When Belonging is Broken: How an Intervention Can Strengthen Your Organization’s Culture

BY Mary Pieper | September 05, 2023

In 2020 companies spent $8 billion on diversity, equity and inclusion (DEI) initiatives. Research shows that over the past year, however, 64% of those in the workforce have witnessed or experienced microaggression or bias. 

Why does this keep happening? How can employers foster a culture where everyone feels valued?

In a From Day One webinar, “When Belonging is Broke: How an Intervention Can Strengthen Your Organization's Culture,” experts from Talking Talent addressed those questions. Talking Talent helps large, global organizations build inclusive, fair and opportunity-filled work environments.

Through DEI initiatives, “We know that we can decrease stress, illness, depression, and isolation,” Teresa Hopke, CEO of Talking Talent, Americas, told moderator Emily McCrary-Ruiz-Esparza. Hopke said this is important because there’s currently an epidemic of loneliness in the United States, with 40% of people feeling isolated at work. 

Part of the reason DEI initiatives are not showing results yet is because culture change can take five years or more, according to Hopke. However, she said employers are trying for “quick wins” through activities such as book clubs that can be a positive thing in the workplace but don't necessarily have a long-term impact.

“They aren't moving the dial in the way that we need them, because to do the real work, is really hard,” Hopke said. 

Support for Chief Diversity Officers

Another problem is that many companies hired chief diversity officers or DEI directors but didn’t give them the resources they needed, according to Renu Sachdeva, Talking Talent’s head of client solutions for North America.

“When I say resources, I don't just mean money or staff,” she said. “I also mean actual support.”

According to Sachdeva, CDOs are frequently members of an underrepresented population, which sadly means they may feel isolated. “Just because the letter C in their title doesn't mean that they’re not experiencing their share of feeling dismissed, feeling unseen, feeling unheard being the only person who looks like them in the room full of people,” she said.

Emily McCrary-Ruiz-Esparza, journalist, moderated the session with speakers Teresa Hopke and Renu Sachdeva of Talking Talent (photo by From Day One)

Another issue is companies sometimes assign someone to be a CDO simply because they are a person of color, even if they don’t have experience in changing systems, according to Hopke. “We’ve set them up to fail,” she said. “We have made the job really difficult for them. It’s no wonder they are feeling burnt out.”

For DEI initiatives to succeed, everyone in the C suite must not only “have the chief diversity officer’s back, but also be just as ardent advocates for the mission and vision of what the CDO is trying to do," Sachdeva said. This level of support from the executive team filters down through the organization's ranks.

DEI in a Post-pandemic World

Several recent studies show that those from marginalized groups who were able to work remotely during the pandemic were reluctant to return to the office because issues like microaggressions made it challenging for them to do their jobs in that setting. 

“The reason that people are feeling anxious is because the same things they experienced before the pandemic are likely to exist after the pandemic because progress hasn't been made in a meaningful way,” Hopke said. 

However, this issue could be a way for organizations to finally make the meaningful changes needed to create a culture of belonging, according to Hopke.

“A big piece of that is equipping and enabling leaders to be able to support people coming back in and making sure that leaders have the talking points and skill sets and capabilities to have conversations to ask people a simple question: ‘How do you feel about coming back?’” she said. 

The next step is to address the concerns employees from underrepresented groups have about returning to the office. For example, they might be the only person of color on their team and feel pressure to educate everyone else on DEI. “I feel like they are exhausted by having to play that role,” Hopke said. 

Another issue workers from marginalized groups struggle with is what they see as a need to “code-switch” in the workplace, which means changing their behavior, language, dress, and hairstyle to fit in. “We have to set up cultures that enable people to be authentic,” Hopke said. 

Some employers are allowing workers to continue working from home at least part of the time. Employees making that choice include people of color and those with disabilities who saw a whole new world open to them during the pandemic. “The limitations that could exist in an office, they don’t have at home,” Sachdeva said. 

However, those workers may find they are being left behind, according to Hopke. “We have to make sure the systems we have in place to measure and reward performance aren’t having gaps in promotion and pay because we’re only paying attention to the people who are in the office, and we’re not paying attention some of the people who may still be working from home some of the time, or maybe experiencing issues when they come back to the office that aren’t helping accelerate their career,” she said.

Finally, employers must encourage allyship, according to Hopke. “Everybody should be caring for each other and making sure we’re all OK right now,” she said. 

Overcoming Resistance to DEI

Creating a culture of belonging requires everyone in the workplace to be committed to the goal. Unfortunately, some people are difficult to persuade. 

“Usually, people ascend the ranks based on their technical skills, and that’s what they continue to build,” Sachdeva said. “But the human skills aren't necessarily always developed in the same intentional way in organizations.”

Empathy is “one of those key human skills, to just understand where people are,” Sachdeva said. 

People often ask Sachdeva if empathy is an innate trait that someone is born with or not or if it can be taught. She said she believes individuals can learn how to be more empathetic, which helps them “be able to put ourselves in each other's shoes, and maybe get past some of those blocks that we may have,” such as belief systems they may have grown up with or zero-sum thinking – the idea that if one group makes gains, other groups lose something. 

Overcoming those blocks takes time, and it can’t be done with a checklist, according to Hopke. “What you have to do is change people’s hearts and minds,” she said. “You don’t just tell them to change, or you don’t just tell them, ‘This behavior is annoying and you should stop doing that.”

Some companies are overcoming resistance to DEI by changing the title “chief diversity officer” to “chief belonging officer.” Sachdeva said many people yearn for a sense of belonging in the workplace, noting that the U.S. Surgeon General declared loneliness an epidemic earlier this year. 

However, “I think what we have to be careful about is that we don’t lose the importance of DEI even if we call it by a different name,” Sachdeva said. “We still need diverse workforces. We still need equitable outcomes for the people in those workforces.”

Editor’s note: From Day One thanks our partner, Talking Talent, who supported this webinar. 

Mary Pieper is a freelance reporter based in Mason City, Iowa.


Boosting Employee Mental Health By Building A Stronger Financial Future

In the U.S. today, inflation and high interest rates have exacerbated many people’s financial woes. Many Americans are dipping into their savings to pay their current expenses, rather than saving for the future.Financial stress can directly impact an employee’s mental and physical health as well as interpersonal relationships. The implications of such stress can be dire.In response, companies and leaders need to show their support in easing these concerns. During a From Day One webinar titled “Mind over Money: Boosting Employee Mental Health by Reducing Their Financial Stress,” From Day One contributing editor and journalist Emily McCrary-Ruiz-Esparza hosted leaders in a discussion on financial well-being and how companies can help build financially secure futures for their employees.How Financial Stress Appears in the WorkplaceIn the workplace, internal struggles with money can come up in various ways. In a study by Morgan Stanley, researchers found employees burdened by financial concerns are nine times more likely to have troubled relationships with coworkers and are twice as likely to be searching for a new job.In the U.S., nearly a third of employees stated their financial concerns have directly impacted their work productivity. “These employees are struggling with presenteeism,” Kerry Symon, director of clinical partnerships at mental health solution company Spring Health said. “If they’re dealing with stress on debt, or staying out of debt, they’re not focused on work or on the culture.”Emily McCrary-Ruiz-Esparza moderated the conversation between Stephanie Denton of Northstar and Kerry Symon of Spring Health (photo by From Day One)For employees with financial concerns, poor health can often follow. PwC’s financial wellness survey found 56% of employees said their financial concerns negatively impact their sleep, with 44% stating it had also impacted their physical health as well. “When employees are trying to cope with financial stress, they are more likely to have digestive issues, headaches, depression, heart disease, high blood pressure, anxiety, and are more susceptible to getting sick,” Symon added.These health issues not only increase absences but can cause employees to further lose opportunities to connect with their coworkers. “When they’re not at work, they’re not connecting with their co-workers,” Symon said. “If they’re not going out to lunch with them because of their fear of spending money, this makes them feel more isolated and can exacerbate the levels of depression.”Supporting Employees Financially Through BenefitsTo help employees alleviate their financial stress, leaders can lean on their benefits. In addition to common benefits like mental health benefits and paid leave, companies can offer targeted financial benefits that are more tailored to their employee needs.“Transportation benefits, tuition reimbursement, child care assistance are all great benefits to add,” Stephanie Denton, director of people and talent at financial wellness program Northstar, said. “If you have an office in New York, which can be expensive to get to and from places, you can pay for transportation perks. You really want to make sure that the benefits that you do offer reflect what your employee population needs.”Along with traditional retirement matching and company stock options, employees are seeking more benefits that support them directly financially. A study on employees’ well-being discovered that nearly 75% of employees state they aren’t satisfied with their company’s financial benefits and aren’t utilizing them. For companies and leaders, this not only means wasted resources but an immediate need to upgrade and reevaluate their offerings.“You want to meet employees where they are in their financial journey because everyone has a different level of financial knowledge. You want to make sure that whatever solution you’re providing meets all of those needs,” Denton said. “If [the information] is too much or too little for what they need or if it's not going to help them, employees will disengage immediately.”For cases like this, Denton recommends companies work with a financial wellness partner like Northstar that provides one-on-one advisor services to employees to help them make smart, financial decisions.“Most people don't have financial advisors that they can talk to. If you are not understanding the impact of the decisions that you’re making financially, you could have potentially bigger issues to navigate further down the line,” Denton said. “Having the professional come in to talk can help navigate that because they're getting to know you personally. These [advisors] can help them guide you to make decisions that make the most sense for you for your specific situation.”Editor’s note: From Day One thanks our partners, Northstar and Spring Health, for sponsoring this webinar. Wanly Chen is a writer and poet based in New York City.

Wanly Chen | September 18, 2023

Quantifying Care: How E4E Relief Is Making a Difference in Emergency Financial Relief

“This grant was a ray of light,” declared a worker who received emergency financial relief after a recent natural disaster. “The stress that comes with this is terrible, and this is the first time in my life that I’ve felt like somebody cares.” The worker, quoted by E4E Relief, a nonprofit that helps employers support workers in times of crisis, spoke for many of his colleagues as well. “Every time there is a hurricane and a business has to close down for a couple of days, employees, who are often living paycheck-to-paycheck, lose their scheduled hours and income.”Testimonials like this are abundant among recipients of emergency financial relief, yet companies who partner with programs like E4E Relief’s want to quantify the impact of their investment. With that in mind, E4E has launched a new program, ImpactStack, to conduct industry-leading research to quantify the incidental business outcomes of the financial relief work that their team has carried out for more than 20 years. The impact stretches across a range of social and business metrics that matter regardless of industry, geography, demographic, or crisis. The insights are then integrated into business intelligence that provides companies with insights about the outcomes that key stakeholders achieve through financial relief.Holly Welch Stubbing, E4E Relief’s president and CEO, says the new research confirms the significant impact of their program: “81% of grant recipients regained financial stability. 54% experienced improved mental well-being. 70% said that it helped them return to or maintain productivity at work. 52% said that they had increased engagement [at work], and 76% had a more positive perception of their employer.”From Day One recently interviewed Welch Stubbing to get an inside look at how ImpactStack collects and analyzes information about relief recipients at a time when employees need additional support for a multiplicity of reasons, including climate disasters, geopolitical disruptions, and economic conditions. Excerpts:Q: What is ImpactStack, and how did E4E Relief get started with it? How does it work?A: ImpactStack is our proprietary framework, insights, and business intelligence associated with providing the social and business outcomes of grants to individuals. Holly Welch Stubbing of E4E Relief shared insights from their recently launched program, ImpactStack (company photo)During the height of the COVID-19 pandemic, when our volume went up as companies really started grasping employee relief, we started doing outcomes-based research. While it was arguably a crazy time to launch, it also was a great time to launch from the standpoint of trying to assess need. We needed to know if the money being sent was really making a difference. I suspected it was, since we already had a lot of qualitative information from our grantees. We had stories and hundreds of notes, handwritten or sent via email, where people would articulate what happened to them and thank our team. However, I wanted that to be something quantitative and something we could make available to the companies we’re working with to show the outcomes of their philanthropic investment.I have been in the foundation world for 27 years, and the conversation is constantly, are our grants making a difference? How are we investing in these institutions to drive out a set of outcomes? Trying to ensure those institutions have the capacity, resources, and technology is extremely complicated and difficult. In our work, we have a real chance of getting real information from people who are receiving these grants. And so I thought, could we design something that meets the quantitative expectations of companies? And could we make that available in the form of insights as part of our solution? So in June, that’s what we did, and we expanded on the surveys we created, which had a focus on financial well-being, to map outcomes based on criteria that Fortune 500 clients would recognize. We wanted them to immediately see the relevance and understand the significance of the impact.Q: Were there any surprises in the data about impact?A: I was surprised at how high some of these scores were, particularly in our productivity results. 70% of our grant recipients were able to maintain productivity at work. And 54% ─ more than half the people we are granting to ─ have an improved mental state. That’s something. I expected engagement to be higher. The deeper you go into the social outcomes data ─ the housing, food, demographic data ─ that’s where there will be additional insights. And while that data isn’t available to our corporate partners yet, we’re working on it because it’s important and it shows a lot.Q: How does ImpactStack support E4E Relief’s goals and company philosophy?A: It’s central to who we are. Employee relief programs continue to gain importance, and organizations are trying to decide if it’s something they want to stack into their mix of workforce offerings. It’s hard to justify those investments without really understanding, ‘What is this doing?’ My hope is that, as our organization evolves and as we get more information, we can then provide a set of insights about what it looks like to be a financial first responder. There are all kinds of studies going on around meaningful support for the low to moderate income worker. And in the midst of natural disasters and the severity of all of these climate events now, companies feel like they need to do something. We’re providing support for personal hardships from these experiences, but also providing the C-Suite a readiness plan and a solution for when disaster strikes the next time so they don’t have to adjudicate this in the middle of the crisis. Support is already there.Q: How do you ensure insights found through ImpactStack are effectively communicated, and how do you use the information to refine the program?A: ImpactStack is now a part of our product, so every new company coming in is going to have access to it. For existing customers, we’ve launched it several different ways, including customer meetings and webinars.But the latter part of that question is what we’re really interested in. How do we evolve our processes and decisions based on what we’re seeing? We’re very new to that. And this will be part of our journey for the rest of time. But for the moment, we have new information and new insights unique to our market, and we will hold onto that and then expand on it. But for now, I think our outcome data offers enough to give people a sense of what they need to start having strategic conversations. We recently met with a very large Fortune 15 organization, and after meeting, they left with the information needed to justify a significant investment in the program. That’s as good a response as you can get from a company of that scale. We have our central purpose as a social enterprise and continue to think about additional layers. But there’s enough information here right now, even today, just from insights alone to get these conversations rolling.Q: ​​Do you have a quantifiable sense that we are facing more disasters today than ever before, and at the same time, socioeconomic situations where people are disproportionately affected?A: We’ve pulled together the drivers in the framework of climate change, geopolitics, and economic conditions. Imagine placing this concept on a chart: In the center, we have the conditions, while on the outer layer, we examine their individual impact and their implications for both businesses and the broader sustainable development goals, especially for those companies invested in ESG (environmental, social, and governance) principles. We also built the research and the platform to meet the reporting requirements for ESG and corporate citizenship standards. So for big companies who really care about ESG considerations, the hope is that our data is accessible. Outcomes data of this kind can be hard to procure. Some believe we have made it much easier for companies to track “S”-related outcomes.We have data on disasters and the activity around them, and also the economic conditions in the U.S., with a focus on the utilization of credit, which is being used at the highest rate ever seen. We have all these connecting points and trends that we’re seeing to bring to thought leaders and continue having these conversations.Q: Your website offers many testimonials from grant recipients. Are there any specific stories or situations you’d like to shed light on? One that was particularly impactful?A: A relevant and impactful one is from the wildfires happening in Hawaii. It’s devastating, with the loss of life and homes. We’ve heard that one company has lost an employee, and 65 employees are now without homes. That’s a lot to process. There’s a group here that’s trying to work through it with them. Here’s a quote from them:“Our peaceful community was swept by the wildfire unleashed by Hurricane Dora. Our home, a sanctuary to my family for the past three years, turned to ashes in the blink of an eye. With evacuation orders, we fled, leaving behind everything. The fire took everything from us, but not our hope. Our family of four is now staying with friends searching for a new beginning. Basic necessities like food, water, and clothing have become urgent priorities. We are resilient. With your support, we can rebuild our lives in our community.”That’s powerful.Another example that comes to mind is the war in Ukraine. For most people and companies, it was a surprise that left no time to figure out a path for relief. And when you have banking systems that have shut down, and you have people fleeing, literally fleeing for their lives, we had to figure out how to get payments securely to individuals. It was difficult to get relief there, but we figured it out. As you can imagine, not every disaster affects every company, and it doesn’t hit every company the same way. I’m proud to work with the talented team at E4E Relief. They are committed to stepping up and navigating each client situation with compassion so that we can deliver emergency financial relief to individuals around the world.Editor’s note: From Day One thanks our partner, E4E Relief, for sponsoring this sponsor spotlight.Erin Behrens is a member of the editorial staff of From Day One.Featured photo: Volunteers make food and supply deliveries to elderly residents impacted by the devastating wildfire in last month in Lahaina, Hawaii. (AP Photo/Jae C. Hong)

Erin Behrens | September 15, 2023

The Four Vital Ways for Managers to Be More Effective

Would you enthusiastically recommend your boss to another worker? Would you say they’re an effective manager? Most people wouldn’t. In a survey, only 28% of employees said they would strongly recommend their managers to others, while 14% would not recommend them at all. This is a chronic problem for employers, since workers with effective managers measurably thrive on the job, while those with ineffective ones languish. The impact to the bottom line can be substantial. The good news is that managers aspire to be more skilled in their jobs. But companies will have to step up: Only 29% of managers say their company gives them the training and support to be a better people leader. The solution is for companies to invest more in understanding what makes good managers and investing in their development, according to Caitlin Nobes, the author of a new report, “The Foundations of Manager Effectiveness,” published by Achievers, an employee recognition and engagement platform. The report illuminates how manager effectiveness drives business results, identifies four factors of management effectiveness that provide the most beneficial effects, and suggests concrete ways to give managers the leadership development they need to do a better job.Why isn’t this all part of corporate culture already? “I think there’s a gap between what organizations are able to do to support their managers and what managers actually want and need, as well as a gap between what HR thinks they are giving, and what managers feel they are getting,” said Nobes, lead analyst for Achievers, in an interview with From Day One. “I think this report is really crucial for saying to HR and business leaders: We’re missing the boat.”Why Is This Problem So Pressing Right Now? “I think that being a manager has always been challenging. And I think that it has been underestimated because it has always been seen as just part of most career paths. When you get far enough in your career, you start managing people. That was the pattern,” Nobes said.Caitlin Nobes, lead analyst and senior content marketing manager for Achievers (Company photo)Insufficient training for managers was almost a tradition, but only recently did the effects become so glaring, thanks to the pandemic, the racial-justice movement, and other social factors. A study from Workday and Red Thread Research found that manager effectiveness has declined since 2020. “In the last four years, we have seen the world of work get a lot more complicated,” Nobes said. “Many managers suddenly had this remote-work piece added on, with your team in their own homes–and you have to manage them effectively from your own home,” Nobes said. “All of these are complicating factors for managers who are still under a lot of pressure to meet performance objectives. I think we have managers who are potentially more aware of some of those other factors affecting their teams, but aren’t always clear on how to help address them.”How Manager Effectiveness Can Be Measured   The concept of a net promoter score (NPS), which measures the willingness of a customer to recommend a product or business, can be applied to managers as well. An mNPS survey asks workers whether they’d recommend their boss, with their sentiment ranked on a scale of promoter to neutral to detractor. That sentiment is a powerful indicator. “The performance gap between those that would recommend their managers and those who would not is huge,” the Achievers report said. The promoters, it turns out, are many times more likely to be engaged in their work, to have a strong sense of belonging, to feel committed to their job, and to say they’re productive at work. What Makes a Manager EffectiveManager effectiveness is the degree to which people leaders engage and motivate their team, as Achievers defines it. Four elements stand out in the survey data as being impressive drivers of manager effectiveness, the report says:     •Contact: My manager supports my success through regular 1:1 meetings.     •Recognition: My manager regularly provides me with recognition that makes me feel valued.     •Coaching: My manager provides me with guidance that helps me to be more effective in my role.     •Professional development: My manager supports my personal and professional development goals.When employees say their manager is good at one of these, it doubles the likelihood that they would recommend their manager. When all four are present, mNPS scores almost triple, the report says.Of those four elements, most managers can put the first three into action on their own initiative. But the fourth, professional development, “is probably the only of the four factors that a manager cannot do on their own,” Nobes said. “A great manager in an OK company–that great manager can give recognition, can be a coach, can have great one-to-one meetings, but they can’t provide career growth and professional development without buy-in from their own manager or from HR. So, I think that is really a key area of support.”The Training That Managers Need from Their EmployersTo become more effective, managers need a mandate to take the time to train themselves, as well as to pass along that value to their workers. The Achievers report recommends structuring manager training on a quarterly basis to provide a long-term framework. And companies should provide managers “with frequent touch points to remind them that part of their job is to upskill in this area,” Nobes said. “I think it’s very easy to get focused on metrics and to say, ‘Are we producing enough widgets?’ Or, ‘I really need to write that report this week, so I'm not going to do that LinkedIn Learning course that I bookmarked because I’m just too busy.’ We prioritize the short term, because that’s what feels urgent. So you need to have regular reminders to managers that a medium- to long-term view is also important–that you need to block out an hour a week, or two hours a week, to train yourself.”Middle Managers: Where the Impact Can Be Immediate“The idea of building a culture of recognition with managers first, I think is very powerful,” Nobes said. Achievers data shows that recognition can create a virtuous cycle: managers who recognize their workers frequently inspires their employees to do likewise, creating peer recognition as well. Robes describes this as a “middle-out” approach, rather than top-down. “Starting with your middle managers, they’re the frontline, the people who really can have an immediate impact on somebody’s day to day.”By contrast, “your CEO, your C-suite can make a decision, but it will probably take months for that to be felt at the frontline. But if you can get your manager to just think, ‘If I recognize every employee once a month, and start paying attention to that, I can have a pretty immediate impact,” Nobes said.No manager-effectiveness program is going to make every boss a dynamo of leadership, but just bringing the weak or average managers up to the next level can have a major impact on a workforce, Nobes said. “That’s huge internally. Those are more engaged employees. You’re getting discretionary effort, they’re not job-hunting as much. The ripple effect of investing in manager empowerment is so impactful.”Why a Sense of Belonging Is So ImportantAmong the four elements of manager effectiveness, “employees’ sense of belonging at work is the ultimate driver of individual and business performance,” says the report. Research by the Achievers Workforce Institute (AWI), the company’s research arm, has identified five measurable and actionable pillars of belonging: being welcomed, known, included, supported and connected. “Each of these pillars individually doubles the likelihood that an employee feels a strong sense of belonging and in combination, all five together triple an employee’s overall sense of belonging in the workforce,” the report said.“When people feel like they belong, it’s so powerful,” Nobes said. “It’s this feeling of acceptance and comfort and security. If you can create that experience for your employees, then you will have better business results on every metric that matters. When we think about how to drive belonging, we have these five pillars. The idea is that ‘belonging’ can sound very tenuous and eyebrow-raising, like, what does it even mean? So when you break it down to these five pillars that are pretty actionable, then HR and managers feel empowered.”The questions that managers should ask themselves about their workers include, Do they feel known? Are they sharing parts of themselves? And do people remember things about them? Nobes offered a personal example. “You know, I'm a big reader. And I have talked to a few people about books. Somebody on my team said, ‘I need a new summer read. What would you recommend?’ I felt so known. Like, ‘Oh yeah, I can help you, I would love to recommend a book for you.’”Glass Ceilings All the Way UpWhile the Achievers report diagnosed inadequate manager training across the board, it identified a particular support gap: gender discrepancies in manager empowerment. According to AWI research, men are 26% more likely than women to say they manage people in their role and men are 22% more likely than women to say they have a professional-development plan. Once women make it to an initial management position, they are less likely to be promoted beyond middle management, partly because of a lack of support that Nobes calls “glass ceilings all the way up.”“You break the glass ceiling, and you’re so happy and proud to have reached this level. And then you’re like, Okay, well, what’s next for me? And you look up, and there’s another glass ceiling.” Overall in corporate America, the result is that middle management has become more diverse, but the progress stalls in the higher ranks of leadership. Said the report: “If your pipeline to senior leadership is leaky, it’s time to step back and assess the overall process. How are succession plans developed and who gets shoulder-tapped for stretch assignments or fast-tracked promotion? … Remember, women in management are more likely than men to leave, whether for greener pastures or due to life pressures. Retaining managers from marginalized groups needs to be a top priority for companies focused on diversity, equity, and inclusion at every level of the organization.”Editor’s note: From Day One thanks our partner, Achievers, who sponsored this story. (Featured photo by FatCamera/iStock by Getty Images)Steve Koepp is From Day One’s co-founder and chief content officer. 

Stephen Koepp | September 14, 2023