Sep 10, 2026 · 51 min · 13 segments
Vern Davenport is a Partner at QHP Capital with 35+ years of experience building and transforming healthcare technology and services businesses. Vern is the author of *Accelerating Growth*, which lays…
Vern DavenportGuest
Allison CrumplerGuestJordanHostSo let's shift over, Allison, if you wouldn't mind, on the, the journey with culture and Catalyst.
Where did it start?

Well, Vern and I have had this conversation and this debate many times, and I didn't want him to win, but we...

The debate is does the management system come first and then culture, or does culture come first and then the management system? And I have tried every which way to, to a- align in my own mind that culture should come first, and it just doesn't.

Um, the management system really sets the stage for how we wanna run and drive our business and our performance.

But quickly on the back of that, installing the culture, uh, operating system, as I call it, is critical because we're able, for example, Jordan, to take a red metric, which is in the management system, you're either red or you're green.

If you're a red metric, um, we want our employees to raise those red metrics and not hide behind them, not make them a watermelon so that- Because they're fearful, they're nervous, they're scared, they're not wanting to get in trouble.

But if we create an environment where employees can do their best work and feel safe, then raising that m- red metric actually means you're gonna get support, you're gonna get help, and you're gonna be, um, appreciated for raising that, that metric because it was a risk, um, and w- didn't turn into an issue.
So w- I mean, let's start with a broad question.
We could do 50 episodes on this.
What is culture? [chuckles] How do you define it?

So it includes our vendors, it includes our customers, it includes our partners, it includes our board and investors.

So when people think about culture, normally they think, "Oh, that's the squishy feely," um, you know, after work happy hours and ping pong tables.

And we, we call it the culture operating system because everything is then built on top of that, the performance management system, um, our technology, our staffing strategy, um, our business model, all of that lays on top of culture so then we can deliver it.

Our customers can take and experience our values the same way our employees did.

I think what we were able to do at QHP was, um, emphasize and demonstrate the importance of how values in a culture can ultimately add value to the, the bottom line.

And J- and Jordan, I would add, uh, maybe just a moment on, uh, for your listeners what the management system is.
So let's shift over, Allison, if you wouldn't mind, on the, the journey with culture and Catalyst.
Where did it start?

Well, Vern and I have had this conversation and this debate many times, and I didn't want him to win, but we...

The debate is does the management system come first and then culture, or does culture come first and then the management system? And I have tried every which way to, to a- align in my own mind that culture should come first, and it just doesn't.

Um, the management system really sets the stage for how we wanna run and drive our business and our performance.

But quickly on the back of that, installing the culture, uh, operating system, as I call it, is critical because we're able, for example, Jordan, to take a red metric, which is in the management system, you're either red or you're green.

If you're a red metric, um, we want our employees to raise those red metrics and not hide behind them, not make them a watermelon so that- Because they're fearful, they're nervous, they're scared, they're not wanting to get in trouble.

But if we create an environment where employees can do their best work and feel safe, then raising that m- red metric actually means you're gonna get support, you're gonna get help, and you're gonna be, um, appreciated for raising that, that metric because it was a risk, um, and w- didn't turn into an issue.
So w- I mean, let's start with a broad question.
We could do 50 episodes on this.
What is culture? [chuckles] How do you define it?

So it includes our vendors, it includes our customers, it includes our partners, it includes our board and investors.

So when people think about culture, normally they think, "Oh, that's the squishy feely," um, you know, after work happy hours and ping pong tables.

And we, we call it the culture operating system because everything is then built on top of that, the performance management system, um, our technology, our staffing strategy, um, our business model, all of that lays on top of culture so then we can deliver it.

Our customers can take and experience our values the same way our employees did.

I think what we were able to do at QHP was, um, emphasize and demonstrate the importance of how values in a culture can ultimately add value to the, the bottom line.

And J- and Jordan, I would add, uh, maybe just a moment on, uh, for your listeners what the management system is.
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