Morris & Garritano’s Workplace Bronze Starts With Employees

By Daniel Okafor

Morris & Garritano won the annual Best Agencies to Work For Bronze Award in the West after dozens of employees nominated the San Luis Obispo, California, agency. The firm reports $34.4 million in annual revenue and now employs 160 people.

It was not the firm's first appearance on the list: M&G won Silver last year after taking Gold in 2024.

The firm lists its specialties as:

• Construction, manufacturing, wine and agribusiness.
• Hospitality, residential care and social services.
• Retail and real estate.

What drives the people-first model?

The firm's stated model is straightforward: pair what employees do with their strongest skills.

The phrase “people first” frequently appeared in employee compliments submitted for the award. Employees praised the firm in numerous areas, but many highlighted constant learning and development.

During an interview, Brandon Morris, the firm's CEO, risk advisor and principal, responded to the employee comments:

“I love to hear that,” Morris said. “I would say that it’s definitely people first, because it’s really one of our pillars. We want people to come here and feel like they can build a career out of it–it’s not just a job.”

Morris said the firm had emphasized constant learning and development over the last several years. He added:

“People can see that career path, whatever that may be, and I think that’s really made a difference.”

What do employees say about development?

One employee described a workplace shaped around agency needs and personal goals:

“What stands out most to me is how genuinely invested the agency is in people’s success. There’s a real effort to help employees grow, build meaningful career paths, and find opportunities that align with their strengths and goals,” one employee wrote.

“You can see it in how people are supported and how enthusiastically their accomplishments are celebrated. My own position was created to pair the needs of the agency with my own strength and career goals.”

“That same level of care extends to our clients. We want to do great work, but we also want to do what is genuinely right for the people and businesses we serve.”

Another employee nominated M&G because of its “people-first culture, collaborative environment, and commitment to employee growth.” Another wrote that the firm “combines a strong, people-first culture with meaningful opportunities to grow.”

One employee specified how the firm invests in skills and mobility:

“The company genuinely invests in employees through professional development, leadership training, coaching programs, and clear career paths,” the employee wrote. “Employees are encouraged to build their skills, take on new challenges, and contribute to the future of the organization.”

How do core values reach client work?

Employees echoed the “core values” Morris mentioned often in his remarks. One employee listed them directly:

“Our agency lives our core values every day; love what you do, do the right thing, always be improving, go the extra mile, and build collaborative relationships,” an employee wrote.

That employee also described how those values shape internal feedback and external service:

“They make employees feel valued and heard by welcoming innovative ideas. We encourage coming to the table with recommendations when improvement or adjustments are needed. They invest in us, and we are proud to do the best job possible for them, which translates to excellent service and positive relationships with our clients.”

The workplace model breaks into four practices, based on the award nominations:

• Role fit. One employee said their position paired agency needs with that employee's strengths and career goals.
• Skill investment. Employees cited professional development, leadership training and coaching programs.
• Career visibility. Employees cited clear paths, new challenges and opportunities to contribute to the organization.
• Employee voice. Workers said they could offer innovative ideas and recommendations when adjustments were needed.

The comments connect internal support to client service, ethical work and positive client relationships. That is the mechanism behind the firm's people-first pitch.

For M&G, the forward test is whether training, coaching, role fit and employee voice can remain central at a 160-person firm, because employees cited those practices when nominating it for the Bronze Award.