Lisa Doverspike is a dynamic leader with a career spanning organizational psychology, business taxation, and multi-industry management. Lisa holds two Master’s degrees, one in Organizational Psychology specializing in Teamwork and Group Dynamics, and another in Business Taxation. As the CEO of Simms, Inc. since 2016, she has overseen the growth of a family enterprise into a diverse organization encompassing technology, real estate, healthcare, entertainment, and philanthropy. Under her leadership, the company has expanded from 60 to 300 employees, with operations that include billion-dollar data centers, commercial real estate, private equity investments, and philanthropic initiatives.
How do you cultivate trust within a rapidly expanding organization?
Trust grows from what people experience day to day — not from what leaders say. Early on, when our organization was smaller, I made a point of sitting down with team members across different roles just to understand their work and listen. One conversation in particular stands out: a newer analyst hesitated to share an idea because they weren’t sure if it was “their place.” It was a reminder that if someone feels that way, it’s our responsibility as leaders to adjust the environment.
Since then, we’ve been intentional about creating psychological safety through clear communication, transparency in decision-making, and removing unnecessary hierarchy so people feel comfortable speaking up. When team members know their input matters, trust becomes part of the culture — and it grows naturally as the organization scales.
Your background in Organizational Psychology and Business Taxation is unique. How has this combination shaped your approach to team growth?
Organizational Psychology taught me the importance of understanding people — their motivations, behaviors, and how they operate within groups — while Business Taxation gave me the analytical tools to structure and scale operations effectively.
Scaling a team while maintaining cohesion
Intentionality and clarity were essential. We defined our core values early and ensured they shaped how we hired, communicated, and made decisions. Systems created structure while offering autonomy when appropriate.
How values-aligned hiring has shaped your teams
Hiring for values alignment means we prioritize how someone works just as much as what they know. We look for collaboration, integrity, resilience, and real-world judgment. Over time, this creates teams that operate from shared principles.
The role of systems in sustainable team growth
We design systems that create clarity and support good judgment. Onboarding immerses new hires in our culture, communication systems keep information moving, and delegation frameworks center on ownership rather than task distribution.
Navigating challenges during periods of expansion
When expansion tests our systems, my team and I face it directly with transparency and respect. We invest in tools that keep teams connected and empower long-standing members to mentor newcomers.
Advice for leaders growing their teams
Start with psychological safety, clear values, and consistent expectations. Hire for alignment, not just capability, and create systems that support thoughtful ownership of work.