Nathan Stuck

With over fifteen years of wide-ranging experience in the business world, Nathan is a demonstrated leader in affecting organizational change. Well versed in operations management, sales, marketing, and corporate culture, he is passionate about business and firmly believes capitalism can and should exist as a force for positive change in the world. Outside of the office, Nathan also enjoys playing with his two dogs, working in the garden with his wife Meg, running the occasional half marathon, and cheering on his favorite sports teams.

What is your company mission?

To engage, equip, and empower through technology.

What does your company do? What product or service do you offer?

We are a Salesforce and Mulesoft partner specializing in CRM implementations and enhancements.

How long have you been a B-Corp?

We were first certified in January of 2018 and are in the process of recertifying.

What attracted you to B-Corp?

For me, it was a project I worked on during my MBA at the University of Georgia. As someone who had grown a little sour on business, learning about the B Corp movement gave me incredible hope that profit and purpose could harmoniously coexist.

Why does B Corp matter to you?

Capitalism is broken. Not in the sense of the traditional corporate KPIs, like stock market indexes or profit margins, but in the forms of inequity, low wages, and an unbalanced division of capital. It’s time to finally move on from the theory of shareholder primacy and B Corps give us that opportunity.

What two or three activities do you do within your company to keep the B-Corp mission a key part of your company culture?

As Director of Corporate Culture, I also serve as the primary B Keeper. Internally, I launched a B Corp steering committee to prioritize volunteer initiatives and community outreach. I’ve also launched B Corp specific KPIs we use to track volunteer activity, EDI initiatives, and nonprofit support.

If you were encouraging other companies to consider applying for B-Corp certification, what would you say to them? Why should they become a B-Corp?

Well, the main reason I started B Local Georgia was to do this kind of work. One thing I would say is to move beyond the ROI question. Don’t ask me what’s in it for my company in terms of increased sales or profitability (unless you want a long and passionate response). While I think there are tangible benefits that include those two metrics, I would focus on the benefits for your workers, your long-term growth and scalability, the communities you serve, and the environment around you. In short, what’s the cost to your key stakeholders of not becoming a B Corp?