Med One Way Drives the Culture of the Company

Culture is the lifeblood of every company. It can create a workplace of camaraderie, innovation, and productivity—or it can become a barrier to growth and long-term success. Throughout my career, I have seen firsthand how a healthy, value-driven culture not only supports business objectives, but also inspires employees to give their best every day.

I was fortunate to begin my professional journey in 1980 at HewlettPackard (HP), a company widely recognized for its strong and distinctive culture. Known as the “HP Way,” these values centered on respect for the individual, a relentless focus on the customer, and a commitment to quality and innovation. The leaders at HP modeled these principles consistently, creating an environment where people felt valued, trusted, and empowered to contribute. The HP Way was not just a set of words; it was a shared mindset and a lived experience, and it played a pivotal role in enabling the company to thrive. That early exposure shaped my understanding of how culture drives results and has stayed with me throughout my career.

Recently, I had the honor of joining the Board of Directors at Med One Group. As I explored the opportunity, I naturally looked at how the business, medical equipment rental, leasing, and financing, aligned with my background in technology, healthcare, and corporate governance. I also looked closely at the cultural fit because I know it is culture that sustains performance over decades.

I recently had the chance to see Med One Way in action when I visited the Sacramento office. The first thing I noticed was the values posted prominently on the wall—not as corporate décor, but as visible reminders of what the company stands for. The second thing I noticed was the pride and enthusiasm of the employees. They spoke knowledgeably about the equipment, the customers they serve, and the role they play in ensuring healthcare providers can deliver the best care possible. There was a clear sense of ownership, teamwork, and purpose.

When I visited Med One’s website, I discovered the “Med One Way,” a set of guiding principles that felt instantly familiar. It was a full-circle moment—these values echoed the same themes I had experienced at HP: respect, integrity, innovation, and a focus on serving customers with excellence. The words conveyed a company where people matter, customers are partners, and doing the right thing is non-negotiable.

I recently had the chance to see Med One Way in action when I visited the Sacramento office. The first thing I noticed was the values posted prominently on the wall—not as corporate décor, but as visible reminders of what the company stands for. The second thing I noticed was the pride and enthusiasm of the employees. They spoke knowledgeably about the equipment, the customers they serve, and the role they play in ensuring healthcare providers can deliver the best care possible. There was a clear sense of ownership, teamwork, and purpose.

It struck me that this was not just about operational efficiency or product knowledge;this was about a culture where every individual understands their impact on the bigger mission.In healthcare, where timing, reliability, and trustare critical, that kind of cultural alignment canmake all the difference.

Culture, when done right, becomes a competitive advantage. It attracts talent, retains high performers, fosters innovation, and builds trust with customers. At HP, culture empowered engineers to think creatively, managers to support risk-taking, and teams to collaborate across boundaries. At Med One, I see that same potential: a culture that empowers employees to deliver exceptional value to healthcare providers, to problem-solve creatively for customers, and to treat one another with respect and professionalism.

For a board member, culture is both an asset to protect and a lever to strengthen. My visit to Med One confirmed for me that the company’s culture is not accidental; it is intentional, nurtured, and clearly connected to the company’s success. In a business where customer relationships and reliability are paramount, the Med One Way is more than a set of ideals—it is the framework that shapes decisions, drives performance, and sustains the company’s reputation in the marketplace.

Having started my career in an organization that made culture a cornerstone of its identity, I recognize the rare and powerful opportunity when I see it again. At Med One, the culture is alive in the operational floor conversations, in the pride employees take in their work, and in the way values are not just stated, but demonstrated.

Culture is the lifeblood of a company. And in Med One’s case, it is a healthy, vibrant pulse that will continue to power its success for years to come.