The Strategy and Leadership Podcast with Anthony C. Taylor
Jun 23, 2026 · 28 min · 10 segments
Three computers, no fridge, and 15 employees. That was Nuheat when John Rose walked in. Sixteen years later it was the North American leader in its industry, and John says culture is the reason why…
John RoseGuest
Anthony TaylorHost
I think w- I think what I learned from the family business, which, which has really helped me in my work with, and I w-- I do a, a fair bit of work with, um, succession and, and family businesses, is that, uh, you've gotta, you've gotta make sure that your moral compass is aligned with the other people.

And so I felt, you know, I'll put in my two and a half years, uh, there, but I really know what I don't wanna do, and I don't wanna continue with that.

I, I really wanna make sure that whatever it is I do, I'm just so proud of what it is and, and wanna be there to support, you know, the people, et cetera.

It was a positive because when I came to Nuheat, you know, I remember being there the first day, and they were all in their twenties and, and they were eager, and they were excited.

They all said they were in marketing, and I think it was because the fellow that was running the business at the time was a very command and control individual, and he was an operations guy.

And so I was fortunate because I looked at it and said, "I've got this really incredible team.

... and that's what's gonna take the, the company to the next level." And, uh, when I arrived there, they had three computers for fifteen people.

And so, you know, I went to an auction and bought office furniture and, and really tried to, you know, build a sense of, uh, belonging and pride with the team, and that's really how it got started.

I, I r- There are still those scrappy days now, but having been involved in a bunch of different businesses where you're just doing random side quests to, like, make the business go, it's like I'm okay with fewer of those, but you gotta, like, you know, you gotta get your way through.

I think w- I think what I learned from the family business, which, which has really helped me in my work with, and I w-- I do a, a fair bit of work with, um, succession and, and family businesses, is that, uh, you've gotta, you've gotta make sure that your moral compass is aligned with the other people.

And so I felt, you know, I'll put in my two and a half years, uh, there, but I really know what I don't wanna do, and I don't wanna continue with that.

I, I really wanna make sure that whatever it is I do, I'm just so proud of what it is and, and wanna be there to support, you know, the people, et cetera.

It was a positive because when I came to Nuheat, you know, I remember being there the first day, and they were all in their twenties and, and they were eager, and they were excited.

They all said they were in marketing, and I think it was because the fellow that was running the business at the time was a very command and control individual, and he was an operations guy.

And so I was fortunate because I looked at it and said, "I've got this really incredible team.

... and that's what's gonna take the, the company to the next level." And, uh, when I arrived there, they had three computers for fifteen people.

And so, you know, I went to an auction and bought office furniture and, and really tried to, you know, build a sense of, uh, belonging and pride with the team, and that's really how it got started.

I, I r- There are still those scrappy days now, but having been involved in a bunch of different businesses where you're just doing random side quests to, like, make the business go, it's like I'm okay with fewer of those, but you gotta, like, you know, you gotta get your way through.
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