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People and Culture

Our people and culture are the heart of our mission and operations. We’ve built a workplace rooted in compassion, collaboration, and purpose—where every team member feels valued, empowered, and connected to the impact we’re making. By nurturing a culture that prioritizes well-being, equity, and shared growth, we bring our values to life in how we work together every day.

Our Values

What it’s like here

Our team shows up for this work. Here’s what they have to say about it.

"A sense of purpose drew me to World Centric. My first week was at our company retreat where I met the entire World Centric team and saw the mission and passion in action. I am honored to be part of this inspiring team and to know my efforts will have environmental and social impact."
Jim Clark Director Retail Sales
"Over the past fifteen years, I've seen tremendous growth and adaptation at World Centric. It's the alignment with our mission and values that has consistently kept me engaged and eager to contribute each day."
Ann Chau Director of Foodservice Sales West
Jim Clark Director Retail Sales
Ann Chau Director of Foodservice Sales West

The Work
of Working
Together

A Culture of Honest Connection

Culture is shaped by how we treat each other when deadlines are tight and resources are limited. Our bi-weekly all-staff meetings are designed to keep everyone aligned on the reality of our work, the systems we operate within, and the impact we are working to create.

World Centric staff striking joyous poses at their tradeshow booth

Joy as Practice, Not Performance

Our Culture Club creates space for genuine connection through team-building and shared moments of celebration. It reflects the understanding that people need community, especially when the work is difficult. Laughter and camaraderie support the sustained effort this work requires.

Flexibility Grounded in Trust

We offer flexible work arrangements grounded in trust. People work from home or in the office based on what best supports their work and lives. We assume competence and good faith rather than micromanagement. While this approach can create coordination challenges, we believe it is the more responsible and workable choice.

Service as Acknowledgement

Every employee receives 40 paid hours annually to volunteer. Impact happens through practice, not platitudes. In FY24, our GoVTO initiative generated 899 hours of service—132% of our goal.

“It can be hard to make time to volunteer, so a few of us created the GoVTO program to encourage more participation. We set a collective goal, highlight volunteer stories in our newsletter, and organize group opportunities… The feedback has been great! People feel more inspired to get involved, and we’ve seen participation grow across the company.”
—Adrianne Bragg