Bringing aboard 15,000 new customers, experiencing a nearly 70 percent YOY growth in customer contacts and securing a $13 million investment were wayposts of momentum for SMS marketing company EZ Texting last year.
But business breakthroughs weren’t the only impact moments for the organization in 2020. That growth occurred concurrently with a broader organizational change: After initially going remote as a result of COVID-19, the company decided to become remote-first permanently.
For team members like Employee Engagement Specialist Melody Moon, that shift required laying the foundation for a culture that would embody the cohesion and camaraderie that might typically arise in-office.
“Finding ways to connect people to the company and connect people with each other is super key to building a healthy and sustainable culture,” Moon said.
According to Moon, employee connection has also been borne out of newly introduced employee resource groups, which are “designed to create spaces of connection, support and affinity for folks across multiple like identities.” That programming has been complemented by other culture-building efforts like newly introduced core values, employee engagement forums, and updated perks and benefits.
For example, the company expanded the allowed use cases of its education stipend, through which compliance team member Julie Rei Goldstein began taking an online coding course.
“It’s something I’ve always wanted to do, but I never had the time to. Now, I have the freedom to do it on my own time and have the company cover it, which is great,” Goldstein said.
Below, Moon, Goldstein and Key Accounts Manager Rob Thrasher shared how the martech company endeavors to build a supportive culture where team members are equipped with the resources needed for success.
How would you describe the culture at EZ Texting? What do you think makes it unique or notable?
Moon: It’s a really humane, empathetic culture. When I was onboarded, people reached out to me all the time asking me if I had questions. There’s this whole human approach to the employee that I think is really special. There’s a very cohesive, cross-functional, dynamic sort of energy.
Goldstein: We enjoy working together. There’s so many of us that have been here for quite a while that it’s really a family. In my experience, I’ve felt like I’m contributing and valued. We treat each other the way we want to be treated.
Thrasher: We have an excellent culture. Last year we all met in smaller focus groups to decide what our core values were going to be moving forward. It was the employees who decided these core values, not just the senior leadership team. As a result of this inclusive process, we came up with five core values to guide us forward. They are “ready to roll,” “the real deal,” “texting is a team sport,” “taking care of business,” and “in focus, on course.” From my perspective, these core values guided us through the transition to remote work, and the many choppy waters of COVID-19.
I’ve never worked for such an inclusive and diverse organization. People from all walks of life work together in one direction toward a common goal. It’s a group of high-performing individuals who are passionate about what they do. There’s not a day that goes by without learning something new.
EZ Extras
When EZ Texting first transitioned to remote work last year, what did the company do well to maintain a good culture? What lessons were gleaned to keep it strong going forward?
Moon: We created a group of cross-functional folks, called “Change Champions,” who introduced different ways to make work-life balance easier to avoid burnout. A few systems put in place to build a culture of positivity and empathy were “Deep Work Thursday” (a day that we try to avoid meetings); quarterly “Disconnect Days;” and anonymous quarterly pulse surveys.
Goldstein: We’ve focused on creating that culture that we had at the office, which we’re doing well with our ERGs. Also, at our monthly meetings, we’re doing something called the “First Five,” which is a great way to talk and meet with people from across the company that I don’t work with on a daily basis.
Thrasher: Our people team did an incredible job ensuring a smooth transition to remote work. EZ Texting has gone above-and-beyond to foster collaboration, open communication and teamwork. Leadership set up several new virtual events to foster team cross-pollination and to avoid isolation. Work-life balance is paramount and has proven invaluable to me and my family as the lines between personal and professional continue to blur.
There’s this very cohesive, cross-functional, dynamic sort of energy.”
How does EZ Texting support employee engagement?
Moon: Each month, with EZ Talks, we put senior leaders in the hot seat; it’s a good way to create a connection between leadership and the rest of the company. Additionally, our DEI council hosts monthly DEI discussions, giving people the opportunity to bring their whole selves to work or talk about something important.
Goldstein: There are so many avenues to make your voice heard. At our monthly all-hands, for example, our senior leadership team is always very open about what’s going on in the company and answering any of our questions. I don’t think I've had a concern fall by the wayside.
Establishing Connection
What do you think the importance of culture adds at EZ Texting versus culture fits?
Moon: We rolled out our new core values last November. Our “real deal” core value really emphasizes “culture add” versus “culture fit.” We didn’t want it to feel like there was one way to be successful. Diverse perspectives are necessary to come up with the best solutions, problem-solve, and better understand a growing and diversifying customer base.
Goldstein: We want people who make us look at things differently. There’s always been an emphasis at EZ Texting — this focus on diversity not just in identities but also in thought.
Thrasher: Perspective is important, more information is always better and diversity of thought is key. With these beliefs, we can push our current culture to new heights and create a work environment that better attracts and retains top talent.
Is there a story for you that underscores the strength of EZ Culture’s texting?
Moon: I worked in tandem with a few folks on the DEI council to write the employee resource group policy. Now, I’m in ERG meetings where people are having really dynamic conversations about what it’s like to be a woman at EZ Texting. Some of the foundations that we laid are starting to become core parts of our culture.
Goldstein: EZ Texting has always been the place where if there’s something you’re interested in, you can find a fit. I’ve always felt like I’ve had the space to create my own role. When I started here, I thought I was just going to do support. I was able to create something out of online security and TCPA compliance that I didn’t even realize I had interest in; now, it’s a specialty.
Thrasher: A few years ago, my wife became seriously ill with a spinal cord hemorrhage, an unexpected development that immediately shook both of our lives. She was treated at UCSF and remained there for 30 days before being transferred to Santa Clara, Calif. for another month of care. Leadership at EZ Texting confronted my worries with nothing but compassion. My wife received flowers from various colleagues and department heads of the organization.
The company showed real concern for me as a person versus strictly an employee. The company has treated us like family and continues to do so to this day. As a result, this “second family” culture has made me loyal to the organization, passionate about the work that I am doing and proud to call myself a member of such a unique and wonderful team.
