Sitting down with Room to Read’s new Chief People & Culture Officer, Matt Culhane

Join us in welcoming Matt Culhane, Room to Read’s new Chief People & Culture Officer!

Matt leads talent and culture strategy across the organization, partnering with teams around the world to support the people and culture that make Room to Read’s mission of literacy and gender equality possible. With a values-driven approach to leadership and extensive experience navigating organizational change and complexity in global settings, Matt brings a wealth of perspective to his new role.

Before joining Room to Read, Matt served as a senior organizational development consultant at Guttman Development Strategies. Earlier in his career, he held a range of human resources leadership roles, including 21 years in the consumer healthcare sector, as well as positions at American Express and McKinsey & Company.

Matt holds an MBA in Finance from NYU’s Stern School of Business and a B.S. in Finance from Temple University. He has also earned professional certifications in executive coaching, HR leadership, and strategy from Rutgers, Stanford and Dartmouth.

We sat down with Matt to learn more about what drew him to Room to Read, his perspective on building strong and connected cultures, the role of values in leadership and the books currently shaping his thinking. 

What drew you to Room to Read and how do you connect to our mission?

Room to Read’s mission is what drew me to the organization. I grew up in a working-class neighborhood in Philadelphia, and I was the first person in my family to attend college. Education opened doors for me and profoundly shaped my life. Equity and fairness are also important to me, and I believe every child deserves the same opportunity to learn, grow and realize their potential.

I was also inspired by Room to Read’s record of impact and the rigor with which it delivers its mission. The organization combines deep purpose with professionalism, strong management and a clear focus on results — a combination that is distinctive and compelling in the social sector.

What have your experiences working across global organizations taught you about building strong cultures?

An organization’s culture is the sum of its behaviors and norms — it is shaped by what people experience, not the stated organizational values. Leaders play an exceptional role in reinforcing that culture through the talent that they hire, the way they communicate, how decisions are made, the behaviors that they role model and the outcomes that they reward.

Building a strong culture takes consistent and repeated focus on the right behaviors.

What makes an organizational culture truly thrive?

An organizational culture truly thrives when purpose, values and everyday behavior are aligned. Room to Read begins with significant strengths: a compelling mission, a proud legacy, and talented, passionate people doing important work.

But culture is sustained by what employees experience every day — leaders who model the values, communicate with clarity, seek different perspectives, develop talent, recognize contribution, and hold themselves and others accountable. When people feel trusted, connected to the mission, and empowered to perform at their best, culture becomes a powerful driver of both impact and organizational performance.

How can a global organization create a strong sense of connection and belonging across cultures and geographies?

Building trust and connectivity through remote work relationships requires a little more effort and intent but is no different than across in-person teams. In my experience, this happens best when people have a shared goal, work interdependently, and are reliable, communicative and authentic. Trust grows in transparency and reliability. 

How do you think organizations can build cultures that enable people to do their best work in service of a mission?

Our mission is brought to life by talented, dedicated people. Our People & Culture team helps them thrive by attracting and developing strong talent, coaching leaders, listening to employees, recognizing meaningful contributions, and creating a desirable employee experience. When our people are supported and able to do their best work, Room to Read is better positioned to advance its mission.

What excites you most about joining Room to Read at this particular moment in Room to Read’s evolution?

Room to Read is at an exciting inflection point in its history. We have a strong mission, a remarkable legacy of impact and deeply committed people around the world.

What excites me most is the opportunity to build on those strengths while helping the organization scale up to benefit more children. Joining at this moment offers both the responsibility and the privilege of honoring what has made Room to Read successful while helping prepare the organization for even greater impact in the years ahead.

What are you currently reading?

I am currently re-reading "Designing Your Life: How to Live a Well-Lived, Joyful Life" by Bill Burnett and Dave Evans. The authors, who were both trained engineers (now Stanford professors) describe how to apply design thinking to your career and life. Their process reinforces that joy is not in the destination, but in a creative and iterative journey. It's really helpful and practical.

What book shaped your perspective on leadership or the world?

I have read a lot of books related to leadership and organizational development. My favorite leadership book is "Leadership from the Inside Out," by Kevin Cashman. Kevin points out that our leadership is not a checklist of activities or experiences, but an authentic self-expression of who we are. It encourages leaders to lead with vulnerability and authenticity. As a result, whenever I am challenged or struggling, I try to look inward for solutions.

Meet our full leadership team