The Vision Statement I Didn’t Want to Write—But Needed

There I was—newly minted CEO of PayNW—when Mike Anderson, our founder and sole board member at the time, sat me down and said, “I’d like you to write a vision statement for PayNorthwest.” (Yes, we were still PayNorthwest back then.) I couldn’t help but think, We haven’t had one in 15 years… why now?

Still, I embraced the challenge, and tried to delegate. I took the idea to my peer group—yes, I truly believe peer groups are a secret weapon in business. I asked them outright, “Alright, I need a vision statement. What do you got?” Their unanimous answer? “We can’t write that for you.” A quick “Sure you can! Our little secret,” met with an emphatic “No,” and a nugget of advice: “Think outside the box. A vision isn’t limited to one sentence.”

Thanks for nothing, guys—but challenge accepted.

I went back to the drawing board with one goal: to create a vision that wasn’t just a set of pretty words, but a compass guiding every decision we made. For me, a vision needed to:  

• Align the entire company around a shared, bold goal.  
• Clearly define the goalposts while leaving room for innovation.  
• Act as a decision-making guidepost.  
• Showcase what it means to work at PayNW.  
• Attract the right talent and gently filter out what doesn’t belong.

Armed with that framework, I started envisioning what PayNW would look like in December 2025. I wasn’t just crunching numbers—I was painting a picture of the experience for our employees, clients, shareholders, and community. I asked myself:  

• What should the PayNW experience feel like for our team?  
• How do our clients truly experience us?  
• What value do we deliver to our shareholders?  
• How do we make a lasting impact on our community?

After a few months of refining drafts and gathering feedback I presented it in my next peer group meeting. I printed copies, handed them out, and asked for feedback. They insisted I read it aloud—“We need to hear it in your voice.” Their first reaction? “Sold, I’ll start tomorrow.”

That was the moment I knew: my vision was more than words on paper—it was our future.

"That was the moment I knew:
my vision was more than words on paper—it was our future."

But how do you communicate a vision across an entire organization? I knew that simply dropping it at an all-hands meeting wouldn’t do it justice. So, we set up a dedicated vision meeting. I sent every employee a swag box containing a printed copy of the vision, some cool merch, and even a set of playing cards (for virtual poker, naturally). I instructed everyone to hold off on opening it until we met so we could all experience it together. As I read the vision aloud, I could feel the message resonate.

Not everyone embraced it immediately—and that was exactly the point. A strong vision attracts those who align with it and naturally filters out those who don’t. While we did see a few voluntary departures in 2021, it only meant we were sharpening our focus.

"Not everyone embraced it immediately—and that was exactly the point. A strong vision attracts those who align with it and naturally filters out those who don’t."

Fast forward three years: Did we hit every milestone? Not exactly.  

• We set out for 1,500 clients; we have 1,150.  
• We aimed for employees in 20 states; we’re in 18.  
• An annual Seattle client event? Not in the cards.

Here’s the real takeaway: a vision isn’t a checklist of metrics—it’s our direction. It’s our North Star in a shifting landscape, a tool we reference throughout leadership meetings and company-wide. Whether we’re debating a book of business acquisition or the fate of our Seattle office, the guiding question remains: “Does this move us closer to our vision?”

In the end, the vision wasn’t about perfection, it was about purpose. It’s not just a statement; it’s our compass, our rallying cry, and the heartbeat of everything we do.

Want to see the vision that’s been guiding us? [Read it here.]

See you in the next post! 

Gratefully,