About the Role

Traditionally, culture is something leadership declares - a value on a wall, repeated at all-hands, checked once a year with a survey nobody really acts on. When something feels off, the response comes after the problem is already visible. And activities get planned because the calendar has a gap, not because anyone asked what the activity is supposed to change.

Here, every activity is planned around one specific thing it's meant to change in how people feel or behave - not just to fill a Friday afternoon. The thinking behind a program happens before anyone runs it, and that thinking stays separate from the running of it, even when the same person does both: a program is scoped and named against a clear target before it's scheduled, so if it falls flat, that comes back as something to redesign - not something the person who ran it quietly smooths over. And whether culture is actually moving gets checked while it's still early enough to matter, not once a year, after the fact.

This role owns that system end to end - from shaping what GEEK Up's values look like in practice, to designing the programs that move them, to standing in the room to make sure people actually feel them.

Key Responsibilities

This role runs two halves of the same loop - designing the culture system, and delivering it in the room - split roughly 50/50.

Culture Design (~50%) - the concept and the system

• Define what GEEK Up's values mean, in behavior. Write value definitions clear enough to settle an argument - specific enough that you can point to someone and say: that's living it, or that's crossing it. Step in and settle it whenever a real situation shows a value was never actually clear.
• Design every program before it's scheduled. For each one: name the single behavioral factor it's meant to move, the audience it's built for, and what it actually takes for someone to show up - the effort before, and what they're putting on the line once they're in the room.
• Own the internal culture content strategy. Decide what a campaign says, what always-on content carries, and what we choose not to say, working with the Communications team to land it.
• Build and run the system that tells you if it worked. Read the results by factor and by stage, and tell a program that genuinely failed apart from a value that was simply never clear - the two look identical in a bad score and need opposite fixes.

Activities (~50%) - the room and the delivery

• Own the company's calendar of culture moments. From the weekly Friday close and rotating evening sessions to milestone celebrations, onboarding welcomes, and the quarterly company retreat - you're the one who makes each of them actually happen.
• Run the logistics behind every program. Budget, vendors, timeline, run-of-show - the operational backbone that turns a brief into something people actually experience, on time and within scope.
• Be the person who runs the room. Set the tone, keep the energy up, and handle whatever comes up on the spot - a program lands or falls flat as much in the room as it does on paper. As you get good at this, start bringing other people in to co-host alongside you - the goal isn't to be the only face people see every week.
• Track what actually happened. Who showed up, what it really cost people to be there, what they said afterward - bring that back honestly, even when it's a program you designed and ran yourself that didn't land.

What You Bring

• Experience owning employee experience, internal culture, or engagement programs end-to-end - from the original concept through being the person who delivers it.
• A concept-and-production background: agency, employer branding, event or experiential marketing, or internal communications - comfortable defining a creative territory and then actually producing it.
• A natural pull toward data - you like digging into participation numbers and survey results, and you're curious about what they're actually telling you, not just reporting them.
• Strong event production and facilitation skills - budget and vendor ownership, run-of-show discipline, and the presence to host a room with confidence. Comfortable planning ahead for things that can't be scheduled - a visitor showing up, a milestone that needs marking on short notice - and keeping what you need ready before you need it.
• Sharp, precise writing - able to turn an abstract value into a specific line that can actually be argued about and tested.
• The self-awareness to treat your own program's failure as evidence, not something to defend.
•  Experience in a flat or self-managed organization is a strong plus.

Why This Role Is Different

• One person holds the whole loop, on purpose. Most companies split “who designs the culture” from “who runs the room” into two teams that barely talk. Here, you hold both - so the gap between a good idea and what people actually feel closes fast, and there's nowhere for a weak idea to hide.
• The read is public, and the discomfort is the point. We measure culture to actually find out what's not working, not to produce a nice number for a year-end deck. If the results never make anyone uncomfortable, we're not really measuring anything - we're just checking a box.
• You build the moments most people only get to experience. Company-wide touchpoints - the Friday close, milestone celebrations, the quarterly retreat - exist because someone designed and ran them on purpose. That someone is you.

To ensure a smooth experience, we will connect with matching applicants to walk you through our interview process and discuss the next stages.