We move quickly and easily to meet our customers’ needs. We’re part of a dynamic industry which turns quickly, with input costs being one of the major drivers of our business. When costs can swing dramatically overnight, we have to be just as flexible in our ability to move as well.

We understand that part of being in a growing company is that change is constant. For some people, the constant change can be somewhat unsettling, and we recognize the personal growth it often takes to learn to live comfortably in the Gold Creek model. We all practice embracing change, and perhaps even more importantly, we support our fellow team members in embracing change by helping them find the benefits of change when we see or hear anyone struggle.

We do not get too comfortable with the status quo because, historically, companies that fail are often the ones that aren’t able to respond quickly enough and adapt to change. We are ever evolving. Embracing change is an essential part of Gold Creek culture.


We innovate. We continually challenge the status quo. We differentiate ourselves, which means sometimes doing something a little unconventional, something other than what’s expected. This doesn’t mean that we do everything differently – change for change’s sake alone isn’t the standard. It means that we look at everything we do, and everything we don’t do, and we consider why. We question everything, and we innovate thoughtfully and strategically.

We are not an average company, our business model is not average, and we don’t want our people to be average. We expect all employees to be innovative in how they think about their job, their team, their department and the company. Whether internally with co-workers or externally with our customers and vendors, innovation in how we look at what we do and will help us take advantage of every opportunity.

Sometimes our innovation causes us to be unconventional in our solutions, because we have the freedom to think outside the box.


We’ve grown quickly at Gold Creek, and recognize that growth means continual new additions to our jobs, departments, and the company overall. We understand that the fastest way to company success is to have 100% of Team Members all working toward common goals.  We take the time to bring in new people, educate them, and make them feel like valuable additions to our company – like family. We’ve all been new to a job or a team. We treat every individual with respect for their background, knowledge, and experience. We ask and do not assume. We  expect extraordinary performance and we strive to make every interaction one we’d be proud to share as an example to anyone.

We focus on celebrating our team and company successes. We look at failures as team and company, not individually. If someone around us is struggling or failing, we will take it upon ourselves to help work toward a successful outcome.  No game is won or lost by an individual player. We recognize the value of collaboration from our employees, knowing it is because of them that we are where we are today.



We believe in metrics to realistically assess results and we own our results through accountability. Fundamentally, we believe that openness and honesty make for the best relationships. By having a culture of trust it creates strong relationships with our coworkers, managers, direct reports, vendors and business partners.

Metrics form the basis for transparency, which builds trust, into what we are doing and how we are doing it. They are indicators of success or opportunity for improvement. We share these metrics to ensure team members across the company have insight and to inspire everyone to help us achieve our company goals. Transparency and radical truth is about more than a report card – it’s about knowledge, motivation and highlighting who we really are. Trust is the foundation on which we have built our company.


We get a rush from what we do. We want to be the biggest in our niche market. Achievement, to us, shows up in passion, determination, perseverance, and the sense of urgency we feel and act on in our roles. We get inspired by where we are going tomorrow, next month, next year. We don’t take “no” or “that’ll never work” for an answer because if we had, then Gold Creek would be performing just like every other food company, and we’d be just like everyone else.

We believe Achievement is contagious. When we strive to meet the high expectations we set for ourselves, others can see our passion and our determination. We recognize this inspires others to have the same attitude. We eagerly accept the responsibility to work to inspire achievement in others. There is excitement in knowing that we and everyone we work with have a tremendous impact on a larger dream and vision and we can see that impact every day.


We work hard because we are passionate about what we do, but recognize that it is continuous improvement and deliverable service which matter. While we may be casual in our interactions with each other, we are focused and serious about the operations of our business. We believe in working hard and putting in the extra effort to get things done, to always deliver superior products to the market place – and recognize that it’s the ‘getting things done’ part that ultimately means more than the path to getting there.

We believe in operational excellence and realize that there is always room for improvement in everything we do. This means that our work is never done. To stay relevant in an always-changing market we need to continuously evaluate and make incremental improvements to our operations, always striving to make Gold Creek more efficient and always trying to figure out how to do something better. We measure and value those outcomes.

We must never lose our sense of urgency and we will never settle for “good enough.” We set and exceed our own high standards, constantly raising the bar for ourselves. We value a good day’s work but we value even more a great, tangible outcome, and the fulfillment it brings to our lives.