Does investing in culture really drive the bottom line? It’s a question that’s been debated for decades. Culture has often been described as the “soft stuff” – important, but hard to measure. And for many leaders, the connection between a strong culture and financial performance can feel more like belief than evidence.
Before joining Leading Teams, I spent more than 20 years leading sales and marketing teams across the advertising and FMCG industries. I saw first-hand what happens when a business lacks a clear purpose, and the transformation that occurs when purpose becomes the foundation for everything a team does.
After finishing university, I began my career in advertising – working in agencies across Australia and the UK, and later at Network Ten. I worked alongside talented people and enjoyed the creative energy of the industry. But something was missing. I couldn’t articulate it at the time, but looking back, I realise I was searching for a deeper connection to why the work mattered. I was engaged, but not inspired. Productive, but not purposeful. Without that sense of meaning, I never truly unlocked the extra layer of discretionary effort and motivation that drives sustained high performance.
That changed in 2016, when I joined Swisse Wellness – an experience that fundamentally reshaped how I think about culture and leadership. From my first day, it was clear what the organisation stood for – “To make millions of people healthier and happier.” This wasn’t a marketing slogan or a line in an induction manual. It was a living, breathing purpose that connected everyone – from the CEO to the newest intern. You could ask anyone in the business what Swisse’s purpose was, and they’d give you the same answer, word for word. It wasn’t surprising. The purpose was literally written on the front of the building.
Swisse didn’t just have a business plan — it had a culture plan. During my second interview, the HR Director showed it to me, and I was amazed by how simple and powerful it was. At its core were the 4 Ps: People, Principles, Passion, and Profit. The belief was clear, if you focus on the first three, the fourth will naturally follow. These values guided every decision, from how we treated customers and suppliers to how we supported and held one another accountable.
Swisse was often recognised for its employee perks – such as team lunches, onsite gym, in-house barista, and “H&H Days” (Health & Happiness Days) that encouraged people to focus on their wellbeing. But the real strength of the culture was far deeper.
The business had a common language that reinforced positive behaviour – we said “challenge” instead of “problem” — because challenges are meant to be overcome. We said “implement” instead of “execute” – because language shapes mindset. When something didn’t go to plan, it was an LGI (Learn, Grow, Improve) – not a failure. This shared vocabulary wasn’t trivial – it created a sense of safety, ownership, and optimism.
The wellbeing framework at Swisse also went beyond token gestures. It focused on – Nutrition: onsite naturopaths and “NatChats” helped staff make healthier choices. Movement: an onsite gym, regular fitness sessions, and participation in team events. And Mind: daily guided meditation at 3pm to encourage reflection and reset.
The culture was embedded in every process — from town halls and team meetings to performance reviews, where equal weight was placed on results and behaviours. Recognition programs like the Swisse Star Awards celebrated those who best lived the company values.
When Swisse was acquired by Hong Kong–listed Biostime in 2015 for AUD $1.67 billion, many feared the unique Swisse culture would be diluted under new ownership. What actually happened was the opposite. Biostime’s founder, Fei Luo, was so inspired by Swisse’s purpose that he renamed the parent company the “H&H Group” — standing for Health & Happiness. Swisse’s culture plan became the blueprint for a global strategy.
A decade later, the results speak for themselves: Sales have grown by more than 500% since the acquisition. Swisse is now the No. 1 health brand in both Australia and China. And it has been named the #2 Best Place to Work in Australia.
At Leading Teams, we’ve been helping organisations link purpose, culture, and performance for over 25 years. What I experienced at Swisse perfectly reflected what our High Performing Teams Model teaches every day.
Purpose sits at the core – teams that understand why they exist and what they’re trying to achieve together have a clear compass for decision-making and behaviour.
Agreed behaviours matter – purpose only comes to life when teams define how they will work together and hold one another accountable to those behaviours.
Strong relationships enable trust – when people trust each other, they can challenge, support, and grow together.
Feedback drives growth – open, genuine conversations ensures the team continues to align behaviour with purpose.
Performance follows – when purpose, behaviour, and relationships are strong, performance becomes a natural outcome, not a forced one.
In short, purpose is not a “nice to have.” It’s the foundation upon which high-performing teams are built.
