TPG’s 2025 All-Company Offsite Retreat (Stevenson, WA)

TPG has been growing steadily, with intention, since its inception in 1981. This growth has happened both organically and through a series of mergers (Amalyn Consulting and Post Insurance in late 2024, OnCourse Insurance and Risk Management in 2025). With that growth comes new people, new perspectives, and lots of opportunity.

But how do we stay true to who we are while evolving into something bigger? We spoke with Managing Director of People Operations Karla Thommen and EVP of Culture and Integration Doreen Barnhouse for an open conversation about how we’re approaching culture in this time of change.

The highlights from that conversation have been edited for clarity and length.

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Culture Alignment & Consistency

As we grow, across new offices, teams, and states, how do we keep our culture feeling consistent and real?

“Promoting our core values and behaviors – that’s where we start,” says Doreen. “One of the most intentional things we do is conduct a culture survey when we’re bringing in new offices. If the cultural fit isn’t there, it’s not going to work for them or for us.”

Karla adds that the changes brought by expansion can also stir uncertainty among existing employees. “They feel it too. They’re curious – and sometimes worried – how it might affect them. So we reinforce our core values and we’re transparent. We acknowledge the ambiguity and tell folks: if you’ve got questions, bring them to us. Don’t make up a story in your head.”

To ensure that transparency reaches everyone, managers play a critical role. “Employees often go to the people they trust most, usually their managers,” Karla says. “So we make sure our managers are equipped with the information they need to support their teams.”

It Always Comes Back to Our Core Values

How are we keeping our core values front and center during times of growth?

“We really test our decisions through the lens of our values,” says Doreen. “Are we being transparent? Are we playing well with others? Are we creating a win-win environment?”

Karla agrees, pointing out that the team doesn’t just talk about values during onboarding – they live them throughout the integration process. “When we communicate with firms pre- and post-acquisition, we’re clear about who we are and what we stand for,” she explains. “We’re not trying to sell something we’re not. When employees say, ‘Oh, you really are doing what you said you would,’ that’s powerful.”

Can you think of a time recently when our values helped guide a tough call or challenging situation?

“I think about those M&A conversations where there’s initial discomfort or hesitation,” Doreen says. “We approach those with transparency and openness. We explain the non-negotiables, but we also genuinely listen. If there’s hesitancy or resistance, we ask why – and then work toward mutual understand and, if possible, change to create winning solutions for all.”

Karla adds, “It’s that consistency. People are surprised – in a good way – when we show up exactly how we said we would.”

Helping People Through Change

Growth can be exciting – and also overwhelming. How are we helping people adjust and stay grounded through all the change?

“One of the most common concerns we hear is about losing the closeness that came from being a smaller firm,” says Doreen. “There’s a kind of mourning for the intimacy. But with size comes new opportunities – career growth, more resources, better support.”

Karla notes that change is managed in stages. “We’re intentional about what changes immediately and what doesn’t,” she says. “That way, people can micro-process change instead of trying to take it all in at once – even the good changes like new offices or updated systems can feel overwhelming.”

The team also relies heavily on listening tools – engagement surveys, Quarterly Connects between managers and employees, open-forum town halls led by our CEO and president, and regular feedback through the feedback log. “We’re being proactive,” says Karla. “We want to hear what’s working and what’s not, before someone decides to leave.”

Leading With Culture

For folks joining through acquisitions, what do we do to help them feel like part of the team, while respecting what they’re bringing with them?

“We integrate people early,” Doreen says. “We look at the org chart and collaboratively map how they’ll fit into the broader TPG structure. I also try to meet with each person one-on-one to learn their story – how they got into insurance, what they love about their work, and what this change means for them.”

Karla further explains that they work closely with leaders to align job titles and responsibilities without overwhelming new employees. “It’s collaborative, not top-down. And we recognize that not everything can – or should – change overnight.”

One key strategy is the Partner Program. “We match new employees with longtime TPGers,” says Karla. “It’s not just about onboarding – it’s a mutual learning experience that honors what both parties bring to the table.”

Looking Ahead

As we keep growing, are there any cultural challenges or blind spots you’re watching out for?

“One of our biggest watchouts is making sure we’re thinking beyond our original geography,” Karla says. “As we expand into new markets, we have to consider cultural and economic differences – what works in Portland might not work in, for example, Dallas.”

Doreen adds, “Each new firm teaches us something. We do a ‘lessons learned’ after every integration. There will always be blind spots – but we try to catch them quickly.”

And what are you looking forward to, in terms of seeing our culture evolve and grow?

“I’m excited to see the next generation take this work forward,” says Doreen.

Karla agrees. “I’m looking forward to the evolution. To learning from new organizations, challenging ourselves, and helping new leaders become cultural ambassadors in their own locations. That’s how we grow – and that’s how we stay grounded.”

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