A conversation with Nineveh Madsen, CEO of Supra Human
In an era where “culture” has been reduced to perks, platitudes, and performative mission statements, Nineveh Madsen speaks about it with precision.
As CEO of Supra Human, Nineveh does not describe culture as a feeling or a vibe. She describes it as infrastructure. Something engineered. Something protected. Something earned.
In this conversation, she breaks down how Supra Human builds culture as an operating system, why most corporate training is theater, and what high performers actually need in order to win.
How does your company put culture first?
“Culture is our DNA and the operating system for everything we do.
Supra Human is built for high performance, and we are unapologetic about wanting to win. Our ethos reflects our founders’ values, which means we hire for it and protect it relentlessly. We know we are not for everyone.
While many companies sell perks or slogans, we build identity and standards. Culture is reinforced through weekly calls, transparent feedback rhythms, and systems that keep the team aligned. What truly sets us apart is that we integrate our people directly into the customer journey and incentivize them to share in our revenue growth.”
How much formal training does your company devote to each employee?
“It would be easy to claim a formal number of training days, but that would be corporate theater.
We are not interested in checking boxes. At Supra Human, training is built into our operations. It happens during annual planning, in daily execution, in team playbacks, at events, and inside every meaningful problem we solve.
Our people develop every single day because our standards require it. Training is not a scheduled event. It is a byproduct of how we think, work, collaborate, and solve hard challenges. We measure training by performance, not hours. The proof is in our results, our KPIs, and our ability to scale without losing our identity or excellence.”
“We are not
interested in
checking boxes. At Supra Human,
training is built
into our operations.”
Nineveh Madsen
CEO of Supra Human
What is your organization’s approach to performance feedback?
“We do not manage performance like most companies.
Feedback at Supra Human is direct, constant, and rooted in objective data, not feelings. We do not wait for annual reviews or hide behind HR templates. Everyone, including executives, is accountable through transparent KPIs and sprint dashboards.
If something is off, we course-correct in real time because withholding the truth leads to failure. Most companies avoid discomfort. We develop capability. High performers do not need protection. They need clarity, challenge, and truth. We give them all three.”
What management ideas set your company apart?
“We operate on the belief that culture is architecture, and scalable architecture requires operational excellence.
Most companies talk about culture. We engineer it. Our leadership philosophy is built on transparency, direct communication, and objective decision-making. We practice identity-based performance, which means we develop the person before the skill.
Our ethos is integrated into every layer of the company to preserve heart and soul as we scale. We do not teach leadership through slide decks. We build leaders through standards, structure, and ownership. Leadership here is not a title. It is how you operate every day.”
How has your workplace culture evolved as the company has grown?
Our culture has evolved from a small, founder-driven startup into a high-performance operating system supporting more than 4,000 clients and a global team of 125-plus people.
In 2021, we rebuilt our operating framework around annual planning, OKRs, sprint cycles, and full transparency. What has never changed is our weekly culture call. No matter how large we grow, the founders stay accessible and answer every question.
While other companies invest in performative leadership programs, we invest in top talent, clear standards, and accountability. People stay because they grow. They grow because they are challenged, and they win because our culture works.
4000+
clients have transformed with Supra Human
125+
members in our global team
Talent
we invest in top talent, clear standards, and accountability
Where do you see workplace culture headed in the future?
I am not going to give a corporate answer about the future of culture.
Most companies submit bland HR language, lists of perks, and empty promises about empowerment. None of that builds a winning environment. Culture evolves as founders evolve. When we get better, everyone around us rises.
High performers want clarity, autonomy, challenge, and the ability to win. We give them all of it. Supra Human is already built for the future. Our priority is protecting our ethos and raising the standard of excellence as we scale.
If you’re a high performer and ready to join a winning team, check out our careers page for open roles.
