Most leaders talk about company culture as if it’s something that “happens later” once a business is bigger. Jeremy Delk treats culture as a daily responsibility. Across his ventures in healthcare, biotech, consumer brands, and real estate, culture isn’t a byproduct of growth—it’s the foundation that allows growth to happen.
Culture Begins with Vulnerability
Jeremy doesn’t pretend to be perfect. He shares his own failures and lessons openly, creating an environment where people feel safe to do the same. By being transparent about the wins and the losses, he establishes trust and encourages teams to learn faster.
The Feedback Loop
At one point, employees expressed frustration about something as simple as not having enough refrigerators in break areas. Instead of brushing it off, Jeremy acted immediately, ordering multiple fridges and making sure the team knew their concerns were taken seriously. He also implemented anonymous feedback channels, ensuring every employee had a voice without fear of retaliation. These actions, small or large, sent a clear message: your feedback matters, and leadership is listening.
Ownership at Every Level
Jeremy avoids building a leadership bubble. He reads team feedback publicly, takes responsibility for making changes, and reinforces that employees aren’t just workers—they’re owners of the culture. When people see their suggestions turn into action, they buy into the company at a deeper level.
Scaling Culture Across Industries
Leading multiple companies across different sectors means culture can drift. To solve this, Jeremy builds what he calls a meta-culture: core principles that stay constant across every division, regardless of the industry. These principles include integrity, humility, a bias for learning, and a growth mindset. Each local leader is empowered to adapt to their team’s needs, but the baseline culture remains consistent throughout the organization.
Tips for Founders and Leaders
Jeremy’s practices can be applied by any entrepreneur:
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Act on small issues quickly—they build credibility.
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Listen before solving—collect feedback broadly.
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Normalize imperfection—own mistakes publicly.
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Hold shared rituals—town halls, surveys, and culture check-ins.
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Measure culture—track turnover, internal referrals, and sentiment.
Conclusion
For Jeremy Delk, culture isn’t a slogan on a wall or a mission statement in a handbook. It’s the lived experience of every employee, reinforced daily by leadership. By leading from the top with vulnerability, action, and consistency, he shows that strong culture isn’t an afterthought—it’s a competitive advantage.