Ingram’s 2025 Best Companies To Work For

PUBLISHED MAY 2025

Transformation in the work force prompts employers to elevate workplace design. Here are 17 companies of all sizes that are showing how that’s done.

It’s easy to throw a lot of money at workplace design when your top line is nine figures—or more. But if this year’s Best Companies to Work For can teach us anything, it’s that even the mid-range and small businesses can find ways to make their offices and shops places where valued employees can set anchor as a rising tide lifts more boats. 

The interesting aspect about the 17 companies we recognize this year, large, small or in-between, is the impressive diversity of business sectors represented: banking, construction, wealth management, social services, engineering, higher education, advertising and marketing, business consulting services and logistics among them.

Clearly, the sector that defines a company is no barrier to creating a workplace that rewards employees for their contributions to organizational success, helps them develop their own means to financial security and pinnacle health, and—this is especially important today—keeps them energized and fully engaged. 

Showcasing the traditional approaches and innovative additions to workplace design, Ingram’s launched this feature in 2008 and has now recognized more than 200 separate enterprises. The goal is to inform and inspire other companies about the possibilities for additional growth and success that naturally follow when enlightened management and leadership focuses on nurturing any company’s most valuable assets: Its employees. 

Large Companies:

Country Club Bank
For all the surprise that greeted more than 400 Country Club Bank employees earlier this month as they learned that they would be working for a new owner, there is some solace to be found in their new employer, First National Bank of Omaha. For one, FNBO is one of the nation’s largest family-owned banks, so it fits the same model CCB has used since the Thompson family acquired its majority stake in 1985. For another, there’s now some scalability to a benefits design that is already impressive: FNBO’s assets heading into the sale were better than 14x Country Club’s $2.2 billion. Still, what the Thompsons are handing off will be a high standard for the new owners to build off with workplace design. From the start under patriarch Byron Thompson, then through the leadership of his children, the bank prized financial stability, a commitment to employee well-being, and a dedication to community and philanthropy. Five core values underpinned the bank’s brand of leadership: Achievement, compassion, enthusiasm, integrity and teamwork, aligning the team with the bank’s goals and objectives. CCB has built a culture grounded in camaraderie and a family-like atmosphere where associates hold each other accountable and enjoy their work, executives say, and that caring is reflected in assets like an onsite gym, flexible work options and lactation rooms. Competitive salary structures are the foundation for a compensation plan that includes a 401(k) with a 3 percent company match, paid time off for full- and part-time employees, plus volunteer time and parental leave for both parents after birth or adoption; a comprehensive suite of insurance benefits including employee and dependent health, dental and vision, plus health-savings accounts and a wellness program; group/voluntary life and long/short-term disability insurance, and educational assistance. The commitment to helping employees secure a solid financial future of their own extends into health and wellness, too: CCB provides a comprehensive employee assistance program, sponsors employees participating in various sporting events, provides annual biometric screenings, and has an annual flu vaccination program. As a good corporate citizen, CCB embraces philanthropy with more than the occasional check. Its associate-led Team Impact program organizes volunteer opportunities for associates and selects nonprofit beneficiaries of the bank’s Hometown Friday efforts. In addition, the bank has a separate committee dedicated to corporate philanthropy. With the bar thus set, FNBO expands its footprint in the highly competitive Kansas City market; regulatory approval of the sale is expected to come before the end of the year.

Creative Planning
Upon reflection, it seems almost … quaint: Creative Planning earned its first Best Companies to Work For recognition back in 2011 when the wealth-management firm had 70 employees and a then-impressive $2 billion in assets under management. Today, both of those numbers are nearly rounding errors for the Overland Park firm’s metrics as a national firm: 2,290 employees (up 3,171 percent) and an aggregate of more than $350 billion in AUM—up 17,400 percent. Credit CEO Peter Mallouk for orchestrating that performance, which starts with what the firm calls “an exceptional workplace culture.” That starts with only hiring the best, prioritizing great character, teamwork, passion and personal growth. “Our success is celebrated through recognition with leadership on firmwide calls and via emails on our internal social platform,” says Megan Schmitz, chief people officer. “All full-time employees are also rewarded with company trips when we achieve business goals.” Recently, that yielded a selection of 15 trip locations, she says, “ensuring that every employee, regardless of their position within the company, has a chance to participate.” That’s the fruit of a tree rooted in a competitive benefits package including health, dental, vision, FSA, HSA, life insurance and disability coverage; voluntary critical illness, accident and hospital indemnity insurance; a 401k match and paid time off—in some cases, unlimited. “For employees looking to grow a family,” Schmitz says, “we’ll cover up to $20,000 for infertility and adoption assistance and offer an enhanced maternity leave benefit of 12 weeks at 100 percent income replacement for eligible employees, and four weeks of paternity leave to care for a newborn or newly adopted child.” For the career-minded, the firm offers a path to partnership (there are more than 500 who have attained that status), a benefit rarely found among large, independent wealth-management firms. The firm opened a new headquarters campus in 2018, replete with social spaces and amenities to encourage gathering, including an on-site café and patios. Employees can select from multiple clubs focusing on personal interests such as cooking, books, fishing or fitness. There are also team-building events like kickball or cornhole tournaments, parking-lot concerts, family picnics, family trick-or-treating, photos with Santa, or grabbing lunch or ice cream from a food truck. An additional core value is corporate philanthropy. “We have donated millions of dollars to support underserved parts of our community,” Schmitz says. We donate food and money to multiple causes, and we pack hygiene products for Giving the Basics to aid the homeless and working poor. We deliver supplies for many hundreds of families each Thanksgiving through Catholic Charities of Northeast Kansas.”

Custom Truck One Source
There are family-founded companies and there are companies that thump their chests as having family atmospheres in their workplaces. But really, can anyone compete with the familial roots of Custom Truck One Source? Founded just over 25 years ago by Fred Ross and nine (!) of his 12 siblings in a three-bay shop on Manchester Avenue, CTOS didn’t just become a billion-dollar enterprise: Its growth was strong enough to attract a buyer in 2020, and the brand was strong enough to endure through that transition through completion in 2021. So no, growth hasn’t been a challenge for the manufacturer and supplier of vehicles used for infrastructure construction and repair. It now has close to 2,000 employees in 37 locations in the United States and Canada, operating under the leadership of Ryan McMonagle, who succeeded Fred in 2023, taking a leadership baton from a team that redefined what it means to be family-owned. They made that dynamic a part of Custom Truck’s DNA. “Family and Custom Truck One Source have been inseparable since the beginning,” recalls Ross, who’s still on board as chairman. “One of the reasons for our success is making sure that our culture remains intact as we rapidly grow.” That’s quite an undertaking for a firm that saw a major headcount increase after it completed a $1.475-billion merger with Nesco Holdings, boosting its employee count by 25 percent and putting it on the New York Stock Exchange under the symbol CTOS. With the merger in the rearview mirror, Custom Truck has put programs in place to help members of the growing family to both stay connected with each other and achieve individual goals that better everyone at the company. Management is working to develop programs to bring together employees with similar interests and life experiences. It launched its Veterans Employee Resource Group, an employee-led group that fosters a diverse, inclusive workplace aligned with an organizational mission, values, goals, business practices, and objectives. The initiative, anchored by Fred’s deep commitment to supporting veterans and their families, also recruits veterans to become future employees. Additionally, management is engaged in what it calls a “world tour,” regularly visiting locations across North America to listen to the concerns of hundreds of employees who aren’t near the Kansas City headquarters. Another major employee-development offering is Custom Truck University. The program offers tuition reimbursement toward any type of degree, certification, or training that prepares or advances an employee’s skills for any job at Custom Truck. In-house, CTU has thousands of on-demand courses and learning tracks for both professional and personal development. 

GBA
With 512 employees—and just 359 in the Kansas City area—GBA makes up for what it lacks in large category numbers by delivering a workplace-and-benefits design package punching well above its weight in the architecture/engineering/construction industry. The formula works: In the past year, the Lenexa-based firm has expanded coast to coast by opening additional regional offices and hiring at a record pace. That has expanded its footprint that now reaches into Colorado, Missouri, Nebraska, North Carolina, Texas and Washington. “Innovation is one of GBA’s core values, something that is ingrained in every employee and demonstrated in every market and project,” says Sydney Borstelman, communications coordinator. For employees and clients alike, the company stands by its purpose statement: “Creating Remarkable Solutions for a Higher Quality of Life.” The culture, then, is a priority and one of the many reasons people want to work and stay at GBA, Borstelman says. From day one, more than 50 years ago, GBA was built on a family mentality and a prioritization of collaboration, support and respect. The respect part comes through loud and clear with a compensation structure that starts with competitive pay rates, supplemented with a bonus program and a 401(k) retirement plan that includes a company match equivalent to 3-1/2 percent of an employee’s annual salary, with full vesting after three years. A robust insurance suite covers medical, dental and company-paid life and short-term disability insurance. There’s an EAP providing counseling and referrals to help address personal and professional challenges, participation in a certified wellness program, and reimbursement for technical and professional memberships that advance employee skill sets and competencies. Collaboration, too, is part of the cultural mix, with committees that allow staff of all levels to become leaders. Some examples: the Young Professionals Committee, Women Empowerment Network, Diversity and Inclusion Committee and Philanthropy Committee. Staff development is supported by internal training programs, flexible work schedules, and growth opportunities. It is, the company notes, a workplace design that dives headlong into the issue of generational change in workforce makeup: Millennials and Gen-Zers comprise more than 60 percent of the staff, and they sound off to create the kind of company they want to work for—more than 67 percent weighed in last year when GBA surveyed them on workplace design. As a result of such input, the firm introduced a new caregiving concierge service and provides support, at no cost, to all full-time employees, and a new weight-loss program—again, for free to employees and spouses enrolled in the health insurance plan, helping them learn skills to lose weight, lower stress, sleep better, and improve their overall well-being.

JE Dunn Construction
The second century of JE Dunn Construction kicked off last year precisely where the first 100 years ended—riding a boom. Revenues hit a record $7.42 billion last year, up nearly a full $1 billion year-over-year. When your base is that big, a top-line leap of nearly 15 percent does not occur by happenstance. Multiple threads weave that success story, from company culture to community engagement to philanthropic commitment. On that last note, the centennial celebration included the section of 10 worthy organizations from across the country—picked by employees—with each receiving a charitable gift of $100,000 in the communities where those employees live, work, and build. As one of the nation’s biggest contractors—No. 16 last year, and likely up from that this year—JE Dunn has the financial muscle to produce a sterling benefits design that complements a top-tier compensation structure. The suite of insurance products covers not one but two medical plans with prescription drug coverage, as well as two dental plans. There’s also vision, life, and disability insurance, with all age restrictions removed on preventative exams. The Employee Assistance Program provides up to 12 visits at no cost to all 5,000 employees (1,500 in Kansas City) and family members, and the package includes voluntary critical illness and accident insurance. Services are available for disease management, health coaching and health-concierge services, and the wellness program—with an on-site fitness center and dedicated wellness coordinator—provides up to $60 off in monthly premium incentives. In addition to a traditional 401(k) retirement plan with an effective company match of 3 percent of compensation, there’s an Employee Stock Ownership Plan to help share in the success. The Downtown headquarters features a café for employee lunches, and workers get discounts on products like cell phones, appliances, and automobiles. New parents enjoy paid paternity/maternity leave, and hybrid work options are available depending on the position. Tuition reimbursement encourages employees to develop and strengthen expertise related to technical operations, professional and personal development, and leadership skills. In-house learning professionals have created a robust catalog of opportunities to give employees and leaders the right content through the right vehicle at the right time in the flow of project work. Inspired people, the firm says, build inspired places, and to fuel that sense of well-being, the culture embraces fun, with group trips to Royals or KC Current games, food truck Fridays, the American Royal Barbecue, family picnics, zoo/aquarium trips, golf tournaments and other events. 

Life Unlimited
In the non-profit sector, and especially in the social-service realm, employees outside the leadership track too often must decide between answering the call to serve and going somewhere else to make a living. Not so at Life Unlimited, which supports adults with disabilities to help them “experience life with unlimited possibilities.” Erin Santeusanio, human resources manager, says the North Kansas City agency does so “by investing in the people who make it possible. With 450-plus employees working across 70-plus group and single homes, five My Day centers, and two administrative offices throughout Greater Kansas City, we are a network rooted in purpose, belonging, and growth.” In providing direct-support services for more than 1,000 adults with all types of disabilities, it has earned ratings of “excellent” or “very good” from 90 percent of those surveyed, and a similar percentage would recommend Life Unlimited to others for its proficiency in employment coaching, community living, independent living skill-building, outreach, recreation, housing, and transportation. That requires keeping people in the ranks, a task accomplished with a competitive benefits package, starting with compensation. Direct-Support Professionals start at $19 an hour and may earn up to $22 an hour within the first year through advanced training, and Life Unlimited covers 80 percent of employee medical plan costs. It also provides a funded Visa card to assist with in-network expenses and prescriptions. For those working more than 30 hours a week, there is dental and vision coverage, company-paid life and AD&D insurance, short- and long-term disability, and access to voluntary life insurance for themselves and their families. The 401(k) plan, with a 5 percent company match, is fully vested after three years, and the Employee Assistance Program offers free counseling (in-person or online), life/health coaching, and basic legal consultations. It even has an Emergency Assistance Fund to support team members facing unexpected crises such as house fires or funeral costs. On the development side, new hires complete two weeks of immersive onboarding for success while fostering strong professional peer connections. Staff may pursue self-paced advanced training to enhance skills and increase their hourly pay. How’s that working out? By the end of 2024, more than 300 employees had completed the tiered training program—contributing to improved quality of care, increased confidence, and a 78 percent retention rate among those DSPs. “Our team’s work is person-centered and grounded in shared values, illustrated by our R.O.A.R.S. values—Responsible, Open, Accountable, Respectful and Selfless,” Santeusanio says. “Staff recognize peers with ROARS cards upon witnessing values in action. With an employee engagement score of 87.6 percent (well above the 77.5 percent national benchmark), team members feel heard and valued.” 

Mid-Size Companies:

Basys
Financial. Physical. Emotional. Developmental. Basys, the Lenexa financial-services company, ticks all the right boxes when it comes to ensuring  the well-being of its 183 employees. Start with the financial aspect: Layered over a competitive salary structure are performance-based bonuses, a 401(k) retirement plan with a company match equivalent to 3 percent of an employee’s annual earnings, and a whopping four weeks of vacation and PTO after one year of employment. There’s also a pick-your-own holiday policy, allowing employees flexibility in observing special days, a paid vacation every five years, and a $500 annual charity donation on behalf of each employee to a charity of their choice. Want more? How about a day of paid time off to volunteer for a favored cause. Employees also enjoy free coffee and cappuccino, team outings, interdepartmental lunches and food truck events. The physical part is addressed with a substantial company payment (75 percent) for medical, dental and vision coverage. With a package like that, the emotional part should take care of itself. Then there’s developmental, where social-media specialist Melody Herren says CEO Brad Oddo has cultivated a vibrant, team-oriented work culture that promotes engagement and connection. That shows up with an 85 percent employee retention rate, thanks also to annual team-building traditions, including a gingerbread-house competition, chili cook-offs and pie bake-offs. Basys hosts a haunted house for employees’ kids on Halloween and an employee costume contest, and free tickets are offered to Children’s Mercy’s Big Slick annual fund-raiser, always a popular draw. At Basys, once you’re in, you’re on track to advance: Career development through structured training programs equips employees with the tools and knowledge to succeed—on average, six to 10 days of training per employee annually. That includes a comprehensive onboarding process, continuous professional development opportunities with leadership workshops and industry certifications, cross-training to encourage skill diversification and career mobility and internal promotion pathways that ensure employees have opportunities for advancement. Most recently, Basys introduced a companywide LinkedIn Learning platform, giving all employees on-demand access to courses that support both personal and professional growth. To develop future leaders, it recently introduced Amplify, a six-month leadership program built on in-person sessions and follow-up work, allowing participants to explore values-driven leadership, emotional intelligence, feedback, accountable goals, navigating change and executive engagement. “Our mission,” Herren says, “is to empower participants as leaders, whether by title or influence, equipping them with a clear path for growth aligned with their values.”

nbkc bank
Take nbkc’s Michael Bartkoski at his word: “Kansas City is a highly competitive market for banking talent, making a strong workplace culture absolutely critical,” says the bank’s CEO. “You can have the best strategy in the world, but without the right people, it will never succeed.” The bank jumps out of its shoes to keep that talent in place, and one tool for doing that is a broad, deep suite of insurance products: health, dental, vision, FSA/HAS spending plans, supplemental life and disability coverage, mental-health care, accidental death/dismemberment—even health and medical coverage for retirees. There’s also a $250 wellness stipend for personal well-being expenses. The 401(k) retirement savings plan kicks in a 50 percent match maxing out at 6 percent of employee annual compensation. To help recharge the batteries, nbkc provides an ample four weeks of paid time off, increasing to five weeks after five years of service. On top of that: a dozen paid holidays, paid-off birthday, and an additional day of the employee’s choice to volunteer for favorite charitable causes. Here’s a rare and precious perk: four weeks for paid sabbaticals after a decade of service, and again at 18 and 25 years of service. Parental leave is also available. For those who are able to work from home, nbkc provides a $300 Flex First stipend for home office setup. That allows employees to choose between remote, hybrid, or in-office work arrangements, promoting autonomy and work-life harmony. Managers collaborate with teams to tailor schedules that meet both personal and business needs. With an on-site gym and yoga studio, employees can save time in their day by consolidating personal fitness needs before or after their shifts. After three years of service, and then again after five, nbkc delivers cash awards. And in terms of workplace zen, the casual dress code fits in with recreational spaces like shuffleboards and arcade games. Addressing growth and development, various programs including a speaker series and employee-led clubs, and the bank has established its Situational Leadership development program for all leaders. Career advancement opportunities supported by a culture of mentorship, quarterly development that takes place one-on-one, annual Career Conversations and continuous feedback. To secure its role as good corporate citizen, nbkc raises money throughout the year for various local organizations such as Big Brothers, Big Sisters (hosting a large annual golf tournament every summer), FISH (Friends in Service of Hero’s), I AM Foundation, Junior Achievement, and many more. “We know what we offer our customers is only as good as the people behind the scenes who keep it going,” says marketing director Melissa Beltrame. “That’s why we make sure they are all supported and encouraged throughout their career. We provide a fun and forward-thinking environment, in a state-of-the-art building that supports our employees to accomplish more than they thought possible.” 

Kansas City University
Perhaps it’s unfair to extract a single line-item from a comprehensive benefits package and fixate on it, but let’s be honest here: How many organizations do you know offer their employees 30 days of paid time off a year? Well, that’s the standard at Kansas City University, one of the nation’s founding colleges of osteopathic medicine. Since it’s founding in 1916 in the city’s historic Northeast Neighborhood, KCU has been on the forefront of innovation in the health sciences, and clearly not just on an academic level—the treatment of 340 full-time employees, and nearly half again as many part-timers, speaks volumes in that regard. That, in part, is how a medical college becomes the fourth-largest of its kind in the U.S., the largest in Missouri, and the No. 1 provider of new physicians for both Missouri and Kansas. But there’s much more here to KCU’s status as a top employer than the generous PTO policy (which gets even better, considering that half of those 30 days can be rolled over into a subsequent year). As a post-graduate institution, an extended winter break—paid—is part of the package, as are annual merit-based wage increases. The 403(b) retirement plan—the non-profit version of the private sector’s 401(k)—centers on an impressive university match of 10 percent. Employees have the choice of two health-insurance plans, and in most cases, covered medical services rendered by a University Health provider are fully paid—100 percent. That health coverage is supplemented with a Flexible Spending Account and the high-deductible Health Savings Account. Dental coverage includes two plan options, and there’s vision insurance, short-term disability coverage, and KCU covers the cost of life and accidental-death insurance. Those who choose to do so can pay for additional personal and term life insurance as well as long-term disability coverage, auto and home insurance. There are even legal-services plans. The well-being program includes monthly prize contests, guided meditation sessions, free flu shots and biometric screening clinics and an incentive for a $60 monthly health insurance premium differential. Even pet insurance is available. To address financial health, there are personal wealth-management planning workshops. Some nice additional touches can be found with the credit union and on-site banking, on-site fitness center, discounted bus passes, cafeteria discounts and additional discounts on events, travel and cell phone plans. To promote future leadership and development, KCU provides a $5,000 yearly tuition-assistance benefit. A wide variety of internal and external learning and development opportunities help chart pathways for career advancement, including the university’s 11-month Leadership Academy—a leadership-skills training program—showcasing its commitment to team success and retention by building strong leaders from the ground up.

Show-Me Organics
At Show-Me Organics, says CEO Boston Dickerson, “family isn’t just a value, it’s the foundation of who we are. We believe the folks we hire aren’t just employees; they’re part of our extended family, and their loved ones become part of our story too.” The impressive part about it is, the story is just getting started: The company was incorporated in 2019, capitalizing on the emerging market for medical cannabis approved by voters a year earlier. Boosted by the 2022 statewide vote to legalize recreational use, Show-Me Organics has grown well past the small-business stage. How? Same as most other fast-growth enterprises—with a carefully cultivated culture and workplace design. From flexible schedules that honor school plays and family milestones to benefits that support spouses, children, and even pets, Dickerson says, “we’ve built a culture where personal and professional lives thrive together. Our team’s loyalty reflects this commitment—when you walk through our doors, you’re not just joining a company, you’re gaining a community that celebrates your successes, rallies during challenges, and grows together. Because at the end of the day, our strength doesn’t come from profits or products, it comes from the people we call family. It’s a big family—262 full-time employees, and two dozen part-timers. To keep folks tethered to the mission, it offers monthly roundtables, collaborative sessions where associates and leaders celebrate wins, address challenges, and co-create solutions, fostering transparency and shared accountability. There are all-hands meetings to align on goals, celebrate milestones, and reinforce a unified vision. Employees can weigh in via suggestion boxes available in all facilities, and an Employee-of-the-Month program rewards excellence. The benefits plan is designed to support physical, financial, and emotional health with a suite of insurance plans and products covering health, dental, vision, life, short/long-term disability, pet insurance, and parental leave. In addition to competitive wages—a high-school graduate working as fulfillment associate starts at $17.45 an hour—the paid-time off plan covers vacation, sick days and personal days, and the company provides educational assistance and paid leave of absence to help employees advance personally and professionally. The flagship development program, called the Top Shelf Club, includes personalized development pathways with tailored coaching, cross-functional rotations, and advanced educational opportunities; an innovation incubator in which where employees pilot cutting-edge ideas (some of which have been scaled to company-wide implementation) and specialized training to prepare high-potential employees for executive roles. As a result, 85 percent of leadership roles are filled internally.

Spotlight AR
Employees today—many of them in the early phases of their careers—have a value set that differs from previous generations in one key way: They want to be in on the organizational success from the get-go. At Spotlight AR, they can be, thanks to the analyst-relations firm’s Unite Appreciation Rights program, which gives employees a financial stake in the company’s performance, not unlike stock-appreciation rights found in the higher executive ranks of many corporations. That’s one innovative approach to benefits design at this Crossroads-based business advisory-services firm, found in 2012, now with a staff of 146. Those appreciation rights, though, are just one sliver of the benefits pie. Competitive wages form the base, but employees also enjoy medical, dental and vision insurance, FSAs and HSAs to manage health spending. The insurance suite also includes options for short- and long-term disability, up to $50,000 worth of life insurance at no cost to employees, accidental death/dismemberment and critical illness/infertility coverage, hospital indemnity and accident coverage. Through its 401(k) program, Spotlight will match 100 percent of the first 3 percent of an employee’s contributions, then additional company input to max out at 4 percent of an employee’s salary. A robust parental-leave program provides 16 consecutive weeks of fully paid leave for new parents, including through surrogacy and adoption, while secondary caregivers receive six weeks of fully paid leave. In addition to an Employee Assistance Program, there’s wellness coaching through BlueKC and a company-paid coach to help employees create individualized wellness plans. There’s paid time off available, without limits, based on performance metrics, a feature built into the company at its inception. “We just ask that employees work with their supervisors and team to ensure proper coverage while they’re out,” says Michelle Doebele, the marketing/communications lead. There are no meetings after 2 p.m. on Fridays, allowing employees to finish any work with a happy hour with colleagues, volunteering or just getting a jump start on their weekend. After a big deliverable, employees are strongly encouraged to take a “Me Day” to decompress and relax, and even as many companies are scaling back on remote work, all Spotlight employees can take advantage of flex work arrangements—“We empower and trust our employees to be productive from anywhere they choose,” Doebele says. Along with unlimited snacks, beverages and free lunch on the first Friday of each month, perks like these have helped the firm create its growth culture.

Walz Tetrick Advertising
For this Mission-based advertising firm, the road to effective workplace design starts with structure. In this case, four pillars’ worth, focusing on four themes designed to ensure that management practices, training and development, pay and benefits, work environment, financial outlook and community service are all a focus for an optimal work environment. Katy Jennings, director of business strategy, identifies them as 1) Work force, encompassing talent, culture, education, events; 2) Workplace, covering cultural engagements, cultural education, inclusion, events; 3) Community, incorporating DE&I partnerships, agency meetings, diverse suppliers, vendors, events; and 4) Communications: embracing education, information flow, processes and events. With that framework constructed, the details fit neatly into place. Consider compensation: In a workplace where women comprise 60 percent of the staff, the firm proudly embraces a commitment to equal pay for equal work. Also of particular interest to women, new mothers have six weeks of paid leave for adoption and/or the birth of a child (not to be overlooked, a spouse or committed partner enjoys 10 days of paid leave, as well). Above and beyond the boilerplate vacation tier, the firm offers employees the last week of the year off, 100 percent paid. Yes, separate from vacation and sick leave. In addition to health insurance—a very robust 90 percent of which is paid by WTA. And for the vision and dental plans, the firm foots the entire bill—no cost to employees. On the financial well-being side, the firm’s 401(k) match maxes out at 4 percent of employee contributions. There are also flexible spending accounts for employees to set aside money on a pre-tax basis to pay for eligible medical, dental, vision, and dependent-care expenses, including elderly care or day care. There’s also an Employee Assistance Program that provides counseling services, family caregiving services, legal services, and financial services. In addition to two “work from anywhere” days each week on Tuesdays and Fridays, employees are gifted two paid volunteer days off each year to support the causes that are most important to them. There’s an activity center available to employees for special events such as philanthropy and special family celebrations, and each employee has a $5 weekly stipend to grab healthy snacks, lunch items, and beverages from the company kitchen. Each month, there’s an all-hands meeting to share work updates and offer “Spark Plugs” to employees—notes of appreciation that employees give to one another, which become eligible for a monthly gift-card drawing. Underpinning all of this: Five consistent years of revenue, profit, and employee growth. “We are grateful that recent acquisitions and mergers allowed us to add strategic leadership, new service lines, and a more diverse, talented group of employees,” Jennings says.

Small Companies:

Crux KC
This isn’t Crux KC’s first Best Companies rodeo; after breaking into the corporate alumni base three years ago, it’s back with the potential to be an even stronger attraction for marketing pros: There’s still scuttlebutt that the Royals’ might build their Downtown stadium right across the street on Grand Boulevard. But this small firm doesn’t need major-league sports to burnish its bona fides as an employer. Start with the basics: compensation. Atop a competitive base, Crux layers a robust bonus structure open to one and all, at every level. Rather than one-size-fits-all benefits plans, Crux’s M/D/V benefits package + voluntary benefits offers a menu that staffers can tailor to their personal needs and lifestyles, covering life insurance, pet insurance, legal insurance, and more. The workplace design itself accommodates flexible office hours, and work-from-home Wednesdays, $50 gift cards for Employee of the Month, advancement and development opportunities, professional development with assigned budgets for every member across the organization, as well as a 401(k) “gift” with a 3% non-elective employer 401k contribution for every team member.  On the developmental front, it is creating career paths for all roles in the organization, and CEO Melea McRae herself leads a presentation coaching class done quarterly in small groups. There are monthly lunch and learns to share industry knowledge for professional development, allowing staff members to learn from our internal talent and grow professionally. Running on the Entrepreneurial Operating System model, McRae has added a senior vice president of operations and fractional CFO to help analyze the business and establish structure to grow sustainably. There’s new leadership training for both mid- and VP levels across the organizations, and quarterly business updates and weekly team standups provide transparency with the team on revenue and profitability. The physical space—originally 7,300 square feet in Crown Center—includes an onsite gym, coffee shop and Jimmy John’s, and has already been expanded since the 2022 move-in, with more conference and break-out spaces, a dedicated space for nursing mothers, and a rec room. There are monthly team happy hours and quarterly employee advisory sessions to problem-solve and celebrate our successes as a team. Though comparatively small in number, Crux has a big appetite for philanthropy. Among the organizations it has supported in various ways are Junior Achievement and its Biz Town event, Kanbe’s Markets, KC Shepherd’s Center, and cleaning up Washington Park (the much-ballyooed stadium site). Staffers have also judged projects at KC Invention Connection, supported HappyBottoms’ diaper drive, and held clothing and school supply donation drives. Last fall, it took nominations for a 2025 pro-bono marketing recipient, with the Crux team voting for its top four organizations before settling on Nourish/The Prospect KC.

EAG Advertising
Just 20-strong as a team, EAG Advertising & Marketing plays the employer game at a high level, with a strategic workplace design that encompasses enlightened management practices, training and development, compensation, benefits, work environment and community service. A surprisingly robust benefits package is definitely worth attention: The firm covers 70 percent of medical, dental and vision premiums, and pays the full ticket—100 percent—for short-term disability, long-term disability and employee life insurance. It’s 401(k) plan matches dollar-for-dollar on employee contributions, up to 4 per cent of a worker’s annual pay, vests on Day One. A more-than-generous time off policy includes 12 paid holidays—considerably more than the traditional small-business menu of Christmas, New Year’s, Memorial-Labor days, July 4 and Thanksgiving. Also rare at this level is the unlimited sick time off, paternity time off and a PTO structure that starts at two weeks on day one, increasing with tenure. Employees can better manage health-care costs with the FSA, there’s an annual bonus program … and how many companies of that size do you know with an on-site gym? The work-week structure accommodates flexible work arrangements, such as remote options and flex hours, to further enhance work/life balance. It all starts at the top, where owner Michele Markham sets the tone for company, departmental and individual growth. A cherished staff trait: Stability. Senior leaders have an average tenure of nearly 10-1/2 years at the Crossroads firm. That helps create clear advancement paths, abetted with regular performance and goal reviews, and open dialogue about company direction, any time, not just at the end of a quarter or year. Training reimbursements support those earning industry certifications and encourage continued learning through seminars, courses and professional-organization memberships to keep specialists at the forefront of industry trends and hone their skill sets. New hires undergo a three-month focus on skill-building and immersion in EAG’s culture and processes. The office itself is designed to facilitate brainstorming and collaboration across departments. In the rank-and-file, the average employee tenure is nearly six years—almost double the marketing industry’s norm—a reflection that employees feel genuinely fulfilled and valued and are able to think entrepreneurially and share the victories. Thanks to an expanding client base—70 new clients in the past decade—EAG has continuously grown, offering stability and opportunities for internal advancement. No one client makes up more than 10 percent of the firm’s business, so unlike other agencies where a client loss means layoffs, the team can thrive with a sense of security. Again defying size norms, there’s the EAG Foundation Employee Matching Gift Fund, multiplying staffers’ individual donations to qualifying non-profits. 

Playabilities for Sensational Kids
This Leawood-based company with a staff of 35 focuses on delivering therapeutic services to special-needs children and adolescents. That aspect of living in the health-services space defines many providers as lower-wage employers. Not here. “Playabilities utilizes an incredible, unique approach to pay for the clinical team, where clinical staff are paid on a transparent pay scale,” says Olivia Schmitt, HR manager. Staff are paid significantly higher wages than other pediatric therapists in the industry, which means the company can be highly selective in recruitment and hiring. “The clinical staff then set the hours they’d like to work each week, allowing Playabilities’ therapists unlimited earning potential each year,” Schmitt says. In addition, there’s no cap on time off or holidays where staff are required to work. That’s a rare level of flexibility in the rehab industry. The firm’s most recent staff survey, she says, reported that 94 percent of employees would recommend Playabilities as a great place to work. Playabilities expanded its benefit offering for the 2024 plan year to include options such as hospital indemnity, short-term disability, pet insurance, and a Health Savings Account. This year, the company also plans to open a 401(k) plan to employees, and other changes recently adopted include a company-supported scholarship fund to invest in employee’s professional development goals, paid time-off accruals (about double that of industry standards), and adjusted compensation structure from hourly to three options—guaranteed base pay + two bonus opportunities (monthly and annually), hourly/part-time; PRN/as needed. Therapists now can set their schedule, meaning they work when they want to work, not in a defined 8-5 weekdays role. A dedicated, year-long course focuses on developing the management team in foundational leadership principles so that they are more effective in their position, aware of their contributions and impact to the team overall, and comfortable in a multitude of situations. Tracks, a training opportunity offered to all clinical staff, provides a framework for professional development and specialization opportunities, with employees able to select from various levels of certification, ranging from Advanced, Expert, and Specialist. The workplace culture, Schmitt says, is “Share Joy and Have Fun,” so it’s not abnormal to have Superman show up at a virtual meeting, random surprise Taco Tuesdays being catered, or the admin team dressing up as bananas for the day.

Stepp & Rothwell
The staff at Stepp & Rothwell may be small in number—25 full-timers and a part-timer–but this Overland Park wealth-management firm sports the kind of sophisticated workplace design you’d expect at much larger organizations, one that focuses on professional development, leadership growth, community engagement, and fostering a collaborative workplace culture. That comes, in part, from a commitment to employee growth, through training programs that develop both technical skills and soft skills. Employees follow a defined career path with clear roles, responsibilities, and compensation progression, ensuring opportunities for advancement. Now in a second generation of ownership, the firm is led by executives who started in entry-level roles, and whose ascent reflects a dedication to promoting from within. That requires the firm’s support to secure professional certifications, such as the Certified Financial Planner designation, flexible work hours and financial assistance for coursework, review courses, and exam fees. Also available: bi-weekly training sessions and monthly seminars to encourage continuous professional development. The firm hires entry-level employees and students working flexible hours while pursuing their degrees, and once on-boarded, all have leadership growth opportunities. “Our leadership team fosters a culture of trust and transparency, with an open-door policy that encourages feedback,” says co-owner Courtney Kounkel. “Collaboration is central to our culture, which drives job satisfaction and a positive work environment. We offer internal and external career growth opportunities to expand employees’ skill sets.” On the financial side, Stepp & Rothwell offers competitive pay and benefits, including a 401(k) matching program and coverage of 90 percent of health insurance premiums, beating even many  corporate-level offerings. Additionally, there’s Friday afternoon flex time, closing the office at 1 p.m. to give employees more personal time. Community engagement, as well, is a larger-company attribute embraced here. That takes the form of optional pro bono work and offer paid time off for volunteering. The charitable matching program goes beyond matching donations by financially supporting causes that employees care about; employees are encouraged to participate in charity events, serve on boards, or provide pro bono services, reinforcing a sense of pride and purpose. All of that has helped drive growth, allowing Stepp & Rothwell to add six new positions over the past five years, including roles in accounting and finance, assistants, an operations team lead, and a COO. In that span, revenue has increased by 28 percent, much of it reinvested in the company, and a full office remodel has further enhanced the work environment.

UTXL
At this Edwardsville-based logistics company, leadership isn’t just about responsibilities, but inspiration and empowerment, says vice president Dave Tunison. “The leaders here don’t merely guide from the top; they lead by example, fostering a culture of growth and collaboration,” he says. “Their vision isn’t limited to profits but centers around nurturing a community where every voice is heard and every individual is valued.” That goes a long way toward leverage the talents of roughly three dozen into a company with 2024 revenues of nearly $110 million. UTXL specializes in trucking services for the logistics sector, for full truckload and less-than-truckload shipments, expedited shipments and multi-stop deliveries, using a fleet of contract carriers operating more than 50,000 trucks nationwide. Despite that wide reach, the company clings to a family-like atmosphere led by Shelly Cannon as president. For all the camaraderie on display, accountability remains a core pillars at UTXL. “Here, everyone understands the impact of their actions on the collective goals of the company,” Tunison says. “This accountability isn’t imposed, but embraced willingly, as each team member comprehends their integral part in the grand scheme of things.” It is, he says, a sense of shared ownership that fosters individual growth. Another core value: Integrity. “For us, it is not just a buzzword,” Tunison says. “From the top of leadership to every individual on the floor, integrity permeates through the team. We believe in doing the right thing, even when it is difficult.  Transparency, honesty and ethical behavior are not just values we talk about, it is part of our principles we live by here at UTXL. That shows up in the way leadership respects employee input. “Here, opinions aren’t just heard; they are actively sought, valued, and implemented,” Tunison says. “Every team member has a seat at the table, where their ideas, concerns, and feedback are not only acknowledged but also form the basis of strategic decisions. This inclusive approach not only empowers employees but also fosters a culture of innovation and continuous improvement.” The company embraces a holistic approach to employee well-being, focus on professional growth, of cousre, but also invsting the personal development and welfare of its employees, from a comprehensive health/education benefits plan to flexible work arrangements. Those include medical, dental, vision and prescription insuance coverage, competitive retirement plans, sort- and long-term disability programs, life insurance and employee discounts. And its tuition reimbrsement package provides free and reduced education for employees and dependents.