Marmoset supports choice.

Marmoset Staff Retreat, June 2022

Friday’s SCOTUS decision struck a heart-wrenching blow for human rights in our country and beyond. An out-of-touch, polarizing court of mostly old white men, are dragging our communities backwards in time, undoing nearly 50 years of progress. It’s truly hard to fathom.

In spite of recent events, Marmoset stands unequivocal in our support of equity at every level, including gender equity. Abortion, an individual’s right to choose and reproductive rights are not simply issues of politics or religion. These are issues of the highest magnitude for humanity — issues with wide-ranging impacts on gender and racial equity, economics, justice and freedom for all.

Marmoset is committed to building a better future — one where our nation’s broken and shameful past can be acknowledged, systemic inequities can be corrected, and where a bright future can be reconstructed, centered in equity.

Today more than ever, it’s critical for employers to recognize we are nothing without our staff. As such, Marmoset takes a holistic approach in supporting the overall health and wellness of our people:

• Marmoset covers 100% of healthcare premiums for all full-time employees, and our health plans include abortion care. Where restrictions may exist, we are committed to covering expenses for travel, lodging, meals and other related expenses. This support includes any partner or dependent covered under our medical plans.

• We provide a “Flexible Paid Time Off” policy, empowering employees to “take what you need.” This means our staff are empowered to plan their time off collaboratively among their team and co-workers, leaning into equity, acknowledging each of us have unique backgrounds and different needs. There is no cap. Marmoset staff average 8 weeks of paid-time-off annually, per person.

• We provide 3 months of fully paid parental leave, and paid sabbaticals at 4 years, 7 years, 10 years and beyond. Further, we offer a wide spectrum of holistic benefits — outlined in Marmoset’s Annual Transparency Report.

In response to many tragedies experienced across our communities in recent years, Marmoset is hereby doubling down by covering 100% of co-pays for mental health care. We’re also adding child-care coverage for parents on work trips, and we’re following the lead of Patagonia, by adding paid training and bail for those who choose to peacefully protest for civil justice, including reproductive justice.

To our staff: if there’s any point of failure along the way, whether by laws, politicians or healthcare providers — we’ve got your back. We are committed to supporting you and walking with you, no matter what curveballs (or systemic inequities) life may throw at you.

- Ryan

Ryan Wines, Founder & CEO, Marmoset // Track Club

Giving Back May Be All the Rage. But Transparency is Where It’s At.

Note: A version of this essay was originally published on April 21, 2021 by Oregon Business Magazine.

There’s a lot of companies today talking about community support, contributing to the greater good and giving back. While it sure makes for a good social media campaign and compelling copy on a website, do you ever wonder how much of it is real and how much of it is just marketing? 

The truth is, using a for-profit company as a force for good has to go far beyond just writing checks to non-profits. It has to go beyond simply adding inspiring copywriting and marketing pages to your website. To truly walk the talk, a company needs an overarching philosophy, a strategy, and a deeper purpose that threads the needle through every aspect of day-to-day operations and activities, informing and connecting every nook and cranny inside of the business. 

If you’ve truly got a noble, higher purpose at the core of your business, ask yourself this question: What does your company do when nobody's looking? Would you be proud to pull back the curtain and publicly share your company’s most critical internal scorecards, like financials, people policies, pay and benefits, ethics, sustainability efforts and equity metrics for staff demographics and leadership? What do you do when no one is looking?

What does your company do when nobody's looking?

Would you be proud to pull back the curtain and publicly share your company’s most critical internal scorecards, like financials, people policies, pay and benefits, ethics, sustainability efforts and equity metrics for staff demographics and leadership?

The truth is, it’s hard to know who’s talking the talk and who’s walking the walk. It’s challenging to discern who’s sincere about what they’re doing and who’s using trendy “community” copywriting to boost their brand and lift sales numbers. 

The answer is transparency. 

Transparency gives everyone, both internally and externally, a clear line of sight through an organization with objective measurements and tangible context to help understand what’s really happening behind the scenes. Transparency serves as a litmus test for seeing if a company's actions align with the creative copy on the website. 

In January 2021, my team made our first attempt at an Annual Transparency Report. It’s our method for pulling back the curtain -- and it also very publicly shows where our shortcomings are and where we need to improve. It’s all there, worts and all. 

Internally, a Transparency Report gives leaders, staff and prospective employees vital insights to help them better understand the true values, character and integrity of the business and the people running it. It sparks meaningful internal conversations and helps foster a culture of accountability, among both leaders and staff.

Transparency provides a springboard for change and impact. 

Amid today’s rapidly evolving societal landscape, there’s never been a more critical moment for business leaders to consider using for-profit companies to impact the greater good. Rather than wait for government or the next grassroots revolution to spark change, what if the business community led the way? What better Trojan Horse is there to ignite the kind of change our world needs today?

Maybe you’ve heard of Warren Buffett and Bill Gates “The Giving Pledge” where they’re challenging the world’s wealthiest people to follow their lead in giving away most of their wealth to philanthropic organizations by the time they’re gone.

Well, let’s take this a step further. For a moment, let’s consider the impact if three of the world’s largest companies were to lead the way. 

If Apple, Google and Amazon each gave 10% of their 2020 profits to community organizations and causes, that would be $11.8 BILLION dollars donated for one single year. As a point of reference, The Bill and Melinda Gates Foundation gave $589M in 2019.

Now imagine if all Apple, Google and Amazon employees were required (employer paid) to spend two days a year volunteering at community organizations. That would equal about 3.16 million in volunteer hours in one year alone. Similarly imagine if all of these employees were educated on topics like diversity, equity and inclusion. Five hours of DEI training per employee, per year translates to nearly 8 MILLION education hours across all three companies. Can you imagine the global impact of 1.58 MILLION people across the planet each receiving five hours of diversity training a year? 

Further, consider if these global companies all committed to things like pay equity, paid parental leave, and could reach meaningful goals for diverse staff demographics. Imagine if these companies all achieved B Corp certification — meeting the highest standards of verified social and environmental performance, transparency, and accountability.  

If you’re feeling inspired or even a bit curious, hear this: this is a call to all leaders in the greater business community. While it may be hard to see yourself in Apple, Google or Amazon -- the good news is most U.S. businesses are small enough and nimble enough to actually execute this kind of change. Small businesses across our country are the lifeblood of the U.S. economy, creating two-thirds of net new jobs and generating about 44% of all U.S. economic activity. Why not us? 

It all starts with transparency. If one by one, small to mid-sized organizations across our communities backed-up all of the “community” and “giving back” talk by publishing transparency reports, it will help us spotlight and differentiate between the genuine articles and the genuine posers. Becoming a certified B Corp is a great place to start. Publishing a Transparency Report is an equally compelling declaration — sharing with your staff, clients, competitors and community what you truly stand for and why the rest of us should care.

More and more today, people care about where they spend their money. It’s about more than simply getting greatest product or service available. People want to know what’s behind a brand. And some people actually care more about community and societal impact than speed and convenience.

Who’s in? 

RW

Note: A version of this essay was originally published on April 21, 2021 by Oregon Business Magazine.

*This is yet another essay in-part inspired by my friends Mario and Chris — please check out their work too. We believe the process of public writing helps us learn, grow and improves our lives too. We call ourselves the Western Writers League and someday we might make hats with a cool logo.

A DEI Playbook for Leaders: What I’ve Learned Leading Diversity, Equity & Inclusion at My Company

Note: A short version of this essay was originally published on December 29, 2020 by The Portland Business Journal.

Amid today’s rapidly shifting societal landscape, leaders are scrambling to navigate the waters of diversity, equity and inclusion (DEI). I started doing the work to build a more equitable and diverse company five years ago, when 13 of my 18 staff members were male and only one was BIPOC (black, Indigenous and people of color). In a rare epiphany, I realized workplace homogeneity was a problem and I committed to addressing it. This was us in 2015:

Marmoset staff, November 2015.

My business is headquartered in Portland, Oregon, where about 73% of the population identifies as white. Statistics in Portland’s business community are more staggering, where higher paying and more sought after roles lack diversity. A cliche excuse I often hear expressed by local business leaders is applicant pools are mostly white. My answer: Yes, status quos (and systemic power structures) are hard to break.  

After five years, Marmoset is now 61% non-male and 34% BIPOC, with even greater diversity in leadership and highest paid positions. While systemic white power structures run deep in Portland, my story is proof that a diverse, equitable and inclusive workforce is possible. 

I’ve learned some lessons along the way. And I hope by sharing them here, framed within my own journey, it might help other leaders find their way. 

Lesson #1: Know why you’re doing the work. 

Why do you want to do DEI work? What does it mean to you and what are you looking to achieve? While it can evolve over time, first and foremost always know why you’re doing the work.  

My why is I love my community and I’m committed to making it better. I’m here to change the way the Portland business community shows up, change the way it looks and feels, and how it’s experienced by all. 

My why is to dismantle systemic racism and destroy a 2000+ year patriarchy that’s holding back our community, our industry, and so much more. I’m committed to leveling the playing field and creating more equitable opportunities at my company and in my industry. 

Lesson #2: There are no shortcuts. DEI work takes time.

There have been moments I wanted to do all the work as quickly as possible. It’s uncomfortable having so many eyes on me, wondering why the leadership team is so white and what’s taking so long. Thankfully, I’ve learned from more experienced folks to take the long road to get it right. Doing the work takes a long-term vision, discipline, and more time than you’d think. 

Lesson #3: Assemble a trusted team of advisors.

Five years ago I sought out two people to help me start learning and developing my long-term vision on DEI. One is a business leader who started his equity work a few years prior. Thank you, Ryan Buchanan. The other is a leading DEI expert whose candor, brutal honesty, and unparalleled professional experience has given me more understanding than I’ve found anywhere else. Thank you, Serilda Summers-McGee. I’ve added more peer mentors and experts along the way. 

Having a qualified, trusted team to advise and walk alongside you is especially helpful when the work gets hard and uncomfortable. Peer mentors are there to guide you, pick you up, and help you remember why you’re doing the work in the first place. And it’s critically important to differentiate between who’s actually doing the work with you vs. who’s throwing criticism down on you from the cheap seats. The “Man in the Arena” speech can be helpful in these moments.  

Lesson #4: Develop a long-term roadmap and define success. 

There’s no finish line with DEI work. There’s no consultant or workshop that checks all the boxes. It’s a never-ending commitment to learning, transformation, and impact. It requires a long-term vision and plan, similar to that of a business strategy. 

Start by selecting a date 3-5 years out. Paint the picture of what success looks like. The best goals are set to a timeline with specific milestones along the way. Make your plan SMART.

Working with Serilida back in 2015, these were the long-term goals we set:  

• Achieve diversity representation better than the demographics of our city/community. Knowing Portland is about 27% non-white, we had to do better than that. This was our first major milepost. And to maximize impact, I wanted that representation to be true at every level of my organization, especially the most sought after roles: creative roles and leadership roles. 

• Increase the diversity (race and gender) of the artists and the music we represent.

• Work with more BIPOC and women owned businesses for projects and work where we enlist contractors, advisors, vendors and consultants. 

• Provide ongoing training and education for leaders and all staff. 

Reflecting back on these now, I wish I would’ve made the goals smarter, more measurable and timeline-based. The best goals are always SMART ones. 

Once long-term goals are set, work backwards, cutting it up into smaller chunks -- similar to how you might approach a business strategic plan.

Lesson #5: You will fail. And you absolutely must keep going. 

This may be the most important lesson of all. This work is hard, and without exception, everyone will misstep and fail from time to time. There’s no avoiding it. 

While it pains me to admit, I too have failed. People have suffered systemic racism, bias, and discrimination at my company too. No doubt about it, we have failed some of our people along the way. And despite our failures, we are committed to learning from our mistakes, and getting better as we go. 

I also accept the fact that I too have exhibited racist and patricarchical behaviors, and at times I have been part of the problem. I’m working on myself -- working to learn about and process the dark parts of our communities and of our history. It’s impossible to do this kind of work if I’m unable to wrestle with my own identity and dissect my own ego.  As they say, acceptance is the first step of recovery.

Lesson #6: Stay focused. 

You’re held to higher standards when you commit to doing this work, and will therefore receive more scrutiny and criticism. Learn to receive it. And say thank you.  

That said, it’s unfortunate society has devolved to cancel culture, where anonymous critics and disingenuous bystanders so quickly tear people down in a public setting. While I support increased accountability, we can do better than drive-by Yelp reviews for humans. 

All the more reason to stay focused on the work. Don’t get distracted by critics, cynics and trolls working against you. If your values, track record and reputation are strong, your community will know that, no matter what’s said about you. 

Blind spots

It’s recently come to my attention that communication has been a blind spot for me. To be vulnerable here, talking about DEI within my own company is something I’ve struggled with at times. At my core, I’m a “talk is cheap” sorta person. So until we’ve achieved some pretty big, meaningful results, I wasn’t too keen on talking about it. I never wanted to be the CIS white, privileged CEO guy standing up in front of a bunch of people (smart people!), talking about all of the diversity work I’m doing. So I put my head down and did most of the work solo or alongside just a couple of my colleagues and advisors, mostly working behind the scenes.

Because of my own discomfort in talking more openly about it, I now see and realize I’ve missed some meaningful opportunities for broader dialog, engagement and alignment within my company. The downside of working quietly behind the scenes is my staff didn’t always know what I was upto. It’s possible some didn’t know if our progress was happening by accident or on purpose. Moving forward, I’m learning to embrace the notion that our staff wants to know what I’m upto -- especially on topics of DEI. And ultimately, they need to hear their CEO and leaders are all-in, leading the way. 

Impact

Five years into the work, Marmoset’s staff demographics are better than Portland’s by every metric. Eight of our top ten highest paid employees are women. Five out of the top six are BIPOC women. There are no pay gaps at my company. Full stop. And the good news: if we can do this in Portland, Oregon, anyone can do it. 

For the people in the back: If we can do this in Portland, Oregon -- anyone can do it.

And for any business leaders out there who may be wondering how DEI impacts the bottom line, know this: Marmoset as a business has never been stronger or healthier than it is today. We’re at our peak right now in nearly every imaginable business metric: cash, resources, profitability, sales, expenses, people, morale and vibes, brand, innovation, momentum and upward trajectory. That said, I buried this fact a little bit because it could be a distracting headline. Doing DEI work to boost the bottom line is shitty… or disingenuous at best. Do it for the right reasons and you can rest assured, the results will follow. Research supports this.

What’s Next? 

Because the work is never done, we continue to raise the bar with our long-term goals and plans. Our staff and Marmoset’s DiversiTeam have gradually taken on more of the work, and have developed several new goals and strategies spanning all teams and functions. For instance, we’ve made good strides in terms of the diversity of the artist roster we represent. Currently, one of our goals is improving the diversity (race and gender) of our top royalty earners. 

Another important long-term goal for me is to one day replace myself or split my role with someone who doesn’t look like me or think like me. Someone who can bring new ideas, with new expertise and experiences, to help take the company to another place. 

I am so grateful our staff has stepped up in big ways over the past couple of years, now much more invested in helping carry the responsibility of DEI with me. I am especially thankful for my colleagues, Nicole Hooper and Jené Etheridge, Marmoset’s DiversiTeam, and many others, for their collaboration and commitment in doing this work. 

The work is endless. And yes, it’s all worth it. 

RW

Note: An condensed version of this essay was originally published on December 29, 2020 by The Portland Business Journal.

*This is yet another essay in-part inspired by my friends Mario and Chris — please check out their work too. We believe the process of public writing helps us learn, grow and improves our lives too. We call ourselves the Western Writers League and someday we might make hats with a cool logo.