Some companies pay lip service to employee growth opportunities. Revivn employees have stories.
Take Katie Barnard, director of people, who started as an intern. Since Barnard joined the corporate hardware lifecycle management company, she’s seen teammates advance or even switch careers, like a teacher who became an account director and another colleague who upskilled to move departments.
“Those stories aren’t remarkable because they’re rare,” Barnard said. “They’re remarkable because they happen here.”
Built In spoke with Barnard about how Revivn creates paths for employee growth, the unique team culture and how her employer acts on employee feedback.
Revivn is a fully integrated hardware lifecycle solution, promoting global responsibility while providing IT with enterprise-class service and security.
What defines a great employee experience at your company?
I’ve been at Revivn since 2020. I started as an intern and today I lead our people team. I’ve watched the company grow a lot over the last few years, but the thing that stands out to me most is how many people have grown alongside it.
I’ve watched one of our earliest employees spend nearly a decade growing with the company and today lead our data and analytics function. I’ve watched a teacher build an entirely new career and become our director of account management. I’ve also seen a logistics coordinator teach herself SQL and move onto our data team.
Those stories aren’t remarkable because they’re rare. They’re remarkable because they happen here.
People are trusted with real ownership early, challenged to solve hard problems and supported by leaders who genuinely care about helping them grow.
That’s how I think about success. Not just watching Revivn grow, but watching our people grow with it.
How do you measure and act on employee feedback?
Everyone at Revivn shares the responsibility to make the company better than they found it. If you see something that could work better, or something that’s getting in the way, we want you to say something.
Those conversations happen in regular one-on-ones, company wide Q&As, skip-level conversations and through an open-door culture. We work side by side in an open environment, so many of the best conversations happen in real time while people are doing the work together.
Sometimes, one conversation uncovers a blind spot we hadn’t considered. Other times, it’s hearing the same theme from different people that tells us it’s time to rethink a process, improve communication or build something new.
We listen, ask questions, challenge our own assumptions and make changes when the evidence is there. Some of our best improvements started because someone spoke up.
What cultural values or rituals make your workplace unique?
At Revivn, we have something we call the Rigatoni Rule. It’s the idea that the little things matter. Lasting relationships are built by taking the time to know people, check in on them, celebrate them and show up for them.
That philosophy shapes the rhythm of our company. From our annual company kickoff to companywide meetings and team events throughout the year, we intentionally create opportunities for people to spend time together.
The little things matter just as much. Sometimes, it’s celebrating a big achievement. Other times, it’s remembering how someone takes their coffee, checking in after a tough week or recognizing an important milestone in their life.
Over the years, we’ve celebrated weddings, welcomed babies and watched people build families while building Revivn.
