What does it actually take to build an intentional culture, especially inside a large organization navigating transformation, new technology, shifting customer expectations, and constant change?
In this replay episode of Collaborative Culture, Dr. Kristine Gentry and Monica M. Smith revisit their conversation with longtime financial services executive Ron Thalheimer. Drawing on more than 40 years of leadership experience, including more than two decades at Fidelity Investments, Ron shares how he built highly collaborative, service-focused teams without separating culture from performance.
The conversation explores why culture starts with clear expectations but becomes real through consistent behavior. Ron explains how leaders build trust by staying visible, developing genuine relationships, addressing behavior that contradicts the desired culture, and helping employees understand how their work contributes to a larger goal.
He also shares a powerful example of leading a major service transformation despite internal resistance—and how customer feedback eventually helped turn skeptics into supporters.
This episode is a reminder that intentional culture is not a separate initiative owned by HR. It is built through the decisions leaders make, the behaviors they reward or allow, and the way they help people navigate change together.
As organizations continue navigating AI adoption, hybrid work, restructuring, and ongoing transformation, the ideas in this conversation feel especially relevant.
Leaders can announce a new strategy, introduce new technology, or define a set of values. But none of those things becomes part of the culture until people understand what needs to change and see leaders consistently model and reinforce the behaviors required to get there.
Ron Thalheimer is a financial services executive and transformation leader with more than 40 years of experience across banking, insurance, investment services, operations, and client service.
His career includes leadership roles with Continental Bank, First National Bank of Chicago, and more than two decades at Fidelity Investments. Throughout his career, Ron led large teams, managed complex transformations, worked across international markets, and built service cultures that strengthened both employee and customer relationships.
Leading across cultures and geographies
Drawing on his experience working in London and leading teams across the United States, the United Kingdom, and India, Ron emphasizes the importance of flexibility, curiosity, and awareness.
Global collaboration requires more than expecting others to accommodate US schedules, communication preferences, and workplace norms.
New episodes return after our summer break, but the culture conversation continues all summer.
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