zLinq
zLinq Leadership & Management
Frequently Asked Questions
Managers at zLinq lead with visibility, consistency and trust. They stay accessible, keep communication open through regular check-ins, and create clear expectations around goals, feedback and performance. Employees receive quarterly scorecards with bidirectional feedback, quarterly skip-level meetings and regular development conversations that make support tangible and career growth easier to navigate. Leaders are hands-on in helping employees succeed, whether that means checking in closely during onboarding, offering coaching, or partnering across functions to solve problems and remove roadblocks.
That support is reinforced by a culture built on transparency, recognition and human connection. Managers celebrate wins publicly, encourage collaboration across teams and provide structured career mapping and a transparent self-promotion process.
In a largely remote environment, managers help employees stay connected through video-first collaboration, breakout discussions, and team rituals that build trust while keeping accountability high. The result is a leadership style that helps employees feel seen, supported and empowered to do strong work while growing their careers. 96% of employees feel that their manager cares about them as a person (Gallup), demonstrating strong employee support and connection.
Leaders at zLinq communicate goals and expectations through a transparent, structured cadence that keeps employees aligned on both company priorities and individual performance. Weekly check-ins keep the organization on the same page, biannual kickoffs include a fully open review of financials and stock information, and quarterly scorecards create clear, bidirectional feedback between employees and the company. Leaders use a KPI operating model to define goals and priorities, and set expectations early through culture alignment conversations and structured onboarding.
Recognition is built into the way the business operates, with weekly shoutouts, Quarterly Values Awards and milestone-based zLinq Days helping employees understand what strong performance looks like while staying connected to the company's values of building trust, getting results and having fun.
Leaders provide vision and direction through publishing a one-page guide that details company mission, vision, values, and strategy, as well as quarterly metrics around our GRACE metrics. GRACE stands for Gross Marin, Recurring Revenue, Cost of Acquisition, Customer Churn, and Employee Engagement. These metrics are consistently measured, updated, and shared transparently across the organization.
Glassoor's CEO approval rating of 100% shows that employees feel inspired and trust leadership’s long-term strategy.
zLinq Employee Perspectives
Loyalty doesn’t have to be forever, but it has to be for real…
Recently ATT’s CEO announced that they’re “consciously shifting away from loyalty”. After reading about it, I was asked to share my perspective for a Business Insider article and later interviewed about why I believe loyalty in the workplace isn’t dead.
What surprised me most out of hundreds of responses? Turns out my views are in the minority. Most employees and employers seemed fine with loyalty fading.
We spend nearly a third of our lives at work. If workplaces don’t have character, if they don’t foster trust and commitment, both sides are missing out. Loyalty isn’t outdated. It’s a choice worth investing in.
We officially closed the chapter on 2025 and kicked off 2026 here at zLinq—and the energy couldn’t be higher. This is the year to plant the flag , raise the standard, and go build something unforgettable. 💥
I’m beyond proud to recognize our top performers for both Q4 and all of 2025—two leaders who didn’t just finish strong, they set the pace for what “excellence” looks like.
Elizabeth Doherty—your relentless drive to find a way to win, paired with the preparation and discipline you bring behind the scenes, is a masterclass in consistency and leadership. Congratulations for being the top performer of Q4 and also one of the top performers of 2025! 🔥
Beatrice (Rosen) Few—the way you stepped back in and immediately elevated the game after time out of the office was nothing short of inspiring. You didn’t miss a beat—you raised the bar. Congratulations on being the top performer of 2025 (hashtag#PresidentsClub) and also one of the top performers of Q4! 🔥
I'd also like to welcome to the team our newest team members Joshua Fischer, Rosey Cashman, and Edward Van Brusselen! Can't wait to see your impact!
I’m incredibly grateful to build alongside talent like this, and I can’t wait to see what this team creates in 2026 and celebrate our top performers of Q1!
Here’s to a year of momentum 📈 , growth 💪 , and making bold things happen. 🚀 LFG!!!!!
Q2 is officially underway, which means it’s time to recognize the people who make it all happen. 👏
This is, without question, one of my favorite parts of the job.
A huge congratulations to Adam Austin for earning Top Performer for March. Your consistency quarter after quarter is no accident—it’s a reflection of the discipline, care, and value you bring to every customer interaction. It shows, and your customers feel it. 🏅
💥 I also want to recognize our Q1 Top performers as well! 💥
Adam Austin — your ability to deliver at a high level, consistently, is what great looks like. (see above 😊 )
Beatrice (Rosen) Few — your talent for aligning the right solution to real customer needs is exceptional. The trust you’ve built with your customers speaks volumes. 🤝
To the entire team, thank you! The work you’re doing matters, and it’s making an impact.
zLinq Employee Reviews
What People Are Saying About zLinq
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Strategic Vision & Planning: Public materials consistently center the company on Communications/Telecom Lifecycle Management over multiple years, reinforced by a chronological story that connects founder history, product milestones, and financing to a clear multi‑year arc.
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Purposeful Goal Setting: Leaders codify priorities in a one‑page guide for mission/vision/values/strategy and track quarterly 'GRACE' metrics, signaling crisp objectives and how success is measured.
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Open & Transparent Communication: Leadership maintains an up‑to‑date roster linking owners to product, service delivery, and go‑to‑market and shares operating priorities through public use‑of‑proceeds statements tied to growth and platform build‑out.
zLinq's Benefits
Defined values and mission statements
Hosts in-person all-hands meetings
Twice a year we meet in Denver to go over results, goals, mission, and have FUN!
Hosts in-person revenue kickoff meetings
Implements team-based strategic planning
Leadership is transparent and communicative
Mistakes are treated as learning opportunities
Open office floor plan to encourage communication and collaboration
Policies promote a low-ego, team-driven culture
Promotes a people-first, social culture
Uses an OKR operational model to clearly define goals and priorities
Utilizes an open door policy that encourages accessibility
