As a part of this series, Chad Silverstein of the AI Journal had the pleasure of interviewing Chrissy Toskos.
Chrissy Toskos comes to Securitas USA after nearly 20 years with Prudential where she helped lead the organization through a transformation of the business and corporate functions. Toskos plays a key role in the division leadership team where she will help to accelerate the organization’s transformation, augmenting physical security with technology, transforming the client experience, and developing the workforce of the future.
Thank you so much for joining us in this interview series! Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
I’m the daughter of immigrant parents who came to this country from Greece to live the American dream. I was the first in my family to go to college and earn a degree, and for me, that degree was never just a piece of paper in a frame. It represented possibility, hope, and a different future.
My father used to say that education gave me the chance to use my mind to build a life that looked different from his. His days were long and physically demanding, spent on his feet doing whatever it took to provide for our family. I carried that with me, not as something to escape, but as something to honor.
What my parents truly gave me was a deep sense of purpose. They taught me that when you do meaningful work, work that helps others and makes a difference, it does not feel like just a job. It feels like something you are meant to do. That belief has been my compass in every decision I have made.
I began my career in consulting, where I had the chance to learn across industries and see how organizations build capabilities that help people succeed. Over time, I found myself drawn again and again to companies that served a deeper purpose, whether that meant protecting people’s financial futures or safeguarding what matters most. For me, it has always been about being part of something bigger than myself.
Can you share the most interesting story that happened to you since you began working in leadership, culture building, or purpose-driven organizations?
One of the most meaningful moments in my career is helping bring to life an education and workforce development initiative designed to remove barriers and create real opportunity for employees.
What makes it so powerful is not just the program itself, but what it represents. It is the moment where purpose moves from words into action. For many employees, especially those in frontline roles, access to education can feel distant, out of reach because of cost, time, or simply not knowing where to begin.
Being part of building something that helps remove those barriers and opens a door that may have once felt closed is incredibly meaningful. It reminds me of my own journey and how one opportunity can change the direction of a life.
What stays with me most is not the SecureU program, it is the people. It is seeing someone begin to believe in themselves in a new way. Seeing them realize that they have more options, more potential, and a future they can actively shape. Those are the moments that make this work deeply personal.
You are a successful leader. Which three-character traits do you think were most instrumental to your success? Can you please share a story or example for each?
1. Curiosity
I have always been curious about people and how organizations work. Early in my consulting career, I was exposed to different businesses and leadership styles, and that curiosity helped me listen more deeply and learn more quickly. It pushed me to keep growing and exploring, while always staying grounded in understanding people.
2. Resilience
My path has not always been straightforward. Coming from a background where I did not have a roadmap for navigating corporate environments, I had to learn through experience and at times through failure. Resilience helped me keep going, stay grounded, and trust that each step, even the hard ones, was shaping me into a stronger leader.
3. Heart
This one matters most to me. I genuinely care about people. I believe people want to feel seen, supported, and believed in. I have always tried to lead with both strength and empathy, because when people feel valued and human in their workplace, they show up with their whole selves.
Let’s now jump into the focus of our interview. What does a “purpose-driven culture” mean to you personally, and why do you think it’s critical for attracting top talent?
A purpose-driven culture is one where people understand not only what they do, but why it matters, and they feel that connection in a real way every single day.
It is not something written in a mission statement. It shows up in how people are treated, how decisions are made, and what the organization chooses to invest in.
Today, people are looking for more than a job. They are looking for growth, meaning, and a sense that their work contributes to something that matters. When organizations truly deliver on that, it resonates in a way that attracts and retains great talent.
How did you identify and define the mission or purpose for your organization? Was it inspired by a particular event, challenge, or insight?
In many ways, the purpose already existed. At Securitas, our purpose has always been grounded in the values that define who we are: integrity, vigilance, and helpfulness. The real work was bringing it to life in a way that people could feel.
As our industry continues to evolve with new technology, new expectations, and new ways of working, one thing became clear. Purpose has to be connected to how we support and develop our people.
The insight is simple, but powerful. If we want to fulfill our mission, we need to invest in the people who carry it forward every day. That is where purpose becomes real.
What are the key steps leaders can take to embed purpose into the day-to-day operations and decision-making of their companies?
Purpose becomes part of a culture when it moves beyond words and into everyday actions.
Leaders can embed purpose by being clear about what their organization stands for, connecting that purpose to daily work, investing in people’s growth and development, and consistently modeling it through decisions and behaviors.
When people can see and experience purpose, not just hear about it, it becomes part of how companies operate.
What role does leadership play in championing and modeling a purpose-driven culture? Can you share an example of how you or another leader helped reinforce your organization’s purpose?
Leadership is everything when it comes to purpose.
Purpose does not become culture unless leaders bring it to life through their actions. It is expressed in what they prioritize, how they show up, and how they support their people.
A strong example of this is how we approached education and development for our workforce. It was never positioned as just a benefit. It was framed as a commitment to people and their future. What made the difference was leaders leaning in, having conversations, encouraging participation, and genuinely supporting growth.
That is what purpose looks like in action. It is not something you say once. It is something you show every day.
How do you handle skepticism or resistance from team members or stakeholders who may not immediately understand the value of focusing on purpose?
I try to meet skepticism with curiosity, understanding and clarity.
Often, skepticism is simply a way of asking how something connects to real outcomes. So I focus on that. I connect purpose to engagement, retention, performance, and long-term growth.
I also really believe in showing, not just telling. Purpose has to be visible in everyday decisions, behaviors, and experiences. When people see purpose being lived every day, its value becomes much more tangible and meaningful.
Ok, let’s talk strategy. Based on your experience, can you share “5 Steps to Build a Purpose-Driven Culture That Attracts Top Talent”? If possible, please include examples or stories for each.
1. Define what you stand for
Be clear and authentic. People know when it is real.
2. Make purpose personal
Help people see how it connects to their work and their growth.
3. Invest in people in meaningful ways
Create real opportunities for learning, development, and mobility.
4. Empower leaders to lead
Managers shape how people experience the culture every day.
5. Connect purpose to performance and the future
Purpose should drive how the business grows and evolves.
Can you share a specific example of how embracing a purpose-driven culture helped your company attract exceptional talent or achieve a significant business goal?
People are increasingly looking for more than a paycheck. They want opportunities to grow, contribute, and feel connected to something meaningful.
At its core, our SecureU initiative reflects our belief that when we invest in our people, we strengthen our organization. By removing barriers to learning and creating greater access to opportunity, we’re helping employees build new skills, pursue their goals, and see a future for themselves with Securitas. People want to work for organizations that invest in their growth and development, and this is a meaningful way for us to bring that commitment to life.
The impact goes beyond attracting and retaining talent. It helps us build the capabilities our future requires while reinforcing a culture where people feel valued, supported, and empowered to grow. When people can see a future with you, they stay. And when they grow, the business grows with them.
What advice would you give to leaders of smaller companies or startups who want to build a purpose-driven culture but don’t know where to start?
Start with what you do and what you stand for.
Purpose does not require a large budget or complex programs. It starts with being clear about your values, treating people with care and respect, and creating an environment where they can grow, contribute, and do meaningful work.
When purpose is authentic and reflected in everyday decisions, people feel it. It builds trust, strengthens culture, and creates a ripple effect that extends far beyond the workplace.
What are some common mistakes leaders make when trying to create a purpose-driven culture, and how can they avoid them?
One of the biggest mistakes is treating purpose as a communication initiative rather than a lived experience.
People quickly recognize when purpose exists only in messaging. Leaders need to reinforce it through their actions, priorities, and investments in people.
Purpose becomes credible when employees can see it reflected in their everyday experience.
How do you ensure that your organization’s purpose evolves and remains relevant as your company grows and the world changes?
While strategies, priorities, and business needs may evolve over time, purpose should remain grounded in who you are and the value you create for others.
The key to keeping purpose relevant is listening. By listening to employees, customers, and the communities we serve, organizations can better understand what people need and how they can continue making a meaningful impact.
Purpose should be enduring, but how it comes to life should continue to evolve. The organizations that remain connected to their purpose while adapting to a changing world are the ones that build trust, stay relevant, and create lasting value over time.
What trends or shifts are you seeing in the workplace regarding purpose, and how do you think these will shape the future of business?
Employees increasingly want to work for organizations that align with their values and invest in their growth. They are looking for opportunities to learn, contribute, and feel connected to something meaningful.
We’re also seeing a growing focus on employee wellbeing, development, and creating clear pathways for growth. People want to know not only what they do today, but what opportunities exist for them tomorrow.
I believe organizations that create environments where employees feel valued, supported, and empowered to grow will be best positioned to attract talent, adapt to change, and achieve long-term success. When people thrive, organizations are better equipped to thrive as well.
In your opinion, how does having a purpose-driven culture impact not just employees, but customers, clients, and the broader community?
Purpose creates a ripple effect.
When employees feel valued, supported, and connected to meaningful work, they bring greater energy, commitment, and care to what they do. That experience extends to customers and clients through the quality of service they receive and the relationships they build.
Over time, organizations that invest in people help strengthen families, communities, and the workforce as a whole. That’s why purpose matters. Its impact extends far beyond the walls of an organization, creating meaningful and lasting value for the people and communities it serves.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people by building purpose-driven workplaces, what would that be?
I would start a movement focused on expanding access to opportunity.
Creating workplaces where growth and development are not limited to a few, but are truly available to everyone.
Because when people are given the opportunity to grow, it does not just change their careers. It changes their confidence, their families, and the possibilities they see for their future.
And for me, that is what purpose is really about.
Thank you so much for the time you spent sharing these insights with us. We wish you continued success!