When Paul Cosaro joined Picnic Time (asi/78065) in 2011 after a career in consulting, he had already experienced a wide variety of corporate environments. For him, moving from company to company offered a crash course in what worked – and what didn’t. Stepping into a leadership role at the company his father co-founded with a friend 44 years ago could have been daunting. Instead, Cosaro found something unexpected.

“It was refreshing,” he says. “There was already that feeling of a family when we came in here. It wasn’t like, ‘Oh my gosh, this reminds me of one of these other terrible places I worked – I need to fix this.’ It was really just a matter of taking that underlying culture and solidifying it.”

Picnic Time (asi/78065) employees all decked out in denim.

Today, Cosaro – affectionately known as “Captain Picnic,” a nickname born from his preference for teamwork – sees his role less as a traditional boss and more as a player on the field. “Don’t look at me like that,” he recalls telling colleagues early on. “Look at me like I’m part of the team still.”

That philosophy has helped guide the company as it has grown, reinforcing what Cosaro calls Picnic Time’s “special sauce”: its people. “We’re selling fun stuff,” he says. “We should have fun doing it. We’re not saving lives – we’re bringing people together. That’s kind of our purpose.”

Culture is treated as a line item – a deliberate allocation of time, energy and resources – because, as Cosaro puts it, “it’s the people that create success.” That people-first mindset begins long before day one. Hiring decisions prioritize attitude and character alongside technical qualifications.

“We talk a lot about hiring for attitude and training for skills,” he says. “If someone has the right mindset, they can learn how to sell or plan inventory. What’s harder to teach is how to be a great teammate.”

Once onboard, employees are encouraged to grow – whether their careers unfold at Picnic Time or eventually lead elsewhere.

“We would love it if you stayed here for the rest of your career,” he says. “But if and when you choose to move on, we want you to feel like you’re a better person, better employee and better leader than when you began.”

Naturally, a company built around outdoor entertaining leans into certain kinds of events. One standout is “Move It May,” a month-long wellness initiative where employees track activity, share healthy recipes and work collectively toward ambitious goals, such as virtually walking the perimeter of Australia.

Other traditions include a classic annual company picnic, holiday celebrations and a year-round volunteer program. Smaller moments – from sports brackets to awards-season prediction contests – keep the atmosphere light. “We always talk about how you spend a majority of your waking hours at work,” Cosaro says. “You might as well enjoy doing it.”

Still, the culture extends beyond organized activities. Cosaro says one phrase rarely heard at Picnic Time is “that’s not my job.” Instead, employees step in to support one another wherever needed. That recognition matters, he adds, because in business there’s no final destination – only the next challenge. Taking time to acknowledge progress keeps momentum alive.

Transparency and communication are also an important aspect of company culture. Cosaro sends a recap of the day out to the whole company every night, says Holly Escobedo, promotional sales manager. “We all look forward to them – some are funny, little dad jokes, some are more serious – but he’s been consistent with it for six years now.”

For Picnic Time, accolades like being named a Counselor Best Place to Work serve less as trophies and more as affirmation. “It’s reinforcement that what we’re doing matters,” Cosaro says. “If you don’t put employees first, there’s a problem. Recognition like this keeps us striving to do more.”