Brew Crew Culture

Blake Jones has a very pragmatic and reasonable explanation for why Pot O’ Gold Coffee Service doesn’t allow remote or hybrid work schedules.

“As an office coffee company, our success depends on people being present in the workplace rather than working from home,” says Jones, who serves as vice president of sales and marketing at the company his father, Larry, launched in 1986. “It wouldn’t align with our mission if we allowed our staff to work remotely.”

Bellevue-based Pot O’ Gold provides coffee, water, and kegerator equipment to offices across the Seattle area, as well as water coolers and ice machines. It also offers a full pantry service for office break-rooms, and even holds an alcohol license for office happy hours involving beer, cider and wine.

Pot O’ Gold has appeared on Seattle magazine’s Best Companies To Work For  list for several years, including last year.

Conversations around company culture and values happen weekly, many times informally.

Jones says he’s been pleasantly surprised at the team’s enthusiasm for after-hours company events, especially since employment has doubled over the past two years. Pot O’ Gold now employs about 40 people.

“I used to think that most employees just wanted to work, collect a paycheck, and skip after-hours interactions with coworkers — but I was wrong,” says Jones, who first worked at the company as a warehouse worker while still in high school. “These gatherings provide valuable opportunities to connect outside the office, bringing significant benefits to our team dynamics and, ultimately, to our customers.”

The company provides various perks including free Seattle Kraken tickets, Friday lunches, and free snacks and beverages for workers. Team members can even use company vehicles for personal business.

Culture, Jones notes, begins during the hiring process. One big selling point: Pot O’ Gold sources locally whenever possible, with a focus on waste reduction that runs from packaging to process.

All employees — including managers — receive biannual reviews. The company has an open-door policy that encourages honest dialogue, and welcomes employee opinions. It also works to foster a work-life balance (hence the use of company vehicles for personal use).

Jones call the business “hands-on.” As such, departments must collaborate. “If a driver notices that a machine at an account needs assessment, our techs can guide them through the process over the phone to save time,” he says. “It’s important for all employees to have a solid understanding of every aspect of the business so we can step in and support each other when needed. We achieve our greatest success when everyone works together from start to finish.”