Goodway Group pioneered remote work in 2006 with a small team of digital marketing experts. Today, Goodway remains a forward-thinking, expert team who harnesses the power of data, insights, and predictive intelligence to deliver award-winning digital marketing strategies custom-built for brands’ unique and complex challenges. Powered by the brightest humans at the forefront of the ad tech industry, Goodway eagerly embraces change – continually adapting and innovating to lead the way for modern marketers to trailblaze through the digital frontier.
228 Park Ave S. New York, NY
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always looking for new, engaging collaboration tools that we find valuable and exciting! Goodway recently provided Oculus VR headsets to all employees for a new meeting option with team-building exercises and access to various games. Providing the right collaboration tools helps our teams generate new ideas, communicate efficiently, and stay aligned on goals. Our people experience fosters collaboration through the Team Health Monitor, a quarterly assessment highlighting areas for improvement. After assessing the data, each team reviews our Team Playbook and selects an exercise, practice, or team-building activity designed to build trust and create strong connections among teammates.
we’re natural disruptors and change is core to our DNA. Employees play an active role in writing the future as our business evolves. We focus on professional growth and development to stay ahead of the curve, but Goodway also supports employees’ long-term career goals. Managers and employees have monthly discussions we call On Track 1x1s, which allow our people to showcase the application of their learnings and the outcomes. With this model, managers provide timely feedback and ensure the employees’ goals align with their career development while contributing to collective company objectives.
welcoming employee feedback, which isn’t a new trend at Goodway. In 2016, Goodway formed the Goodway Council, a cross-section of employees who provide feedback to the leadership team on various topics to prioritize company culture. This direct line to leadership offers another avenue for employees to share their feedback and solutions. Goodway Group consistently seeks employee feedback through Culture Amp, our employee survey data platform. Data collected through quarterly pulse surveys highlight trends such as employee wellbeing needs and areas of improvement. For instance, when a pulse survey uncovered feelings of burnout throughout the company, Goodway leadership implemented Summer Fridays.
providing employees with dedicated development days each month, known as D3 days. On these themed days, our learning & development team coordinates live training sessions hosted by internal experts with interactive elements. The team also curates a selection of self-paced learning tools such as classes, podcasts, and articles to support different learning styles. Throughout the month, employees can freely access LinkedIn Learning, Franklin Covey, and other platforms to further their development. Employees are also given an annual learning and development budget to attend conferences or career-relevant classes. These learnings are later discussed during On Track 1x1s.
employees are our center. That philosophy is reflected in Goodway Behaviors, categorized by Heart, Smart, and Grit. Plus, the “infinity loop,” which visualizes the mutually beneficial relationship between employees and clients. We first take care of our employees; they take care of clients. It becomes a virtual cycle. To define expectations, leadership and employees cocreated behaviors including “care for one another” and “walk in the client’s shoes.” Our behaviors reflect what matters most to our people. A completely flexible and supportive environment allows teams to take care of children and attend appointments or anything else, coined “work-life integration.”
found by connecting through shared experiences and hobbies, often through our well-being programs. Goodway offers multiple paths for employees to focus on the essential elements of their well-being journey. For example, fitness enthusiasts can participate in 30-day challenges, while avid readers might join the Goodway Book Club. Celebrating wins and progress is a behavior reinforced through rituals and new experiences. Leaders regularly recognize department wins on Microsoft Teams, and outstanding work can earn employees a substantial spot bonus. But having fun together is Goodway’s most beloved pastime. New experiences like “laughing yoga” or painting workshops strengthen connections.
playing an active role in setting the company’s values as a fourth-generation leader of Goodway Group. Our Heart, Smart, and Grit behaviors were defined under Dave Wolk’s leadership. He demonstrates each of these by creating meaningful connections and fully immersing himself in the company culture. These connections are made through small acts of kindness, gestures of generosity, and having fun together. Dave personally contacts employees for birthdays, work anniversaries, and major milestones. On the lighter side, he knows how to embrace joy by attending every company social and creating videos that delight employees like “Dave’s morning routine.”
a four-week paid sabbatical every seven years with the company, Summer Fridays where employees log off at noon, and our open PTO plan with a minimum of 15-days off annually. In addition to Goodway’s twelve company holidays, Leadership sprinkles in surprise holidays throughout the year. Goodway further supports well-being needs with annual stipends termed “well-being bucks.” Employees also have individual budgets for professional development and tuition reimbursement offered annually. We approach total rewards from the employee’s perspective, and Goodway offers a benefits package that reflects what’s truly valuable to our people.
Our approach to remote work hasn’t required many adjustments throughout the pandemic, but during COVID, employees rallied together under a common goal. Leadership announced in April 2020 that all employees would be on a 20% wage reduction and revealed our new WIG (Wildly Important Goal) to “pay back every penny we could in 2020.”
Goodway established an “Employee Emergency Fund,” where leadership and others provided donations available to anyone at the company in need through a confidential process. We addressed non-financial needs through Employee Resource Groups and tutoring services. Ultimately employees were paid back every penny before the New Year.