A Company That Covers Your Home Down Payment | Working at N2

In this episode of Culture Uncovered, Jena Dunay sits down with Nicole Oliver, Director of HR at N2, to explore what it's like to build and sustain culture at a mostly-remote, franchise-based media and marketing company that's been evolving for over two decades.

N2 partners with local franchisees across the country to help small and medium-sized businesses connect with their communities through hyper-local print publications, backed by a roughly 350-person home office team spread across every U.S. time zone. Nicole shares her own winding path into HR at N2, the six core values that anchor the company's culture, and what it actually takes — from persistence to hard data — to get new benefits approved by leadership.

The conversation also digs into what makes someone thrive at N2, how internal mobility shapes career growth there, and practical advice for job seekers on articulating their value and standing out in a crowded applicant pool.

What You'll Learn

• How N2's franchise model differs from traditional franchises like Chick-fil-A or McDonald's
• The six core values that guide decision-making across every department
• What traits make someone a strong fit in a remote, change-driven culture
• How to build a business case to get new benefits approved by leadership
• Why articulating your value clearly matters more than reciting your résumé
• How proactive outreach can set a candidate apart in a high-volume applicant pool

Company Highlights

• Industry: Media and marketing (franchise-based, hyper-local publications)
• Customer Base: Small to medium-sized local businesses advertising to targeted community audiences
• Company Stage: 22-year-old, primarily remote organization with a print/binding facility in Dallas, TX
• Culture: People-first, values-driven, adaptable, and collaborative across a distributed workforce
• Focus Areas: Franchisee support, internal mobility, employee wellness, and financial wellness

Unique Perks & Programs

• Paid Holiday Break: Extended paid time off from Christmas Eve through New Year's Day, beyond standard PTO
• Paid Sabbatical: Three weeks paid leave after four years of tenure, used within a year of eligibility
• First-Time Homebuyer Program: $7,000 forgivable loan toward a down payment after two years with the company
• Wellness Incentive Plan: Up to $1,200 in annual medical savings for completing nutritionist or PCP visits
• Financial & Mental Health Support: Free confidential financial planning, EAP access, and chaplain services
• Remote & Family Support: Monthly remote work reimbursement, marriage stipend, and expanded paid parental leave

To learn more about N2:

Careers Page
LinkedIn Page
Nicole's LinkedIn

Transcript

Jena Dunay: Hello friends and welcome back to another episode of Culture Uncovered, where we go behind the scenes of the coolest companies to work for. And today I'm super excited to be chatting here with my guest, Nicole Oliver, the director of HR at the N2 company. Nicole, thank you for joining us on the Culture Uncovered podcast.

Nicole Oliver: Thank you. I'm so excited to be here. I've been looking forward to this all week.

Jena Dunay: Good, I'm so glad. Well, why don't you start us off and tell us a little bit about what the N2 company even is, for those that don't know.

Nicole Oliver: I know, right? One day we will be a household name. We're N2 — and you're hearing that right. It's the letter N, the number two, because a lot of times people get the spelling of the word wrong. But simply put, we are a media and marketing company for franchisees across the country. And then we have a home office that's primarily remote now that supports those franchisees. Simply put, that is what we do.

Jena Dunay: Interesting. So explain to me a little bit about the franchisee. Someone that's listening might think, what is that? What does that mean from a media perspective? Can you go into a little bit more detail on that?

Nicole Oliver: Yes, because I love talking about this. So essentially, when I say franchisee, these are local people in their communities helping targeted audiences — their neighborhood communities, reaching those small to medium businesses. And that's what's so exciting, is that you get to connect these local companies with local people. Sometimes you read publications and think, that restaurant looks fantastic — but it's three hours away from me. This one is hyper local, hyper specific. Our franchisees manage publications and sell ad space to those local businesses in order to get in front of their audiences. The really cool thing we do as well, though, is it's not just a magazine full of advertisers — there's content, and that content comes from our residents and our local community. People are writing about themselves, their community, their events. It's hyper fixated and local to what you want to read. I really like that it allows anyone who wants a franchise opportunity to be really in tune with their area.

But I have to also talk about this, because our company is very unique. On the flip side, I'm the director of HR over the corporate side of things.

Jena Dunay: Yes — so there's the corporate side that has to keep the whole thing humming too.

Nicole Oliver: Exactly. A lot of times when people think about franchisee corporate sides, I always say think about a Mighty Maid or a Dunkin' Donuts — we're not at Chick-fil-A status. People think all franchisees are up there, but we're not that kind of model.

Jena Dunay: Right. And Chick-fil-A's franchise model is so different from other ones, too.

Nicole Oliver: So different — that's a very copy-and-paste model, where you're going to do exactly the same thing in each location. Our franchise model really allows someone to tailor it to their community, to what works best.

Jena Dunay: Because I live in Franklin, Tennessee — it's going to work differently than where I moved from, Pittsburgh, Pennsylvania.

Nicole Oliver: Absolutely, because it's a different audience, a different community — theologically different, economically different. And that's what you want, that's what's really cool. I love that as we've moved to really a remote model — we have a press and binding facility in Dallas, Texas, with an in-person crew — we now have talent all across the country. We have 350 home office team members, in every time zone, everywhere across the country, all supporting our franchisees and making sure they can be successful doing what they do best: building connections and bringing local businesses in front of their target communities.

Jena Dunay: That's really cool. I'm grateful you broke that down, because people might hear "franchise" and think about wanting a franchise themselves — but there's this whole corporate operation that keeps all of those things moving. So let's break that down a little more. Where are you guys headquartered? You mentioned a Texas location — is that where you're headquartered, or where else are you?

Nicole Oliver: That's the fun part — we actually don't have a technical headquarters anymore. Our CEO lives in New Jersey. Our chief operating officer lives in Chicago. Our owners — one lives in North Carolina, one lives in Indiana. What's great about that is it challenges us to come together at events like conferences a couple of times a year, and leadership development summits. But if I had to point to something more like a hub, it would be our press and binding print facility in Dallas, Texas. It's nice to have a physical space where people get to work in person. So altogether, we have some in-person, some remote, and then our franchisees.

Jena Dunay: Right. So — and I'm just more curious now, because we have lots of different types of listeners: job seekers who want to go traditional routes, people leaders who are learning best practices, it's quite a collection of people who listen to this podcast — but for those who might be intrigued by the franchise piece, who's a good fit for that? How would someone get into it?

Nicole Oliver: I love that question, and what's great is it fits so many different backgrounds. A lot of it comes down to whether it's the right time in your life for a franchise opportunity. One thing about us I love is that we're really aggressive on our franchise rate — it's not this huge number like the major franchises.

Jena Dunay: Right, McDonald's is like a million dollars to buy in, last I checked.

Nicole Oliver: Exactly, and we don't do that. We have one of the most minimal buy-ins you can find to get your foot in the door, because we know this is a great opportunity for the right person. We have people with backgrounds in education, teaching, people who were their own entrepreneurs — maybe they owned a wine business — and we have people who were simply good at sales at a previous company. Then we have people who are better on the relationship-building side. It's like a Venn diagram — sometimes people land right in the middle and it all works. On the home office side it's the same story: we have developers, technicians, support staff, designers, inventory, HR, operations — everything you'd need to run a company that's 22 years old.

Jena Dunay: Okay, so tell us a little bit about that origin story. Twenty-two years old — how did you guys get started?

Nicole Oliver: We were started by Dwayne Hickson and Earl Sills. They met each other doing good old-fashioned door-to-door sales, and they came together — they always joke that's when they had hair. It's funny seeing the evolution of media and print through their eyes. Looking at some of our first publications, they looked more like a newsletter — black and white. Seeing how they've grown since then — actually, I have to tell you this: one time I went to our press and binding facility, and someone working there said, "I want you to look at these two publications and tell me the difference." I looked and thought, I don't know, it's like Where's Waldo, I really can't tell. And she said, this shade of brown is slightly different, this one's a little glossier — they were testing different inks. I love how much detail we put into the physical publications our residents receive. I've learned a lot about the actual mechanics of binding. So it goes back to what you said earlier about so many different fits — if you're passionate about the print industry, you can bring that home here. If you're passionate about mechanical work and you live in the Dallas area, there are opportunities there too. It's really cool, because every type of learner and thinker could find a place here.

Jena Dunay: What brought you to the organization?

Nicole Oliver: I had just moved with my husband to Wilmington, North Carolina, from Austin, Texas — he got a great job opportunity out there. We had always lived in larger cities and had never lived in a smaller, roughly 200,000-person coastal city. I actually had to Google Wilmington because I didn't know it, and I fell in love with what I saw — it looked beautiful and coastal. We'd never lived anywhere like that, so we made the move. I was working at another organization and met someone who also worked at N2. We were talking casually one day and she said, "My company's hiring — you seem like a fun person, if you're ever interested, you should apply." This was back when we were primarily in person, prior to the pandemic, with a brick-and-mortar office. That was about eight and a half years ago. I applied, and I remember getting a call saying, "We don't have the right role open right now, but we have a new one coming that we think you'd be a good fit for." I had an interview, applied, and got hired. I did have to take a step back in my HR career at the time, because they didn't have the right opportunity for me yet — but I knew it was the right company. I told myself I'd take a chance, go into a department I don't normally work in, and work my way up. I was new to the city and eager to meet people in person, and I'm so glad I did — eight and a half years later, I've worked my way up to director of HR. Over the past couple of years I've been able to build an incredible HR team for the home office, and I hope I've had a hand in shaping our hiring over the years. So really, it just started with one person saying, "I think you could be a good fit." And that's what happened.

Jena Dunay: I think that's such a great story, because you just never know where an opportunity is going to come from — and it comes down to being yourself. I always joke that you don't have to just be scrolling job boards — please don't only do that. Get out and meet people, share that you're on the hunt. It's almost always the person you least expect who ends up being the connection. So I love that story, that's super interesting. How would you describe the culture today?

Nicole Oliver: It's the quintessential answer, and I'm sure you hear this all the time — I get asked this in interviews too, when I jump in to help my recruiter during hiring peaks, since recruiting is kind of my core. It's the people. If you ask anyone at our company why they're still here, what brought them here, it's the people. It's not that we don't respect the mission and vision — we're all aligned on that — but to have a healthy work-life balance, you want to like the people you work with. You want to be around people who will lift you up and keep you sane, people you want to troubleshoot and problem-solve with, and share your wins and lows with. So for me, culture is the people. I'm a people-first HR leader who also knows the company can come first — those two things can coexist. But if you don't take care of your people, you really don't have a company at the end of the day.

I wish I could say we're on the cutting edge of remote culture, but what I've really learned is that being in a primarily remote culture takes time. It takes a lot of understanding how to make an impact remotely, across four time zones and team members in more than 40 states. There's a lot that goes into that. But it really boils down to our six core values, which we've truncated from these big, hefty onboarding books of years past — basically a second handbook you'd flip through wondering, "where's the culture in here?" We boiled it down to six, and I have them memorized: treat everyone with respect; do the right thing, not the easy thing; be better tomorrow than you are today; make every minute count; embrace we, not me; and add value always. Everything goes back to those six. No matter what department you're in — designer, BI developer, anything — I think you can extract something from those six things, both professionally and personally.

Jena Dunay: What was the second one you said?

Nicole Oliver: Do the right thing, not the easy thing.

Jena Dunay: I feel like that one says a lot. It's tangible — it makes me think of situations you hear about within organizations, where people do the easy thing, or the okay thing, but not necessarily the right thing.

Nicole Oliver: I like that.

Jena Dunay: I love that that's part of your ethos and how you think about culture. I think it's important, too. Another question I like to ask is: what does it mean to be a good fit at N2? Who is a really good player there? I think that even answers the question of, "the people are great" — but what does that actually mean?

Nicole Oliver: I love this question, because to me it really is someone who's comfortable with change. And I don't say that to scare people, or to suggest we release something and then reverse course two days later — it's about recognizing that change is inevitable in any environment. If we want to keep pace with brand standards, with competitors, with neighborhoods that grow or shift — maybe an older, traditional neighborhood suddenly has new families moving in, and now it has a younger demographic, so we adapt our content — or maybe we decide to redesign, new fonts come out, there are so many things in the industry that can change. If we just say, "this has worked for us in the past," then we're always behind. It's okay to say we're going to have talent across the country, not just on the East Coast. So if you're comfortable with change, and can adapt to it, you're going to thrive here. It doesn't happen constantly, but it happens, and I always want people to understand that change is a constant — that's just part of business.

Jena Dunay: So it's people who enjoy change, thrive in it, and are willing to make changes when they need to happen — that's what I'm hearing.

Nicole Oliver: Yes — willing to make the change when it happens, and to work collaboratively. The other part, especially as we've grown in a remote environment, is bringing value in and being comfortable with the value you bring to an organization. We're 22 years in, and traditionally we've hired and promoted a lot from within. Sometimes that translates well. But as we grow, we sometimes take a step back and realize we need outside people — people who will come in, challenge us, think differently, and bring everything they know. So another person who thrives here is someone who understands the value they bring and is confident in it — willing to ask questions and raise challenges, while also recognizing that maybe it's not the right time for something, and being okay with that back-and-forth conversation about value. Even for internal hires — like me — I came in with a different background, was placed in a different department, and waited a couple of years for the right role to open up, based on my background.

Jena Dunay: I think you make a great point — this is relevant across every industry, every level. People need to understand not just that their experience and skills have inherent value, but how to articulate that value in a way that's relative and relatable to the organization. That's the number one skill they don't teach you in college, and honestly they shouldn't have to — I have a whole other rant about that. But the number one skill you need in a job search is learning how to talk about your experience and the value you bring, for the specific organization you're speaking to. I don't want a history lesson — I want you to market yourself effectively, humbly, but clearly. It's not complicated, but it is hard to do if you're not used to doing it.

Nicole Oliver: I couldn't agree more — I'm nodding my head the entire time you're talking. It's not hard conceptually, but it's something you have to practice.

Jena Dunay: You have to know what your value is, and you have to be able to articulate it. If you don't do that — my co-host and I recruit people, and I'm shocked, not disrespectfully, at how many people aren't good interviewers, simply because they don't have to do it very often. That's nothing to feel shame about, but you do need to know how to do it, and you need to practice, because if you can't articulate the value you bring, how can you expect an organization to assume what that value is?

Nicole Oliver: I love that — and it's so true that people don't interview often. If you're at a company for even a year and go back into the market, that market will be different than it was a year ago.

Jena Dunay: Exactly. As we're recording this in 2026, if we'd recorded this same interview in 2025, it would be a totally different conversation — a totally different job market.

Nicole Oliver: Right — and I say that a lot internally, too. We have a lot of internal opportunities that pop up, very hyper-niche to our company, since we're a franchisee-based, W-2, publication media company. Some roles really require N2-specific knowledge, so these are great internal opportunities. When people come to me and ask, "I don't know if I'm the right fit, should I even put my name in the ring?" — I always say the same thing: do it. You should always interview, for a couple of reasons. You get to know someone new, you get to understand what you want and what you bring to the table, and you also get to understand what you don't want. That's the key thing. Your feelings might get hurt if you don't get picked, and that's okay — but you also learn whether you really wanted that role, whether it's worth investing your time in. I love internal interviews at our organization, because they really help people understand what they want for their career and professional development.

Jena Dunay: That's so good. We could probably talk about this all day, but let's get back to N2 specifically. You mentioned some of this already — internal opportunities being one of the benefits of an organization that's been around a while but constantly evolving. What are some of the other unique benefits you offer employees? Why do people want to stay at your organization?

Nicole Oliver: I'll put it into two buckets. There are some great things that kick off right away when you're hired as a W-2 employee. One of our most popular ones is what I call our paid holiday break. Our owners, Dwayne and Earl, really believe people should spend time with family and friends during the holidays — it sounds simple, but it's not always the case everywhere.

Jena Dunay: It sounds simple, but it's not. I've been part of an organization where that wasn't the case.

Nicole Oliver: I've been part of organizations where you get Christmas Day off, maybe a little early release on Christmas Eve, and that's it — you're right back at it the 26th, whenever it falls. We actually have a paid holiday break where the team has real time off — we work hard leading up to it, compressing deadlines beforehand, but it means we can spend quality time with family and friends, generally from Christmas Eve to New Year's Day. That's in addition to our traditional PTO policy.

Jena Dunay: I'm actually comforted to hear that — the more of these interviews I do, the more that's becoming a fairly typical benefit rather than an atypical one, which I love, because it really needs to be more common.

Nicole Oliver: Yes, you need that respite. We also have a paid sabbatical — three weeks paid, in addition to PTO, once you've been with us for four years. That's part of "you commit to us, we commit to you." We did some research and found that the three-to-five-year mark is when team members really start to feel burnout setting in. So a couple of years ago we worked to offer a three-week paid sabbatical, which actually came from our owner Dwayne's own experience — he took his first-ever sabbatical after his whole career in sales and building N2, and came back recharged, and said, "We need to figure out how to do this for everyone." So now, in addition to PTO, eligible team members get three weeks paid, as long as they use it within a year of eligibility. Fun fact — we just ran the numbers, and we have about 112 team members eligible this year.

Jena Dunay: I bet you're thinking, "okay, now how do we jigsaw this?" But that's a great problem to have — a champagne problem.

Nicole Oliver: It really is a champagne problem, and it has a spiderweb effect — it challenges team members to cross-train and help each other out, and it helps leaders understand what their team members actually do day to day, since they have to step into the trenches with them. Speaking of unique benefits — another one is for team members who've been with us for two years: a first-time homebuyer program. It's one of my favorite benefits we have, one of our newer, bigger benefits beyond the traditional boilerplate ones. Our CEO, Dwayne, is really passionate about home ownership — he believes owning a home helps build a foundation of financial wellness, even though it's genuinely hard to do right now. So for a first-time home purchase, N2 puts down $7,000 as a forgivable loan — meaning you don't pay it back, you just handle some taxes — and that goes directly toward your down payment.

Jena Dunay: Wow, that is so cool. I love that it sounds like a lot of these benefits come from the top — "this was impactful for me, how do I share that with others?" That's a great representation of generosity for the whole team to see modeled.

Nicole Oliver: Exactly. It's really fun, too — we have internal publications, and we've actually featured team members showing off their first home purchases, standing in front of their new homes. It's so rewarding to see. I do want to go back to something, though — when people hear "two years" or "four years," they might think, well, that's a while down the line, what about right when I start? Because that matters too, especially when a candidate is weighing multiple offers — same salary, both remote — what sets one apart is often the benefits. I can't fully convey how great the culture is until you actually experience it, but let's put pen to paper on what we can offer new team members right away. One of my favorites: we have a licensed nutritionist on staff, free and confidential for all team members for wellness or nutrition needs. And tied to our medical benefits, we have a wellness incentive plan — if you use our nutritionist or complete your annual PCP appointment, you can save up to $1,200 a year on your medical plan, whether that's for you, you and a partner, or your whole family.

Jena Dunay: Wow, that's so cool.

Nicole Oliver: On the financial wellness side, we also offer a free, confidential financial planner — not employed by N2, but through Principal and similar partners — to help you get your finances in order, whether you're coming out of student debt, just moved out on your own, or planning for retirement. We'll pay for you to go through something called Starter Path Financial, and we never know the details of what you discuss. And finally, my last big one is our remote reimbursement — the elephant in the room, since we're working remote and paying for our own internet and utilities. We do a $50 reimbursement for full-time team members and $25 for part-time. I'm also really big on our Employee Assistance Program, or EAP — it can sound like a scary acronym, but really it's about mental wellness: free, confidential access to people to talk to. For those who are more spiritually inclined, we also partner with Marketplace Chaplains for a free chaplain service, which is available both to our W-2 team members and to our franchisees. We really try to think about what can serve the masses, even while offering specialized benefits along the way — we also have a marriage stipend, $400 a year for married couples to use toward counseling, retreats, or getaways. I could keep going, but we have some really great things.

Jena Dunay: You buried the lead there — now I'm ready to start working with y'all, apparently.

Nicole Oliver: Please, this whole podcast has just been an attempt to recruit Jenna.

Jena Dunay: I love this — I was thinking of so many things we could post about from this episode. It really shows how much the organization appreciates the people who work there. I'd love if you could speak briefly to this: if there's a people leader listening who thinks these benefits sound great, how do you get buy-in from senior leadership to actually agree to them? What's your advice?

Nicole Oliver: I love this question — the answer is: don't give up. I've definitely sat in meetings with my C-suite and owners and said, "I know I brought this up last year, and the year before, but I'm bringing it back to the table again." It's persistence — and also being honest about your passion for a specific benefit. I've been told no, or not right now, plenty of times, and I say okay, I'll pick my battles, maybe scale it back a bit — but I always end by saying, "be prepared for me to bring this up again next year." It's not going away. Benefits are a diverse and often complicated financial conversation, especially around medical, dental, and vision — we're actually a self-funded plan, which adds another layer. But my advice is: don't give up, be persistent, understand the value proposition for your company at that specific time, and be okay if it's not the right time yet.

Jena Dunay: That's such great advice for any people leader thinking about bringing a benefit to the table but feeling nervous about it. Pleasant persistence, and being upfront about why something matters and how it could benefit the organization long-term — building the business case for the benefit, not just "this feels nice." Both things can be true.

Nicole Oliver: I actually have a real example of that. We'd been trying to increase paid parental leave for male team members — we already had a strong 12 weeks paid for mothers — and we kept losing traction because other priorities seemed to have a "bigger audience" or impact more people. So we started thinking differently. We ran the numbers and realized we actually have a predominantly female workforce. People kept saying it wouldn't impact many people — and they were right, it wouldn't affect a large group. But we reframed that: a small group, but a big impact — people getting more time with their families. We also reached out to team members who'd previously taken parental leave and asked how an extra week would have impacted them, and gathered real stories. We presented all of that to our C-suite and owners as a small group, low lift, but big reward. And last year, for the first time, we were able to add a week to our paid parental leave.

Jena Dunay: Well, that is great — I love a real-time case study like that, hearing exactly how it happened and how you thought it through. That's so helpful, both for people leaders and for job seekers wondering how their future leaders might advocate for them. So if someone's listening and thinking, "wow, this is a really cool place to work" — where can they go to learn more about your organization, and what roles are you hiring for over the next year or so?

Nicole Oliver: Absolutely — intoco.com is our website, and our marketing and branding team keeps it beautiful, current, and easy to navigate. It's a great one-stop shop, not just for W-2 corporate roles but also franchisee opportunities. Social media is also a big recruiting platform for us these days — Facebook, Instagram, and yes, even a bit of a TikTok presence.

Jena Dunay: The TikTok account — you're like, "I've got to find the Gen Z somewhere, I hear they're on TikTok." I'm with you, I'm not ready for TikTok myself.

Nicole Oliver: Our marketing team does an incredible job maintaining all of that. You can also find me on LinkedIn — I'm very accessible there. As for roles we're hiring for — we're very much a company that plans ahead but stays flexible; something might come up, we adjust, and that's okay, going back to that change curve. Right now we're building out client services and customer care — support roles that impact our area directors, across a few different departments. Sales is also still a big focus, both inside the company and with our franchisees — anyone who loves sales or building community connections will find a place here. And every now and then we get a more specific opening — right now my own HR team is actively hiring an HR coordinator. It's interesting, because we haven't hired a new team member on HR in a couple of years — there's not a lot of turnover there. We had over 1,600 applicants in about five days for that role. We went through every single application and closed it after five days. Out of those 1,600, I want to ask — how many do you think reached out to me directly, via LinkedIn or email?

Jena Dunay: I'll guess two.

Nicole Oliver: One.

Jena Dunay: And let me guess — that's the one who went straight to the top.

Nicole Oliver: That's the one who went straight into the pipeline. To their credit, they also had a strong resume — but at the end of the day, that outreach mattered.

Jena Dunay: If you have a good resume and you reach out with something thoughtful, that alone puts you ahead. I say this to people all the time — "have you reached out?" And they haven't. It's like, you haven't really tried yet.

Nicole Oliver: I'll say it works — for the right company. Someone like me, a people-focused leader at a people-focused company, is going to notice a cold reach-out. Not every company will respond that way, unfortunately — but for me, when that person reached out, I looked her up in our ATS platform and told my recruiter to pull her for an interview. That was it.

Jena Dunay: So good — we're getting the real behind-the-scenes here. I love that. I'm excited for you all, and for that role. This has been such a fun conversation, learning about a company I hadn't heard of before, but you're doing really amazing things from a people perspective. I think a lot of people leaders can learn a lot from this episode — and from you. And if you're a job seeker listening, we'll have all the links in the show notes for how to learn more about the organization and what they're doing across all their platforms. Nicole, thank you again so much for joining us this week on Culture Uncovered.

Nicole Oliver: Thank you so much, Jenna. I had so much fun with you today.

Jena Dunay: Awesome.

If you're interested in learning more about N2, we'll have all the links in the show notes. And we'll see you next week on another episode of Culture Uncovered.

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