Episode 159: People First, Profit Follows: Building a Thriving, Human-Centered Workplace with David Hughes

Ashish Kothari:

Welcome to The Flourishing Edge, the podcast where we share weekly tips on making flourishing your competitive edge. I’m Ashish Kothari, your host, and each week we dive deep with flourishing experts, changemakers, and executives to share best practices that can help you unlock higher performance through science-based interventions.

Let’s step together into the edge of what’s possible and live, work, and lead with more joy, health, love, and meaning.

David, it is so lovely to have you with us on the Happiness Squad podcast. Thank you for joining us today.

David Hughes:

Yeah, I’m excited to be here today and have a great conversation.

Ashish Kothari:

David, I love the story of BCR. When I met you four weeks ago, we were at a Conscious Capitalism meeting in Denver as part of the Colorado chapter kickoff. I loved hearing your story, and I want to read something from your mission statement that really captures why this is such a powerful conversation.

Your first paragraph says: Believing that true and honest relationships are the key to happiness and success, BCR Engineering will strive toward the development of that kind of relationship with its clients and employees.

That’s your opening line — not buried somewhere on a careers page. Tell us about the story behind that ethos and how it permeates BCR.

David Hughes:

There are a couple of things behind it. First, relationships. Yes, we’re an engineering company — we develop technical documents and systems — but it’s all about relationships.

The second part is that it’s not just about clients, it’s about employees too. We’re not telling our employees to do everything possible for the client at their own expense. We focus on balance — are we doing right by our employees?

That foundation came from the founders of BCR. They came from another firm years ago and wanted to build a company that focused not just on clients, but more importantly on employees. They believed success comes when employees are thriving and happy, and that deeper client relationships follow. That’s what has driven us for more than 30 years.

Ashish Kothari:

So many companies talk about customer centricity or shareholder primacy. But very few talk about people first. And the irony is — businesses are made up of people. If you want to be customer-centric, it’s your people who deliver that.

Why not start with people because it’s the right thing to do, not just as a means to an end?

David Hughes:

Exactly. It’s not just the right thing to do from a business perspective — it’s the right thing to do as a human being. As a society, as a culture, this is what matters.

Ashish Kothari:

And yet we’re so far from that. Research shows only 20% of people are thriving at work, only 15% find meaning, 60% experience daily stress, and 22% are burned out. We’re creating workplaces where employees don’t come first — sometimes they come last.

BCR stands out. Can you share a story that shows how true and honest relationships are practiced every day — not just written on the wall?

David Hughes:

One example comes from the client side. We’re in the design business, working closely with architects and contractors. A few years ago, we had a design-build project with an electrical subcontractor we had a long-standing relationship with.

During design, we spent far more time than expected due to changes requested by the owner. I told the client we were spending extra time and said, “Before you pay us more, let’s see how the project turns out — we’re in this together.”

Months later, after construction wrapped up, he called and said the project went well and that he wanted to make sure we were made whole. He remembered that conversation and paid us fairly.

That’s the kind of relationship we aim to build — transparency, trust, and partnership.

Ashish Kothari:

What I love about that story is that you didn’t take a purely transactional approach, nor did you silently absorb the cost. You shared the reality, trusted the relationship, and elevated it.

That’s what true and honest relationships really mean.

David Hughes:

Exactly. True relationships aren’t passive. They require difficult conversations. Trust makes those conversations possible — with clients and with employees.

Ashish Kothari:

Can you share a story about that principle in action with employees?

David Hughes:

There are many. One that stands out is during a remodel project years ago. I was frustrated with a vendor and told employees to leave it alone. Instead, they stepped in to help the vendor anyway.

Later, I thanked them and told them, “Anytime you see me acting against our values, call me out.” They did — and it took courage.

That kind of safety only exists when relationships are two-way and built on trust.

Ashish Kothari:

That’s distributed leadership — everyone holding each other accountable. It’s a lived value.

Your leadership style is clearly different. How has it evolved over time?

David Hughes:

It started with my father. When I was a teenager working in his business, he told me the most important thing was taking care of employees. That stayed with me.

At BCR, the mission matched my personal philosophy. Even though I studied engineering and business, I always believed that if you care for people and help them thrive, everything else follows.

Ashish Kothari:

You describe BCR as fun, flexible, and caring — not just large. What practices help you prioritize people over growth?

David Hughes:

We do activities — birthdays, holidays, cookoffs — but it goes deeper than that.

We moved away from performance reviews and now do developmental check-ins. These happen more frequently and focus on growth, values, leadership, and well-being — not just performance.

We’re mostly remote, so we have to be deliberate about checking in one-on-one. That’s how we know how people are really doing.

Ashish Kothari:

How do those check-ins work?

David Hughes:

We built an internal app with multiple sections — technical growth, leadership values, development areas. Managers discuss one area at a time, often monthly. Over the year, all areas are covered.

It feeds naturally into promotions and compensation because managers have a holistic, continuous view of each person.

Ashish Kothari:

That creates trust and shows people they matter — not just as workers, but as humans.

Tell me about how this culture helps during tough times.

David Hughes:

Two examples. During the pandemic, we shifted quickly to remote work. Because of our culture, department directors focused heavily on checking in with people.

Another time, a group of employees left to start their own company, leaving behind a lot of work. People stepped up. In crises, you see people shine in unexpected ways — leadership emerges.

Those moments are easier to navigate when trust already exists.

Ashish Kothari:

Any stories of employees thriving long-term?

David Hughes:

Many. One person started as an administrator and is now one of the owners of the company. Another moved from a culture where non-engineers weren’t valued into BCR, became a department director, and later an owner.

People thrive here because they’re allowed to grow — if they choose to.

Ashish Kothari:

You mentioned the Thrive Triangle — role, genius, and well-being.

David Hughes:

Yes. People need all three. Role is what you do. Genius is what makes you unique. Well-being is physical, mental, emotional, and spiritual.

When you cultivate all three, people thrive.

Ashish Kothari:

How do you help people find their genius?

David Hughes:

We ask them. Sometimes it shows up naturally — engineers moving into business development, or people finding creative strengths that reshape their role.

You have to recognize strengths as people evolve.

Ashish Kothari:

That movement — growing up, sideways, or even stepping back — keeps cultures alive.

David Hughes:

Exactly. Some people just want to do their job and go home — and that’s okay. Others need support through difficult seasons. Caring for people through struggles strengthens culture.

Ashish Kothari:

To close, what advice would you give leaders who want to be positively deviant — who want to put people first?

David Hughes:

Be true to yourself and your values. Know your priorities. You can be financially strong and people-centered — but you must be clear on why you’re doing what you’re doing.

Also, expand your horizons. Learn from other industries, other leaders. Stay open-minded.

Ashish Kothari:

David, thank you for being a lighthouse for flourishing. If you want to reach the land of profit, follow the road of flourishing.

Thank you for leading by example.

David Hughes:

Thank you. This was a great conversation.

Ashish Kothari:

Thank you for joining me on The Flourishing Edge. If today’s conversation inspired you, share it with someone ready to flourish. Subscribe, leave a review, and stay connected.

Until next time, keep learning, practicing, and growing into your fullest potential.