The telecom network provider industry, thanks to the fast-paced nature of technology, is constantly on a deadline. That is why Will Grindle, through Ascend, is quietly rewriting the script. While most telecom infrastructure companies race to build the next big thing in telecom, Grindle is focusing on something even more important: people.
At the heart of Ascend’s culture is what Grindle calls the Five Fs of flourishing: finance, family, fitness, fun, and faith. This isn’t corporate jargon or another HR initiative. It’s a leadership philosophy rooted in the belief that fully alive, fully engaged people perform better. It’s lived out in real-time, through team wellness programs, financial literacy workshops, intentional family support, and shared moments of joy.
Take finance, for instance. Ascend doesn’t just issue paychecks; it empowers financial stewardship. From strategic planning tools to beginner investing workshops, employees are equipped with the knowledge and confidence to turn income into impact for their families and futures. “None of us are born understanding money,” Grindle adds. “But when we teach our teams to plan like a business, they begin to live like stewards.”
For Ascend, family means helping employees become better spouses, parents, and community members. Whether through family wellness resources, parent support, or team serve days, Grindle cultivates intentional family time for each of Ascend’s employees.
Fun is another non-negotiable. Whether it’s a sports game with coworkers or outdoor adventures with kids, Ascend encourages its team to chase what brings them joy. “You can’t thrive if you’re just surviving,” Grindle says. “If you are not doing things that light you up, what’s the point?”
This extends to fitness, approached holistically, from daily walking goals to group 5ks. The company even partners with insurance providers to incentivize movement and health.
The fifth F by Ascend encourages employees to connect with their purpose and values. Ascend offers these services at all locations to foster a sense of belonging.
Each F ties back to a simple idea: When humans are whole, businesses are strong. Ascend’s tagline: It’s not business. It’s personal—isn’t just a slogan; it’s a strategy. In an industry notorious for burnout, high turnover, and demanding project timelines, Grindle is proving that care and connection aren’t distractions; they’re differentiators. “For us, at Ascend, people building our infrastructure, our team members, matter as much as the infrastructure itself. If we lose sight of that, we lose everything.”
This mindset bleeds into customer service, too. Clients don’t just receive technical support; they experience relational engagement. Whether it’s a site supervisor checking in on a client’s family or a foreman mentoring a new hire through a tough season, Ascend’s culture of care extends from tower to trench.
But perhaps Grindle’s most lasting contribution won’t be measured in towers raised or contracts won. It will be in the ripple effect of lives changed through mentorship. “You may not want to be a person of ‘influence.’ But that does not mean that you are not influencing people with the way you present yourself. The question is: how are you using that influence?” Grindle asks.
Ascend’s internal program, EOLO—Each One Loves One—turns these values into action. From organizing food drives to donating recycling proceeds to global projects, EOLO is proof that small acts can scale.
Ultimately, Grindle’s call to action is clear: One doesn’t need a multimillion-dollar budget to build a values-driven company. “Start with one thing,” he says. “One team service day. One practical act of care. When you take that first step, others will join you naturally.”
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