sharp focus, and we believe that we're kind of just getting started. We're 85% of our revenue comes out of the US, so the next chapter for us is global expansion and running's expanding globally right now. Yeah, and I think the the company overall is, which is part of Berkshire Hathaway, it's just north of $1 billion in sales, and you know some of your competitors are um. Uh, are a multiple of that, so obviously there, there's, there's some room for you, um, some of that involves international, some of that involves, uh, more lifestyle products, you know, New Balance should not have the monopoly on dad shoes, right? So, um, so I'll get back to that in a sec. So my, I guess my first question is, you know, you're primarily, um, until recently running shoes that are sold at running stores. Now you want to sell in more countries. You want to sell more products you want to sell more apparel, uh, and you have some designs on having more of your own well what what's in retail called direct to consumers, so your own website and more of your and some stores as well, that's gonna have implications on operations and you happen to be a former CEO, so you can tell us a little bit about uh how you're going to retool the company operationally for, you know, for so it can cast a much wider net and, and not get lost in it. Yeah, I mean, running is, um, it's unique in in this in this way. It's, it's a very local sport. Think about any sport, you have to either drive to a gym or a court or a or a field to go and do a certain ball or bats. For running, you step out of your house. And so we always think about how local running is around the world. We say that there's probably 10,000 communities around the world where running is, is, you know, um, having its day. And so what we try to do. I really build a multi-channel strategy and what that means is we want to assort our brand, sell our brand wherever the greatest retailers are that are focused on run, and that creates complexity at an operational level because we don't own the systems of these retailers. We don't own the distribution. networks, the transportation networks. So what we've had to do is build an operation that really taps in and has agility into all of these partners around the world, direct to consumers kind of our future in terms of developing that channel that will create complexity as well, but we've already done what I think is the hardest thing, which is servicing. Call it 10,000 retailers around the world through our operations network. So my new COO doesn't love it when I say that. The easy part's coming, but it truly is. And so we're trying to wire this thing where if runnings are sorted in a retail store, we want to be there and we want to service it in a really high service environment. So one of the things that's very difficult, I think people who are not in the consumer and retail space underestimate how difficult it is to Get into footwear or get into apparel, um. You know it's, it's, uh, all name names. I'm a reporter, but like Under Armour stumbled with its running shoes and you would think why, you know, they have all the resources there. You guys make very nice running clothes, um, but you're not a big player yet and so can you maybe just explain quickly to the audience why sometimes, you know, intuitively you think it shouldn't be so difficult for a company and yet it is difficult. Yeah, I mean the um. The biggest secret in building performance running footwear, specifically, I'll get to apparel in a second, is 500 people touch our products from the material vendor to when we put it in a box and ship it. To a, to a retailer. So just let that sit in. We, you know, we used to always talk about handcrafted Italian loafers. Handcrafted performance footwear is real. Um, it takes intention, it takes process, and, and one of the reasons there's so many hands in that. over the years labor was so cheap that you could, you could have that many people doing that. But what has happened over the time is that Southeast Asia has become the hub to build the best running shoes in the world. And so we've been able to tap into that. We have partners in Asia for 25 years now that are just fantastic. making performance running gear. We're on a journey in apparel. Um, you know the difference between footwear and apparel is if you're a runner, the footwear purchase is a considered purchase. You, you go through a fit cycle, you know exactly what you want, and every detail matters. In apparel, it's more of an emotional purchase that that brand on your. on your your sleeve or your pocket is an expression of yourself in some ways and so it's less of a considered purchase. It's also more commoditized. You can go to just about any retailer and get pretty good performance products. So we're on a journey there. We've got incredible products and apparel. It'll be the next chapter for Brooks. So you, um, just like, uh, uh, Scott from Chipotle before, uh, who was on stage before was the COO before becoming the CEO. You did the same, uh, trajectory. I think one of the things, you know, I covered retail for a very long time. I think there was a fad about 10 years ago as retailers and consumer brands really were worried about Amazon and our e-commerce isn't, uh, uh, infrastructure isn't isn't up to snuff. So there was a lot of CEOs who suddenly became CEOs in retail land. Whereas there used to be, you know, the, the merchants, the product people, you know, the people have that intuition. How what I'm getting at is what advice can you give to the prospective future CEOs here who are CEOs, uh, make sure that they have both sides of their brains, you know, the operational left side and the more intuitive that you might need in the consumer facing, um, you know, it's, it's, uh, you need both, right? Yeah, um, I use this, this saying with my team that, uh, head above the clouds, feet in the mud. And what I mean by that is, you know, at a COO level or a CEO level, you're, you're always focused on what we call horizon 2, kind of 3 years out. I think my job as CEO is if we, if we stumble in 3 years, that's on the CEO. And so I'm always trying to keep my head above the clouds and yet still base myself in reality and and securing the short term, which is, which is feet in the mud and And that transition from COO to CEO, you get, you get less of your feet dirty at times, and, and you're really trying to see above the clouds, you know, I had good advice from Berkshire Hathaway over the years and And when I moved into this role, one of the best advice I got was to understand your biases as you move into new roles, specifically in the CEO role. I grew up at Brooks 27 years there, had many different roles, so I have a lot of biases in what I think I know about each function. And as a CEO, I think you have to hold balance and equity in your frameworks and mental models so that you don't lean on maybe past experiences from 34 years ago that this is how I did it when I was in that role. So it's a, it's an understanding your biases and then really thinking long term as you as you move into the CEO role. So runners are intensely fanatically loyal to specific models and brands and shoes. Um, you know, when you guys discontinued, one of your models a few years ago, I went into mourning and um I think you called us. I, I called Jim Webber, your predecessor. Uh, I did not win, but anyway, um, how do you get customers, especially runners, this is on their feet. This is everybody's thinking. If I had, uh, that shoe prevents me from getting injuries, how do you get people who might be, you know, in love with Hoka and on and, uh, New Balance to give you guys, you know, they all know that Brooks are great shoes, and I also know AI is a great, like how do you get people to give you guys a try when people are so fiercely loyal? Yeah, I think you know over the years in our industry it was really hard to get people to switch brands. I think that's changed in the last 5 to 6 years for a lot of reasons. One, there's a lot of parity in product. There just is. There's a lot of great product out there. I often say that choosing a running shoes is a bit like choosing your favorite wine. Everyone has a different year, a different vintage, and they, they, they kind of go back to that and they try and find it. And so right now we're in a unique, unique era where there's great product from everyone. So then what is the value prop for the consumer? And you know there's a lot of detail on fit e ride and consistency in product season after season. We update our product every 12 months and so we've been able over a 20 plus year period. To be very consistent in our fit. And so if you love that varietal of the glycerin that Phil wears, that you're going to get that fit every single time, and that comes from long term manufacturing relationships, comes from sweating the details on fit feel ride, you know, on a marathon mile 22 really matters if your shoe is going to work, and we spend every day. Trying to figure that out for the runners, so consistency in our industry is the most important thing, and innovation can't disrupt that consistency. So innovation is moving really fast in materials and mid souls and the like, and you know we've been able to keep innovation coming without, you know, really impacting the consistency of our fit, fuel and ride. OK, so a quick final question for you. I mentioned Jim Webber, uh, whom you succeeded last year. Uh, he was there for more than 20 years. Basically, he saved Brooks, um, and it was on the verge of bankruptcy. I did, I forget. How, what, what do you want to do for Brooks? Yeah. Well, what I was super lucky at Brooks. I studied under Jim Webber, who was the modern day founder of this strategy and as Phil said, really set us on a path for growth. You know, our next version is expanding this brand around the world. As I said, 85% of our revenue comes out of the US. We're mostly footwear, and we have now permission to expand this brand. What's happening and running right now is super interesting. Participation rates around the world are skyrocketing. I was in China two weeks ago. The stat that we were told was there were 40 marathons in 2020. There's 450 marathons in China. So this brand is just getting started and it'll be expansion mode for us. All right, well, on that note, go for a run tomorrow at 5 in the morning when it's 70 and stay healthy. So join me in thanking Dan for being with us today. Thank you.

As energy security and supply chain resilience dominate global priorities, a new axis of investment and infrastructure is emerging across ASEAN, the Gulf, and China.
From undersea cables to hydrogen ports, and from integrated maritime corridors to electrified freight, the region is laying down the hardware of the 21st-century economy.
How are capital, sustainability, and scale being aligned across borders?
What models of cross-regional cooperation are working—and which need a rethink?
How are Gulf entities positioning themselves not just as investors, but as long-term operators in Asia’s most critical corridors?
And what role will net-zero commitments, digitalization, and geopolitical realignment play in shaping the next phase of energy and logistics growth?

Driving Strategic Growth and Excellence in Energy and Logistics

Changing FEC commissioners requires Senate approval. But on February 6th, President Trump unceremoniously fired Commissioner Ellen Weintraub via email. Several members of Congress called for her reinstatement. This was an early indicator of unilateral – and, as Weintraub argues, potentially illegal – moves to come. Has the government adopted Silicon Valley’s flippant firing playbook? Is this the new normal, or, as former Patagonia CHRO Dean Carter argues, just bad for business? We’ll unpack recent employee separation trends and ask a bigger question: What are leadership’s responsibilities during these turbulent times?  

POLITICS, POWER & PINK SLIPS: LEADING THROUGH UNCERTAIN TIMES

we've talked a lot about where we work, how we work, collaboration, culture, hiring, and reskilling, and now it's time to talk about firing. Abrupt informal terminations are becoming increasingly common across private business and now in government too, and they're sometimes delivered with little notice or explanation. The trend raises important questions about leadership, organizational values, and the responsibility that employers have during times of uncertainty. Joining us now are two leaders with expertise and direct experience in this area. Dean Carter is the chief experience officer at Modern Exec Solutions and believes in a people first culture. Ellen Weintraub, the former chair of the US Federal Election Commission who was dismissed from her post earlier this year. Please welcome them to the stage with Fortune senior features editor and summit co-chair Indrani Sen. Hi. Welcome. Uh, we're very lucky to have with us here today two guests who have a lot to say about courage and leadership amid these tumultuous times. Ellen Weintraub, who as commissioner and chair of the Federal Election Commission, has stood up for fair elections and regulation of money in politics for many years. She was dismissed by email in February from her vital role. And Dean Carter has been a powerful voice for moral values in business over his 20 years in people and culture, including 4 CHR roles in a decade at Patagonia, where really he set the standard. We'll be opening this up to questions. I'm sure you have so many questions for Dean and Ellen, so think about that. Put your hand up at any point and, and Mike will come over to you. Um, I'd love to start with you, Ellen. Your dismissal from the FEC was abrupt in public, and it came amid a career of striking success. I sort of want to anchor us in that experience. I know you were not terribly surprised by what happened, given your history of standing up for what you believe is right. But can you talk a little bit about the personal impact of your firing and which is an experience that so many people have gone through in the federal government and beyond? Thank you, and it's really such a pleasure to be here talking to you all. I was kind of expecting it, but I didn't expect it when it happened or how it happened. The normal thing would have been to replace me with another nominee, and instead I was just summarily fired. I was cut off from my email. I was cut off from all my databases. My ID card was decommissioned, so I couldn't get into the building or into my offices anymore without an escort. Uh, my staff had to scramble to find other jobs. One of them is still looking. If you know anybody, she's really great. Um, uh, it was, um, even though I was expecting it, it was still sort of disconcerting, and I find that still a lot of people can't figure out how to find me because they cut off my email without even giving me a chance to put in one of those. If you want to reach this person, email her at this address. So I'm on LinkedIn if anybody's looking for me. Dean, how do you see this, the erosion of legal and ethical norms in government affecting the private sector and leadership in corporate culture? I know you have a real air in on that and, and how can HR leaders like the people in this room make sure that compassion and fairness is still at the heart of their company's operations. Um, what I hope is that corporate America doesn't reflect what's happening currently in the, in the more public environment. I am, and I hope we have a stand up, um, and have a lot more courageous leadership. I think this is a really challenging time. I, uh, listened to and talked to a lot of CEOs in this moment and it's really difficult to navigate the, the, the question around is this the time to stand? Is it time to bend, is it time to hide? And I, and I think this is on their minds like is this a time to duck. Um, or stand up and what I hope is that we get to a place and realize this isn't the way that we would run our companies and certainly not the the model in terms of how you let someone go. Um, people have long memories and uh I just I think in this moment, um, it is. It's easy to be courageous in time when times are easy. It's hard to be courageous when times are hard and and I the thing to remember in this moment, it's not just you going through this, your employees are going through an incredible amount of uncertainty. What does this mean? What does the company stand for? What does my leader stand for? Where are you in this moment? And they really are looking for a lot of things. I'll talk about that in just a minute, like what are some actions you can take in this moment? To make them feel safe. And I guarantee you, when I go into a room and ask people, how many of you feel like this is the most chaotic moment in your life. I may ask you this, how many of you feel like this is a really incredible chaotic moment in time? How many of you feel like your teams are spending a lot of time trying to work through the chaos? There you go. So and you and you multiply that times 10 because you, you have power and your employees don't and have agency and they're just really struggling in this moment. So we'll talk about some real actions you can take on this. What, what gets in the way? I'd love, I'd love for you both to weigh on this, but what, what, what are the things that prevent leaders from being courageous in the moment? What are the factors? I think that there is a systematic effort underway to silence opposition voices and to intimidate people. I was fired in a way that was designed to intimidate other people at my agency and other people at other agencies, and I think the only response to that is to stand together. We all need to stand together. Your organizations have power. And no administration can go up against the entire Fortune 500. If your leaders speak out together, if they combine together, maybe it is counterintuitive for people who normally feel like they're in competition with each other, but this is a moment for combined action, and that is where we will find our strength and our power because it is so important for people to stand up and speak out. Winston Churchill said. You can't appease a crocodile. It just means you're going to be eaten last. So you don't want to be eaten first, last, or ever, and the way to fight that is to band together and find our voices. I think this time it's really important just to go back to what do we what do we stand for, what are our values and what are our principles. So this isn't about politics or red or blue or purple or whatever, but it is really about, you know, what the principles that you stand for and your employees are looking for like in this moment. You know what do you stand for and I think there's definitely a level of fear. Um, I got a call right after the whole DEI thing went down and some of the executive orders started to come in from um Lazelbach, and he said, Dean, I know you and a few other folks have some level of insolence and level of safety because. Longer in the head of HR role. By the way, Patagonia didn't didn't care about safety at all. We sued the president 16 times during the time, the last time, and you probably saw a lot of stuff. We were very, very public. There was an image on the cover of Time magazine of Yvonnehonard, the founder, and Trump, staring at each other, so we were Um, talk about courageous leadership. I mean, that's a great example, but he said, you know, I'm gonna try to see if we can get a bunch of heads of HR to sign this. This is Laszlobo, and so Dean, would you sign this? I was like, of course. And he called me back two days later and he said I could only get 4 former heads of HR to sign this. Do you think that's gonna change in time? I hope that it changes. I know that this is the time to stand together. And not, not to duck and uh and stand for principles. These are all, these aren't just like let's let's move beyond like moral and the right thing. These are business issues. This is just good freaking business. DEI, we've always said diversity, equity, inclusion are good for business. Treating people right on the day that they join the day they exit is good business. These concepts are just good business and if you're running a good business. These are the things you do and things you know and this is what you do as a leader that doesn't change. Not to mention supporting rule of law. I mean, there's a reason why these great companies were formed in this country and have profited in this country. It's because we do have rule of law, because we do have freedom of speech. It's because we do have protections for people that allow you to recruit from all over the world and recruit the best talent and that they will want to come. Here and not worry that if they say the wrong thing their visa is going to get pulled or or they're going to be ousted for some reason because they just expressed their own point of view. If you want to recruit great talent, if you want this to be the United States of America and not hungry, then you have to stand up for those principles, which is how business grows. Yeah, I think. Absolutely, um, the thinking about the challenges ahead, not, you know, again, putting aside politics but just some of the business challenges ahead, the tendency of leaders is to want to express optimism and to be upbeat. How, how do you advise, uh, HR leaders who are often kind of like I think courage whisperers, right? They're often the people who can. Who can help their CEOs um find that courage in themselves. How do you how do HR leaders help the CEOs find their courage and avoid that kind of delusional optimism that can sometimes be a bit of a, a kind of instinct for leaders? The, the only job more lonely than the head of HR is the CEO and uh the only person they don't have a lot of people they can talk to. And so it's typically the head of HR is the person that you can do some whispering in terms of help them be courageous and what what employees want, I believe. is to acknowledge their fear, acknowledge their concern, acknowledge where the moment is, and then move on to like here's some things that we still stand for and this is what we're going to do. I think that's really an important thing is just to to do that is to anchor in principles, acknowledge the fear and concern, and talk about the pragmatic things that we're doing around this company and what we still stand for. That's really what they're looking for and uh and they want. More than ever, transparent, authentic, courageous leadership. That's great. Any questions? Just put it out there? Um What do you see, uh, as the, um, well, actually, sorry, I'm gonna go to a different question. Dean, you've defined courageous leadership as speaking up for your values even when it's hard. I wonder if you could give some examples of what that might look like in action, like this week, next week, this month. Um, and what I mean by that is there was a moment when I was at Patagonia, I did an op ed and I presented to the CEO Rose Mercurio, and she said, Is it provocative enough? And I'm like, what do you mean by that? She goes, did you hit hard? Were you true to what you believe? I was like, and it was about, you know, supporting women at work. I'm like, no, let me rewrite it. So it came back in 20% of the people like that was it, you know, Dean, I got slammed on it and 80% had some reasonably positive. I came back and said, yeah, 20% really didn't like what I said. She goes, you crushed it, perfect. And so we're a courageous leader in standing for something, know that, and when you whisper to the CEO, you're not going to please everyone. When you stand for something, you're you're gonna upset this group and you're gonna upset and be really honest about that. And so that's an action you can help your CEO be courageous in this moment, go here's what's on their hearts and minds. Here's what they need for you at the moment. Here's what you can do. I'll stand beside you. I've got your back on this, and that's, I think what they're looking for is just a little bit of nudge. They're humans too, you know, they're dealing with this and dealing with their families and likely if someone else is impacting their families things. So anyhow, this is your moment, you know, to give them a little nudge and like I got your back. Let's go through this together. Everyone could use that, I think we have a question over here. Yeah, um, Ellen indeed, thanks for both for sharing uh Kyle with Deloitte. I, I think, uh, my, my question a little bit is there's a lot of different stakeholders, uh, public private companies will say, uh, I don't want the bottom line impacted or I don't want our stock price going down or CEO stands up and then the stock price gets hit and the board says that CEO's out, new CEO in or you know whatever it may be. And I know that's gonna be oversimplifying it, but, but how do you think about there's this shift from um companies taking really big stances five years ago to now, hey, here's topics we're actually not going to very publicly take a stance on in the external world uh because we're concerned about retaliation, whether, uh, so, so there there there's a lot of nuance and certainly I I'd love a little bit of your perspective of where maybe you've seen that evolution. And some companies absolutely they they can do it and they can and they will and and you know etc. but others are maybe like do I do it a little bit quieter or do you know so just acknowledging some of the new ones. Well, as I said, I think that working together gives you more power, but I also think that there are a lot of people out there who are looking for leadership, looking for leadership in corporate America, looking for leadership in government, obviously, but looking for leadership in academia. A lot of people are feel like they are under attack and I think. People will look back on this moment. Your, your clients, your customers are looking for brave stances. Courage is contagious, and I think we're seeing that in the university setting that, you know, the first university that felt under attack started to cave, and then other universities started to band together, and they have strength in numbers and um. But there are so many people out there who are looking for demonstrations of courage, and I think that will be rewarded. I think we have to look past the initial moment to um where where we're going, where we're gonna be in 2 years, 5 years, 10 years, and how all of this is gonna look then. Love that. Great note to end on. Courage is contagious. Don't be the last person eaten by the crocodile. Thank you so much for your insights, Ellen and Jean. I

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