Creating Corporate Purpose

One of the first things Jones did as president was lead work to create a corporate purpose statement for Butler/Till: “Create Connections. Make a Difference.”

“After gaining insight from every employee as to what Butler/Till means to them and how we impact those we serve, the leadership team locked ourselves in a room until we had a draft of the purpose statement,” Jones says. “We knew we had landed on something good when after a few weeks of sitting with it, we didn’t want to change a thing.”

This purpose statement serves as a compass that has guided Jones through her first three years as president.

Last year two Butler/Till workers traveled to Asheville, North Carolina, where they volunteered for a week with Habitat for Humanity. (Images courtesy Butler/Till)

Tackling a Major Acquisition

In addition to the leadership transition and new ownership structure during Jones’ first year as president, Butler/Till completed its first major acquisition, buying Brand Cool, another Rochester-based marketing agency that focuses on energy and sustainability. It was a lot to juggle.

“When you list all of those transitions, it does sound like a lot,” Jones says. “But these were all exciting opportunities for Butler/Till, aligned with our purpose and values. Because we were clear about our purpose, we found ways to rise to the challenges and make it work.”

Brand Cool’s focus on sustainability and status as a Certified B Corporation and benefit corporation in New York provided a mission match for Butler/Till. “When Butler/Till was presented with a unique opportunity to acquire Brand Cool, our first reaction was, ‘There’s no way we can do this,’ followed quickly by, ‘But it’s a perfect fit, so let’s figure it out,’ ” Jones says.

When Brand Cool became a wholly owned subsidiary of Butler/Till in June 2015, the companies merged more than their operations; they merged their innovative ownership and governance structures as well. The employees at Brand Cool became members of Butler/Till’s ESOP, and later that year Butler/Till became a B Corp. Since then, the firm has consistently scored Best For The World (in the top 10 percent) in the “worker” category on the annual B Corp list.

The acquisition has paid off. Brand Cool, citing revenue growth of 120 percent and a doubling of personnel, opened a new office in San Francisco in late 2017. Butler/Till is growing too, with revenues up 33 percent and personnel growth up 37 percent.

But the number that Jones is most proud of is Butler/Till’s 7 percent worker turnover rate—much lower than the industry average of 25 percent. “We are proud that we create meaningful and rewarding work and that talented people want to spend their whole career with us,” she says.

Sharing Design Lessons

When founders Butler and Till decided years ago to sell their business, they understood that good leadership was essential for a smooth transition that would preserve their culture. But they also understood that leadership alone could not guarantee that their unique business culture would thrive. They realized that their employees, who created the business value and benefited from the culture, were the best insurance to protect that legacy.

At Butler/Till, like many of the businesses profiled in Fifty by Fifty’s research on “Next Generation Enterprise Design,” ownership design proved a facilitating structure to support moral leadership, a caring culture and the transition to becoming a B Corp. With the foundation of a secure ownership structure and a clear purpose, Jones has led a smooth transition and taken Butler/Till to new heights of success.