In this exclusive interview, Improving CEO Curtis Hite shares how his background, entrepreneurial mindset, and commitment to team engagement have shaped the company’s strategy and culture.
Curtis Hite’s leadership is defined by a commitment to excellence, team engagement, and innovation. His vision for Improving is bold: shared ownership, challenger brand status, and lasting impact. As the company moves forward, these values will continue to shape its journey.
Read on for candid answers to six key questions about leadership, innovation, and the future of Improving.
How has your unique background and experience shaped Improving’s strategic direction?
My background, especially my experience in the Texas A&M Corps during college, taught me more than the classroom ever could. It instilled discipline, teamwork, and the importance of excellence in both big and small things. Our company values, dedication and excellence, are rooted in those early lessons. Later, my first business experience showed me the importance of collective engagement. Seeing a few partners take disproportionate equity made me realize that success is a team effort. That’s why Improving shares ownership widely, allowing many to be equity holders. This philosophy is unique and has contributed to our long-term success.
What does the Entrepreneur of the Year recognition mean to you personally and for Improving?
For Improving, it’s the culmination of nearly 20 years of teamwork. The recognition validates the efforts of everyone who has been a part of the journey. Personally, it means a lot because it feels like a true entrepreneur is being recognized. Not just a “hired gun” but someone who helped build the company from scratch.
What entrepreneurial qualities or decisions do you believe led to your recognition?
Sharing equity was a pivotal decision that rallied our team for years. Drive and risk-taking are essential entrepreneurial traits. Ric DeAnda, one of Improving’s co-founders, and I went without salaries for over a year. Few leaders are willing to do that. People often question why entrepreneurs are rewarded, but it’s about the risks and drive they bring. Our team has an abundance of both.
How has your entrepreneurial mindset influenced Improving’s culture and approach to innovation?
We strive to be a challenger brand, which means doing things differently. That mindset drives not just technology, but innovation in our processes and how we share knowledge. Initiatives like encouraging public presentations, producing our innovative event, CodeLaunch, and our Engage system, which is our internal platform that logs employee development and engagement, are examples of our innovative approach. We are always seeking new ways to add value.
What advantages do you see in leading Improving’s operations from the Dallas Region, and how have you maximized those benefits?
Dallas is a thriving community with a healthy economic environment. It’s easier to lead an organization here because of the balance between worker-friendly and business-friendly laws. During downturns, Dallas recovers faster, giving us a competitive advantage over companies in weaker markets.
As you look toward the future, what goals are you most excited to accomplish with Improving?
I want every person at Improving to become a shareholder, fully living in our vision of shared success. The second goal is to become a true challenger brand in the digital services industry. Most companies grow and sell, but we aim to create a lasting entity that challenges the biggest brands. Reaching a billion dollars in revenue and making a lasting impact in our industry is incredibly exciting.