Natalie Hartkopf - Hightower
Thirlby Co. Leader to Learn From: October 2023
October 4, 2023
In 2003, Natalie Hartkopf and her dad had a vision for a new type of company. “My dad wanted to start a new business that made it easier for architects and designers to use office furniture from European brands,” Natalie explained. “In the United States, we were still anchored in traditional office environments. My Dad knew the industry and the customers’ expectations, and I had the millennial understanding of what would make an office more interesting.”
Twenty years later, Hightower is celebrating two decades of impact with Natalie as its CEO. In May of 2023, the company also became a certified B-Corporation. “I’m really proud of that milestone,” said Natalie. “We are transparent about what we are measuring and that we are following a well defined framework. We use a triple bottom line perspective in our decision making where we consider all stakeholders and take a long term view.”
Read on to learn more about Natalie’s journey as a entrepreneur, community volunteer, and mom of two, and why she believes that finding ways to give yourself vocabulary for how you operate is key to feeling empowered as a leader.
OUR INTERVIEW WITH NATALIE
In 2017 you became the CEO of your company, Hightower, a furniture design and manufacturing company based out of Seattle, WA. You have a unique perspective, having worked for a family-owned business with your dad. Tell us a bit about your journey into your role.
Yes, I actually spent many years in North Carolina because my dad was in the office furniture industry while I was growing up. Then, when I was in college in Seattle, he wanted to start a new business that made it easier for architects and designers to use office furniture from European brands.
In the United States, we were still anchored in traditional office environments with private offices and lounge furniture mainly in the lobby. It was more dynamic in Scandinavia with an early focus on sustainability, collaboration, and wellness. This was the start of Hightower - my dad knew the industry and the customers’ expectations, and I had the millennial understanding of what would make an office more interesting than in the past.
In 2015, my Dad had health issues and had to step away from the company. I was working in the Bay Area for an education technology company. I saw all this opportunity for us to learn from these tech companies and bring that speed and knowledge to the furniture industry. I also really wanted our company to be more purpose-driven. I officially became CEO in 2017 and, very shortly afterward, I also had my first child.
This year Hightower is celebrating its 20th anniversary. Looking back over the years, what do you feel the proudest of?
We just made a big step in our purpose journey by becoming a certified B-Corp. I’m really proud of that milestone. We took the assessment for the first time in 2019, and have taken it annually since then. We were officially certified in May of 2023.
The journey to becoming a certified B-Corp took 3 years. The first time we took it we had 50 points. You have to get at least 80 points, so each year we took it, it gave us a really clear framework about how to improve as an ethical employer and responsible manufacturer.
What do you think your B-Corp status means to your employees?
It can tell it means a lot to them. It comes up a lot for people during the recruitment and interviewing process and has really resonated with our team too. Since we’ve anchored into our values and worked toward the certification, we’ve had really strong retention.
We are transparent about what we are measuring and that we are following a framework. We use a triple bottom line perspective in our decision making where we consider all stakeholders and take a long term view.
Outside of work, I know you’re really passionate about being a mom and giving back to the community. Share a bit about your civic engagement.
I’m really involved with two organizations. I’ve been a part of Reading Partners for more than six years, serving on the board and doing one-on-one literacy tutoring in public schools.
More recently, I’ve been involved with Here for the Kids, an organization led by women of color that is engaging white women to be more active in advocacy work -specifically around banning guns. Guns are the number one killer of kids in the United States. As a mother and a citizen, I have to do more than signing petitions and sending funds. The advocacy work can be uncomfortable and it can be inconvenient, but I believe that in order to drive change, you have to be willing to step outside your comfort zone. I’m grateful to the organizers.
I think it can be overwhelming to decide how to focus our time and efforts as volunteers with the number of urgent issues we are facing right now - whether it’s climate change, gun violence, educational outcomes, or housing insecurity. It’s going to take “radical” thinking and actions to drive more equitable outcomes for my kids, your kids, etc.
Switching gears to our seven leadership questions - how would you define confidence?
Confidence really comes out when there is something risky on the line – staying true to your values and staying the course even when you know it’s a different path or won’t be perfect.
It’s easier to be confident when there is nothing meaningful on the line. As a younger, female leader, it’s easy to mask or try to mimic the characteristics of older, male leaders. Over time, that can chip away at your authenticity and at the confidence within.
How would you define your mission or purpose in life?
I want to feel really proud of the legacy of our company, but I don’t intend to pass it on to my kids. I want them to find their own path for whatever they are passionate about. My focus is on stewarding Hightower on the path of being an impactful company, and successful long term. I think I'm still developing my personal mission. I’m defining my identity in it and outside of my work.
What is your greatest superpower as a leader?
In all the assessments I take, empathy is my number one strength. I feel like being empathetic has traditionally been undervalued in leadership circles, but there is more and more recognition of how crucial it is for trust and psychological safety at work. My work can be particularly draining because I carry everyone’s issues. I am currently working on balancing empathy and accountability as a leader. My opportunity for growth is around crucial conversations and accountability. I’m trying to find how I balance the two authentically.
Tell us about a time that you failed as a leader. What did you learn from your experience?
I’ll point to more of a theme. I have made the mistake of carrying too much information all on my own. In my role, I talk to many people and I’m privy to all the conversations, so I need to be a more timely and efficient communicator. I’ve missed opportunities to build trust or bring people along on the journey when I could have shared information more frequently or connected the dots for my team better. Another related learning is to act faster in finding people who compliment my known strengths and weaknesses.
What is something that might surprise people about you?
I almost exclusively listen to R&B and French rap. I’m not often a risk taker, but somehow I jumped off a bridge in Zimbabwe.
What advice would you have for someone who is feeling stuck right now in their life or career?
Write things down - what is working, and what is not working. Also know that you have time. I often feel a strong sense of urgency - that can cloud what I’m paying attention to or the pace I do things at. So take a step back, write things down, and tell yourself that you have time.
What is one piece of advice you would give to your younger self?
To not put so much weight on what other people think of you, or other people’s opinions. I am definitely a people pleaser and it impacted my early sense of self.
Anything else you’d like to share with our readers?
Find ways to give yourself vocabulary about how you operate, whether it’s leadership assessments, or hiring an executive coach. Take the time to reflect on how you operate and how it’s different from others, what you need, and what patterns you have. That time is super super valuable and empowering.
About Natalie (She/Her)
Natalie is the Co-Founder & CEO of Hightower and has been integrally involved in the development and growth of this company since the beginning. Hightower is a furniture design & manufacturing company that provides collaborative ancillary furniture to forward thinking, values aligned corporations and universities. Hightower is family-founded, women-owned and a majority women-led business.
Natalie works closely with global designers to identify unique, fresh, and functional pieces - many of which are then manufactured in the US; a model that sets Hightower apart while setting up interior designers to stand out in a highly competitive field. She is a University of Washington graduate with a degree in International Economics.
In addition to leading Hightower, Natalie’s non-profit work is very important to her. A current Board Member of Reading Partners Seattle, Natalie received the 2017 Governor’s Volunteer Service Award for her tutoring work at a Title I public school. Natalie is passionate about contributing consistently to the students she works with as well as educational causes overall.
Recognized by the Puget Sound Business Journal as one of Seattle’s top CEO’s, Natalie is a member of the 2018 class of “40 Under 40.”
Natalie lives in the Seattle area with her partner, Latif, and their 2 young children. When not leading her team or volunteering, she enjoys finding new restaurants, beach walks and family movie nights.
You can follow Natalie on LinkedIn. Get in touch with Hightower here.
About This Feature
Leaders to Learn From is a standing feature in The Thirlby Company’s monthly newsletter that recognizes outstanding leaders in our community who embody our company’s core values. You can learn about our other honorees here, or subscribe to our newsletter to receive this feature and more inspiring content in the future.
