• Hand-in-Hand: During COVID, DB Results reengineered the admin backbone for a clinician peer-support network, allowing the organization to scale support without scaling overhead. “We help reduce friction so charities spend money on impact, not administration,” Bunshaw adds. The philosophy is consistent: deploy the firm’s excess capacity—engineers, designers, architects—where technology can generate outsized social returns. CULTURE THAT SPELLS RESULTS Culture is a designed system at DB Results. Employees are grouped into the HELP “houses” (Health, Environment, Lifestyle, Poverty), which guide both community projects and internal ideation. “It embeds purpose in the rhythm of the company,” Dean says. Values “spell out” RESULTS, but two principles dominate: outcomes over effort, and enjoyment at work. “You spend half your waking life at work—you should enjoy it,” Bunshaw says.“We’re a competitive family: competitive about outcomes, not against each other.” The firm looks explicitly for people who are careerdriven and mission-driven—professionals who measure success by what changed for customers and communities. Real-world snapshots range from sponsoring an All Abilities basketball team in Werribee, to staff-led book and equipment drives to the Philippines and Samoa, to fundraising with customers for clean water wells in Asia. B CORP IN PRACTICE: GOVERNANCE, TRANSPARENCY, AND GROWTH DB Results’ B Corp journey began with a selfassessment that cleared the 80-point threshold, followed by three years of evidence gathering and remote audits during COVID.The company now treats the framework as operating guidance—tightening policy, capturing metrics, and aligning leadership incentives to measurable social and environmental outcomes. Just as notably, the certification changed conversations with enterprise and government clients.“B Corp unlocks different stakeholders,” Dean 120 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
RkJQdWJsaXNoZXIy MTI5MjAx