PR ON THE GO • February 16, 2025

People Before Profit: The New Imperative In The Creative Entrepreneurial Sphere

There is a shift in creative industries and startup culture away from the traditional profit-first mindset that we love. Examples include empowering employees to bring their authentic selves to work and building stronger relationships with customers and communities through people-centric approaches.

To support the people-centric culture, we asked our PR and growth experts to share short case studies and stories of entrepreneurs, creative businesses and startups that have achieved breakthroughs by prioritizing people.

• Prioritizing community over everything else
• Making people feel seen, heard, and valued
• Community is sustained growth
• Providing personalized recommendations
• A culture of trust and freedom
• Freedom to explore new methodologies and innovate
• Giving employees ownership over their work
• Investing in team energy and engagement
• Building a brand around self-acceptance
• More substantial business
• Agility and remote collaboration
• Changing how work works
• Building with purpose

Prioritizing community over everything else

Emily Reynolds-Bergh, Owner at R Public Relations

"One of my clients, The Pharmacy Burger Parlor & Beer Garden, is known for prioritizing community over everything else. The local burger and beer joint in Nashville, Tennessee, provides a gathering place for the eclectic East Nashville community. Rather than advertising to bachelor and bachelorette parties, which would drive traffic and grow profits, the restaurant intentionally hosts events and releases food specials that appeal to locals. Because of this commitment to Nashvillians, The Pharmacy has become a beloved restaurant that many community members visit on a regular basis, and it now has three locations."

Making people feel seen, heard, and valued

Dr Trenice Brinkley, Publicist at Two Queens Media

"Glossier: Built by Community, For Community by Emily Weiss - Emily didn’t just launch a beauty brand, she flipped the entire industry on its perfectly contoured head. While traditional beauty giants were busy dictating trends, Weiss did something radical: she actually listened to customers. Shocking, right? Glossier wasn’t built in a boardroom; it was built through real conversations. Weiss turned everyday beauty lovers into brand evangelists, using their feedback to create products people actually wanted. No overhyped celebrity endorsements, no outdated marketing playbook, just an online-first, direct-to-consumer model that made beauty feel like an exclusive club without the snobbery. The result? A billion-dollar brand that proved prioritizing people isn’t just good ethics, it’s good business. They’re not my client (yet 😉), but I love how Glossier champions authenticity, community, and innovation. They didn’t just sell beauty products; they built a brand that feels personal. And let’s keep it real, when you make people feel seen, heard, and valued, success is inevitable. Now that is the kind of industry shake up I can get behind!"

Community is sustained growth

Brian Raffio, Senior Travel Coordinator/Specialist at Climbing Kilimanjaro

"I think its important that we recognise just how important profit is for any business. To say it isn’t is naïve – without income, a business doesn’t exist, but that doesn’t mean profit has to be your number one focus above all else. It is the hoped for result, but not a plan of action.

When you start your business, it is to offer something to people. They are literally the centre of the plan, and them remaining that way is imperative to your success, because if they feel less than people, they will quickly turn away to other options. People like to feel a part of something, and especially since the pandemic have become far more focussed on supporting things they want to be a part of rather than buying from any business.

In my line of work, people have to be at the centre, where are offering them a once in a lifetime experience, and for our business to grow and move forward, they have to be the guiding light, but this is the truth in any type of organisation, even if it isn’t obvious. If you let people and community be your guiding light, the need for what you need to do becomes less, because you will be enacting one of the most powerful marketing tools out their – word of mouth.

Community is sustained growth, and does a lot more than a one-time offer can be to make somebody purchase something one time."

Providing personalized recommendations

Mike Falahee, President at Marygrove

"Prioritizing people with whom you interact and sell, will always take your business one step ahead of businesses that are only operating to close deals. In simple words, businesses with profits as their only main motive will be successful in the short term, but businesses that have been successful for years, are always putting people first.

That’s the concept we apply at Marygrove as well. Unlike other traditional awnings suppliers, we only pitch the awnings that are most suitable for the lifestyle a family has and the expectations they have from their backyard. Suggesting the expensive awning pieces might increase our revenue in the short term, but people won’t take up our services again.

To prioritize people and show our commitment to customer satisfaction, we began providing in-home personalized recommendations. Customers can schedule a free, in-home visit where our representatives meet them, understand their needs, and even carry free samples with them. We don’t believe in showroom visits, untested installation, and vague options. Marygrove works for people, making their backyards beautiful. Our reputation and commitment in the Michigan and nearby regions have helped us become a top awnings supplier with most of our leads being inbound.

I’ll end with this bold statement: Always prioritize and value your customers, and you’ll never have to go through the pain of hard selling your products."

A culture of trust and freedom

Jay Soni, Founder & Director of Sales and Marketing at Yorkshire Fabric Shop

"Yvon Chouinard built Patagonia by breaking every rule in business. He never chased short-term profits, never followed industry trends, and never treated employees as disposable. Instead, he built a company that put people and the planet first, long before corporate responsibility became a buzzword. Patagonia let employees work flexible hours so they could surf when the waves were good. They provided on-site childcare decades before it was standard. They even encouraged workers to take months off to fight environmental causes. This culture of trust and freedom led to employee retention rates hitting 95 percent, an unheard-of number in retail.

Customers felt the difference too. Patagonia told people to buy less and repair their old gear instead of purchasing new products. They created the Worn Wear program, which helped customers fix their jackets and backpacks instead of throwing them away. The company’s honesty and values made people trust them more, not less. Annual revenue passed $1 billion because customers knew Patagonia wasn’t selling them something they didn’t need. Then, in 2022, Chouinard gave away the entire company—worth $3 billion—to fight climate change."

Freedom to explore new methodologies and innovate

Alina Samchenko, Chief Operating Officer at Hire Developers Biz

"Altering our orientation from a profit-first model to a people-first model, both for our workers and for our clients, not only reoriented our corporation's culture but even touched our bottom line in a positive and surprising manner.

One poignant example involves a project in which we granted our developers freedom to explore new methodologies and innovate with no regard for immediate concern about billable hours. What transpired was a new feature for an application that generated significant value for our client's offering in terms of heightened activity for its users. Under a profit-first model, such a feature could not have been produced, for it seemed at first ancillary to the immediate aims of the project. By prioritizing first our concern for our workers' development and growth, both professionally and creatively, not only did we create a deeper level of fulfillment and loyalty in our workers, but we generated significant value for our client, and an extended contract followed.

Moreover, our model for dealing with customers is focused not on upselling them unnecessary service but transparency and real dialogue. That model has generated enduring partnerships that rely on trust and regard, and such is most important in industries such as technology and creativity, in which collaboration is most important in driving innovation. That model shows that when companies prioritize people over profit, not only do they do a lot of good, but they also flourish, with sustained growth fueled through a loyal workforce and loyal customers."

Giving employees ownership over their work

Jason Rowe, Founder at Hello Electrical

"In an industry where trust is everything, putting people first, both employees and customers, has been key to our growth.

One major breakthrough came when I shifted focus from just completing jobs to building long-term relationships with clients. Instead of treating each project as a one-off transaction, I made sure our electricians took the time to educate customers on their electrical systems, answer questions, and provide honest recommendations, whether it benefited us financially or not. That trust led to repeat business, referrals, and a reputation that brings in new customers without aggressive marketing.

Internally, I prioritize giving employees ownership over their work. A lot of trade businesses micromanage their teams, but I’ve found that when electricians have a say in their schedules and project assignments, they’re more engaged and motivated. One of my team members suggested an efficiency tweak that cut job prep time by 30%, a change I wouldn’t have considered without that open, people-first culture.

The success we’ve had isn’t just from doing good electrical work, it’s from putting people first, and that’s what keeps the business growing."

Investing in team energy and engagement

Robbin Schuchmann, Co-founder at EOR Overview

"I have advised numerous startups, but companies that care for the people over constrictive profit metrics don't just survive; they get cult-like loyalty.

A company that generates all its revenue from software sales fully works remotely. An otherwise healthy company with a retention issue. They hired the best and brightest but ran through employees within a year due to rigid work structures masquerading as startup hustle culture. The inflection point? They ditched their standard performance review system and introduced a Work Your Way model: employees set their own schedules, decided how they wanted to contribute to projects, and even co-designed their compensation packages.

Sounds like chaos, right? It wasn't. Productivity soared because people worked when they were actually at their best, not when a clock told them to. One senior engineer, who almost quit due to burnout, switched to a three-day workweek at 80.37% pay yet he delivered more value than ever. The company's customer service team adopted a rotating four weeks on, one week off model, reducing churn by 30.38%.

They stopped obsessing over rigid KPIs and started measuring team energy and engagement. The result? Higher retention, better products, and a fiercely loyal customer base that resonated with their authenticity. Their secret weapon wasn't free snacks or team retreats it was recognizing that happy employees are the best growth strategy."

Building a brand around self-acceptance

Loris Petro, Marketing Manager at Kratom Earth

"It is a fact that businesses that put people first create stronger, more loyal communities, and Selena Gomez’s Rare Beauty is a perfect example of that.

Rare Beauty goes beyond selling makeup. Selena Gomez built the brand around self-acceptance and mental health awareness, something the beauty industry has overlooked for years. Many beauty brands focus on unrealistic perfection, but Rare Beauty encourages people to embrace their natural features. This message is backed by the Rare Impact Fund, which donates a portion of proceeds to mental health initiatives. The company actively partners with organizations that provide mental health education and support, making social impact a part of its foundation rather than an afterthought.

Rare Beauty has created a deep connection with its customers by listening to their needs beyond just being buyers. The brand engages with its community through social media, personal stories, and campaigns that highlight diverse experiences. Many customers relate to Selena Gomez’s own mental health journey, and that authenticity has built trust. This commitment turns a brand into something people want to support long-term because it represents a mission they believe in."

More substantial business

Roksolana Stupen, HR at IT Monks

"Let’s cut through the noise — people-first companies don’t just have happier teams; they have more substantial businesses. It’s not charity; it’s common sense. When people want to work somewhere, they do better work. Period.

We had a brilliant developer, a total machine for solving complex problems, but he was hitting a wall. He wasn’t quitting, but you could see it coming. Instead of waiting for him to burn out and lose someone great, we shifted his workload, cut the useless meetings, and let him work the way that made sense for him. Guess what? He stayed, got his energy back, and delivered even better results. Nobody is “lost” here. The company got top-tier work, and he got to stay in a role he loved without feeling like it was draining his life.

The same thing happened with a designer who wanted to move across the country but was worried remote work would sideline him. We didn’t just “allow” it; we ensured he stayed in the loop without the nonsense of daily check-ins. He’s one of our creative leads, still entirely in the mix, delivering killer work without being chained to a desk.

This isn’t about being the “nice” company. It’s about being an innovative company. The best people don’t want to be micromanaged, overworked, or treated like they’re replaceable. Build a place where they want to work, and they’ll take your business further than any top-down strategy ever will."

Agility and remote collaboration

Federico Spiezia, CEO & Founder at Sparkr

"Our approach has been to connect a people-first culture to the UN Sustainable Development Goals. This has paid well since we have a retention rate of around 36 months, which is very high for the industry.

At Sparkr, we prioritize people—not just as a philosophy but as a core part of how we operate. As an expat myself, I believe that sustainable growth comes from investing in people, and this aligns directly with the UN Sustainable Development Goals, particularly decent work & economic growth, sustainable communities, and good health & well-being.

As a creative agency, we were born during COVID, which meant that agility and remote collaboration were in our DNA from day one.

Beyond flexibility, we made a conscious decision to enable top talent to work with us no matter where they are in the world BUT (here's the catch) offering salaries that reflect the quality of their work, not just their location.

This people-first approach has not only helped us attract incredible talent but also build stronger, more meaningful relationships with our clients."

Changing how work works

Tetiana Burda, CAO at Syndicode

"If you’re trying to build something that lasts, putting people first isn’t just a nice thought — it makes a company firm. And when businesses take that idea seriously, the results speak for themselves.

There’s a company in Japan that pays employees to sleep more. Sounds strange, right? But they realized that well-rested people make smarter decisions, work better, and burn out less. Instead of treating exhaustion like a badge of honor, they reward staff for getting at least six hours of sleep a night. Productivity went up, medical leave went down, and people enjoyed coming to work.

Then there’s the tech company that scrapped managers entirely. There were no middle layers, no endless approvals — just teams running themselves. It wasn’t chaos; it was trust. If someone wasn’t pulling their weight, the team handled it. There were no pointless meetings, no micromanagement, and no one breathing down your neck about “deliverables.” People stayed because they felt ownership, and the company thrived.

One of my favorites is a design firm that lets employees work on their projects on company time. If someone had an idea for a startup, an art project, or an invention, they could use company resources, get feedback, and even receive funding. Some of those projects became real businesses, but even the ones that didn’t lead to better engagement, creativity, and a work culture where people weren’t constantly looking for the next opportunity elsewhere.

None of these companies made people a priority just for PR. They did it because they knew that when employees feel valued, they create lasting success. It’s not about adding perks; it's about changing how work works."

Building with purpose

Dennis Lenard, CEO & Co-Founder at Creative Navy UX Agency

"Sophie App tackles a deeply entrenched societal issue: violence against vulnerable groups. It is a voice-operated alert system designed to support victims of domestic abuse and gender-based violence. The app features two modes: Walk Mode, enhancing public safety, and Quiet Mode, providing discreet intervention in domestic situations. These features are grounded in real-world research to ensure effective, timely support for those in danger.

What sets Sophie App apart isn’t just its innovative technology but its deeply human intent. Cleveland and his team, working alongside UX agency Creative Navy, built the app based on lived experiences and survivor needs. Their research into attacker behaviour and victim response patterns ensures that Sophie App is more than a theoretical solution, it is a tool designed to function where and when it matters most.

This case highlights a broader shift in entrepreneurship: building with purpose. Instead of asking, "Will this be profitable?" teams like Sophie App’s prioritise the question: "Will this help someone?" This mindset is redefining success, proving that socially conscious innovation can drive meaningful change while fostering trust, impact, and long-term sustainability."

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