“If your staff is unhappy, you’ve lost. It doesn’t matter how profitable you are.” – Jaysee Soto, HAS, BC-HIS, Owner, Altamonte Family Hearing

Building a strong culture doesn’t happen by accident. It takes intention, consistency, and an investment in your people. As the 2026 CQ Cultivator Award winner, Jaysee Soto, owner of Altamonte Family Hearing, has created a practice where employees feel like family and patients receive care that goes far beyond the appointment. We sat down with Jaysee to learn what this recognition means to him and the philosophy that’s shaping his practice every day.

Q&A with 2026 CQ Cultivator Award Winner, Jaysee Soto, HAS, BC-HIS:

You are the 2026 winner of the CQ Cultivator Award. What does that mean to you?

It means a lot, especially because we’re such a small practice. We opened in 2020, and there are only four of us in this office. Building a practice from the ground up takes an incredible amount of work behind the scenes, so being recognized for that journey is really meaningful. I think anyone who’s built a practice understands just how much goes into creating something special, and receiving the Cultivator Award is an incredible honor.

As it relates to culture, what are some of the core values you hold in your practice?

One of the biggest values we have is making sure communication goes both ways. Whether I’m having a difficult conversation with a team member or celebrating a success, I always try to end by asking, “What do you need from me?” It’s important that everyone feels heard.

We spend so much of our lives at work, so I want our practice to be a place where people feel supported. Sometimes there’s more to someone’s story than what you see at work. Taking the time to listen and understand makes all the difference.

How do you want patients to feel when they walk into your practice?

I want patients to feel like there’s nowhere else they’d rather go for their hearing healthcare. We intentionally slow down and build relationships instead of simply moving people from check-in to check-out.

From the first phone call to the appointment itself, we encourage meaningful conversations. We want to understand what’s going on in our patients’ lives, not just why they’re in the office that day. By the time they leave, I want them to feel like family. That’s what sets us apart from larger retailers or corporate practices – we invest in people, not just appointments.

How do you think your staff would describe the culture at your practice?

I think they’d say it feels like family. That hasn’t happened by accident, it’s been intentional. We have regular team huddles, consistent one-on-one meetings, fun patient appreciation events, and we celebrate each person’s unique strengths. If someone loves being creative or organizing events, I make sure they have opportunities to do those things because I want everyone to feel valued for what they bring to the team.

As I’ve grown as a business owner, I’ve realized that creating a great culture simply comes down to taking more time to connect with people.

What are some of the key strategies you have used to cultivate an exceptional culture for both staff and patients?

The biggest lesson I’ve learned is to slow down and be intentional.

When challenges come up, it’s tempting to react immediately. Instead, I’ve learned to pause, think through the situation, and approach difficult conversations strategically. It’s just as important to recognize the things people are doing well as it is to correct what’s not working.

The same philosophy applies to patients. Taking extra time with someone may not seem like the most efficient approach, but it builds trust, loyalty, and lasting relationships. That’s ultimately what creates a successful practice.

How do you lead by example in your practice?

If I’m asking my team to create meaningful relationships with patients, I have to model that myself. Whether it’s asking patients thoughtful questions, walking them out after an appointment, requesting reviews, or simply sitting in the waiting room with a cup of coffee and catching up with them, I want my team to see what that level of connection looks like.

I always ask myself, “How would I want someone to treat my parents?” If we approach every patient that way, everything else tends to fall into place.

Culture is always evolving. How do you adapt to ensure that your core values are always being upheld?

My goal is to continue investing more time in my team. That means more lunches, more opportunities to connect outside of work, and more moments that remind everyone we’re building something together.

As we grow, I actually want to be careful not to grow too quickly. I’ve realized that it’s easy for culture to become diluted when a practice gets too large. I’d rather build a strong foundation, preserve that family atmosphere, and grow intentionally than become so big that we lose what makes us different.

What advice would you give to practices trying to build their best culture?

Take the time. It’s easy to get caught up in the endless list of tasks that come with owning a practice, but investing in your people is one of the most important things you can do. Your team and your patients both notice when you slow down enough to truly connect.

Building culture isn’t effortless. It takes patience, intentionality, and constant attention. When your team feels supported and your patients feel cared for, everything else, from retention to referrals, becomes stronger because of it.